Return-Path: Delivered-To: david@transocean.com Received: from vps.transocean.com by vps.transocean.com with LMTP id IOCCCWSDDFr0XQAAInt2oQ for ; Wed, 15 Nov 2017 10:11:48 -0800 Return-path: Envelope-to: david@transocean.com Delivery-date: Wed, 15 Nov 2017 10:11:48 -0800 Received: from 1.outbound4.email.hsjournals.com ([68.233.141.216]:9981) by vps.transocean.com with esmtps (TLSv1.2:ECDHE-RSA-AES256-GCM-SHA384:256) (Exim 4.89) (envelope-from ) id 1eF29u-0006PM-GH for david@transocean.com; Wed, 15 Nov 2017 10:11:48 -0800 DKIM-Signature: v=1; a=rsa-sha1; d=email.hsjournals.com; s=ym1024; c=relaxed/simple; q=dns/txt; i=@email.hsjournals.com; t=1510769426; h=From:Subject:Date:To:MIME-Version:Content-Type; bh=1IH0o+JUxf78lFJLz/zkQz+elqA=; b=fFqEfov6P3WuS7aOg0Q4dcTaBLwC1MxrA6KyOwFxkCMGI3KFpcdq5pI0UktAEoOe uKiyNqoo8NfsPXPX53iJh8zR3kdLR899SHWacvrC+FI2w452ea/KpCc8ZB7yUA3I HVRzyDSPuo8cIx8+T4IU5J6H1hjcyMpJwkRCEIWa9c4=; DomainKey-Signature: q=dns; a=rsa-sha1; c=nofws; s=ym1024; d=email.hsjournals.com; h=Date:From:Subject:To:X-Header-Versions:X-Header-CompanyDBUserName:List-Unsubscribe:Message-ID:X-Vitals:Reply-To:Feedback-ID:X-Header-MasterId:MIME-Version:Content-Type; b=KZVmjJP0nrzzS9RE6jYZkAn1omCQRLhWt7Bn1WqYenjN8jgFXB64agUCAWo7MH2E dN1CLCx8O2iijb5zPsPWESnMWlImkuF3S4qj1Bvg2lTDfoac84LGM7n4BJDvOTOQ 2ZzChpZ6pusN2YSAL3GvZgDEhcG1NxY8MgzNfCBlYFM= Date: Wed, 15 Nov 2017 10:10:25 PST From: "Journal of Brand Strategy" Subject: High-Quality Articles & Case Studies: Relaunching and Reinvigorating Your Brand To: "David Mullen" X-Header-Versions: JournalofBrandStrategy.6h367g7zdf.fdl0@email.hsjournals.com X-Header-CompanyDBUserName: hspublications List-Unsubscribe: Message-ID: X-Vitals: 1.100629.1130382.1150447.10.7e7e Reply-To: JournalofBrandStrategy.6h367g7zdf.fdl0@email.hsjournals.com Feedback-ID: hspublications:1150447:Yesmail X-Header-MasterId: 1150447 MIME-Version: 1.0 Content-Type: multipart/alternative; boundary="==========_ALT_1451519089_=====" X-Spam-Status: No, score=-2.0 X-Spam-Score: -19 X-Spam-Bar: -- X-Ham-Report: Spam detection software, running on the system "vps.transocean.com", has NOT identified this incoming email as spam. The original message has been attached to this so you can view it or label similar future email. If you have any questions, see root\@localhost for details. Content preview: Click here to view this message in a browser: http://link.henrystewartpublications.com/t.d?oXDsVWSEduNefbHh2Lf0btyEOGfyqeCz30gggZn7OU_AMVjMdTjpZvVbgVeY1NmgDLkkIXXURsFNl4bpe1tT1ylrPOF3Mx3O592rH-rA2xuOm050yjXYdKL7hAP3pPyG.enc&msgVersion=web [...] Content analysis details: (-2.0 points, 3.0 required) pts rule name description ---- ---------------------- -------------------------------------------------- 0.0 URIBL_BLOCKED ADMINISTRATOR NOTICE: The query to URIBL was blocked. See http://wiki.apache.org/spamassassin/DnsBlocklists#dnsbl-block for more information. [URIs: henrystewartpublications.com] -0.0 RP_MATCHES_RCVD Envelope sender domain matches handover relay domain -0.0 SPF_PASS SPF: sender matches SPF record 0.0 HTML_MESSAGE BODY: HTML included in message -1.9 BAYES_00 BODY: Bayes spam probability is 0 to 1% [score: 0.0000] 0.0 HTML_FONT_LOW_CONTRAST BODY: HTML font color similar or identical to background 0.0 MIME_QP_LONG_LINE RAW: Quoted-printable line longer than 76 chars -0.1 DKIM_VALID_AU Message has a valid DKIM or DK signature from author's domain -0.1 DKIM_VALID Message has at least one valid DKIM or DK signature 0.1 DKIM_SIGNED Message has a DKIM or DK signature, not necessarily valid X-Spam-Flag: NO NOTE: You are reading this note because your email program does not support messages in multi-part "MIME" format (you can see the plain text version of the message, but the HTML version is garbled). The best solution to this problem is to upgrade to an email program that supports MIME. If you can't do that, then just ignore the part of this message that is improperly displayed by your current email program. --==========_ALT_1451519089_===== Content-Type: text/plain;charset=UTF-8 Content-Transfer-Encoding: quoted-printable Click here to view this message in a browser: http://link.henrystewartpublications.com/t.d?oXDsVWSEduNefbHh2Lf0btyEOGfyqeCz30gggZn7OU_AMVjMdTjpZvVbgVeY1NmgDLkkIXXURsFNl4bpe1tT1ylrPOF3Mx3O592rH-rA2xuOm050yjXYdKL7hAP3pPyG.enc&msgVersion=3Dweb JOURNAL OF BRAND STRATEGY ************************* Dear David, We are delighted to release the summaries of 3 new in-depth articles in the latest issue of Journal of Brand Strategy =E2=80=93 publishing authoritative articles and case studies on key aspects of brand strategy and management. *CASE STUDY: FROM INSIDE TO OUT: REINVENTING A BRAND GLOBALLY AND LOCALLY Louise Felton, Intel=E2=80=99s senior director of brand strategy, campaigns and programmes *CASE STUDY: HOW CHARLES SCHWAB REDISCOVERED ITS CHALLENGER MOJO Pete Boland, former Senior Vice-President of Brand, Charles Schwab & Co *REBRANDING TODAY: A PROCESS, NOT A PROJECT Peter Dixon, Chief Creative Officer and Hanif Perry, Senior Engagement Manager, Prophet Every article is peer-reviewed by an expert Editorial Board to ensure that it focuses on the brand and marketing professional=E2=80=99s perspective and the challenges faced. Scroll down for further details. **************************************************************************************** Journal of Brand Strategy is available by annual paid subscription. Volume 6 costs $360 (US/Can) =C2=A3240 (Europe) =C2=A3255 (rest of the world) and includes four, quarterly 100-page print issues plus a free online version. *To pay by credit card from within North America call 800-633-4931 or subscribe online at www.subscriptionoffice.com/HSPJBS. *In the rest of the world call +44 (0)207 092 3462 or subscribe online at www.henrystewartpublications.com/subscription/jbs. *Or just email me at daryn.moody@hspublications.co.uk. We can send an invoice if you prefer. **************************************************************************************** *CASE STUDY: FROM INSIDE TO OUT: REINVENTING A BRAND GLOBALLY AND LOCALLY Louise Felton, Intel=E2=80=99s senior director of brand strategy, campaigns and programmes ABSTRACT Two years ago, Intel was at a crossroads. With the personal computer market softening, perceptions of the company as relevant and innovative were weakening. Third-party brand studies had dramatically reduced Intel=E2=80=99s brand ranking. Proprietary brand research underscored the declining state of the brand. As technology rapidly evolved, with more and more brands entering the market, Intel=E2=80=99s role, brand visibility and relevance had become overshadowed. With future growth expected to come from categories fueled by the data center, the Internet of Things, wearable technology, drones, virtual reality and other innovations, Intel needed to redefine the brand, connect people to the experiences that Intel makes possible, expand the brand domain, and increase relevance in order to be a vital, vibrant and leading brand for the future. A bold goal was established: to reinvent, revitalize and transform the Intel brand, connecting Intel=E2=80=99s equity as the power inside to the amazing experiences enabled outside. This paper tells the story of Intel=E2=80=99s brand transformation and how localization of a global strategy drove meaningful impact on Intel=E2=80=99s relevance and brand value around the world. **************************************************************************************** *CASE STUDY: HOW CHARLES SCHWAB REDISCOVERED ITS CHALLENGER MOJO Pete Boland, former Senior Vice-President of Brand, Charles Schwab & Co ABSTRACT We tend to think that acting as a =E2=80=98challenger brand=E2=80=99 is the preserve of disruptive start-ups such as Uber, iShares, Dyson and so on. Their ability to take advantage of new technologies and market openings would seem to be a prerequisite for acting as a challenger. It would seem that bigger, more established brands lack the agility, energy and introspection required to challenge category conventions. But as Charles Schwab=E2=80=99s current =E2=80=98Own Your Tomorrow=E2=80=99 campaign shows, being a successful challenger may not be about size or recency, nor even agility. It is about adopting the right mindset, one in which taking on category conventions on behalf of a defined group of consumers becomes the company=E2=80=99s raison d=E2=80=99=C3=AAtre. It means burnishing and championing key values and beliefs that might lie dormant in the firm=E2=80=99s DNA. Those values or beliefs have extra power and resonance to consumers if they represent something special, meaningful and transformational For Charles Schwab, adopting the challenger mindset meant breathing new life into the core values upon which the firm was founded in the 1970s. Within three years of the launch of their refreshed challenger platform, the brand=E2=80=99s position, according to Landor=E2=80=99s Brand Asset Valuator (see figure 1) shifted from lagging to leading brand in the financial service brokerage category. The author describes the process by which Charles Schwab regained category leadership. **************************************************************************************** *REBRANDING TODAY: A PROCESS, NOT A PROJECT Peter Dixon, Chief Creative Officer and Hanif Perry, Senior Engagement Manager, Prophet ABSTRACT Rebranding=E2=80=99, once seen as a discrete set of activities =E2=80=94 define problem, gather data, develop insight, create idea, test idea, refine idea, implement idea, repeat =E2=80=94 has become an even more continuous process. Armed with more active digital intelligence, companies can constantly adjust to changes in both consumer expectations and the competitive landscape, in faster, more responsive and personalized ways. The best brands =E2=80=94 those that are most relevant to consumers =E2=80=94 =E2=80=98rebrand=E2=80=99 by continually improving in four areas: customer obsession, ruthless pragmatism, pervasive innovation and distinctive inspiration. Each of these drivers keeps rebranding efforts focused on delivering a customer experience that brings brand and consumers continually closer. ************* SUBSCRIBE NOW ************* Journal of Brand Strategy is only available by paid subscription. Volume 6 costs =C2=A3240 (Europe) $360 (US/Can) =C2=A3255 (rest of the world) and includes four, quarterly 100-page print issues plus a free online version. *To pay by credit card from within North America call 800-633-4931 or subscribe online at www.subscriptionoffice.com/HSPJBS. *In the rest of the world call +44 (0)207 092 3462 or subscribe online at www.henrystewartpublications.com/subscription/jbs. *Or just email me at daryn.moody@hspublications.co.uk. We can send an invoice if you prefer. Yours sincerely, Daryn Moody Publishing Editor Journal of Brand Strategy PS If more than one person at your organization needs to read the journal email me at daryn.moody@hspublications.co.uk for details of multi-user licenses. Henry Stewart Publications Russell House, 28/30 Little Russell Street London WC1A 2HN, UK Tel: +44 (0)20 7092 3465; Fax: +44 (0)20 7404 2081 Email: gweny@hspublications.co.uk North American Subscriptions Office PO Box 361 Birmingham AL 35201-0361, USA Tel: 800-633-4931; Fax: 205-995-1588 Email: hsp@subscriptionoffice.com Registered in England, Incorporation No. OC 317997 Registered Office: Russell House, 28-30 Little Russell Street, London, WC1A 2HN, UK Copyright =C2=A9 2017 Henry Stewart Publications LLP This email was sent to david@transocean.com If you do not wish to receive any further emails please click here http://mail2.henrystewartpublications.com/unsubscribe.jsp.?s=3DYuYt&i=3D63448985226 --==========_ALT_1451519089_===== Content-Type: text/html; charset=us-ascii Rich text editor, ContentEditor, press ALT 0 for help.
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Journal of Brand Strategy
Dear David,

We are delighted to release the summaries of 3 new in-depth articles in the latest issue of Journal of Brand Strategy – publishing authoritative articles and case studies on key aspects of brand strategy and management.

-    Case study: From inside to out: Reinventing a brand globally and locally
Louise Felton, Intel’s senior director of brand strategy, campaigns and programmes

-    Case study: How Charles Schwab rediscovered its challenger mojo
Pete Boland, former Senior Vice-President of Brand, Charles Schwab & Co

-   Rebranding today: A process, not a project
Peter Dixon, Chief Creative Officer and Hanif Perry, Senior Engagement Manager, Prophet

Every article is peer-reviewed by an expert Editorial Board to ensure that it focuses on the brand and marketing professional’s perspective and the challenges faced.

Scroll down for further details of these articles.
——————————————————————————————
Journal of Brand Strategy is available by annual paid subscription. Volume 6 costs $360 (US/Can) £240 (Europe) £255 (rest of the world) and includes FOUR 100-page print issues plus a free online version.

• To pay by credit card from within North America call 800-633-4931 or subscribe online.
• In the rest of the world call +44 (0)207 092 3462 or subscribe online.
• Or just email me. We can send an invoice if you prefer.
Case study: From inside to out: Reinventing a brand globally and locally
Louise Felton, Intel’s senior director of brand strategy, campaigns and programmes

Abstract
Two years ago, Intel was at a crossroads. With the personal computer market softening, perceptions of the company as relevant and innovative were weakening. Third-party brand studies had dramatically reduced Intel’s brand ranking. Proprietary brand research underscored the declining state of the brand. As technology rapidly evolved, with more and more brands entering the market, Intel’s role, brand visibility and relevance had become overshadowed.

With future growth expected to come from categories fueled by the data center, the Internet of Things, wearable technology, drones, virtual reality and other innovations, Intel needed to redefine the brand, connect people to the experiences that Intel makes possible, expand the brand domain, and increase relevance in order to be a vital, vibrant and leading brand for the future. A bold goal was established: to reinvent, revitalize and transform the Intel brand, connecting Intel’s equity as the power inside to the amazing experiences enabled outside.

This paper tells the story of Intel’s brand transformation and how localization of a global strategy drove meaningful impact on Intel’s relevance and brand value around the world.

------------------------------------------------------------------------------------------------

Case study: How Charles Schwab rediscovered its challenger mojo
Pete Boland, former Senior Vice-President of Brand, Charles Schwab & Co

Abstract
We tend to think that acting as a ‘challenger brand’ is the preserve of disruptive start-ups such as Uber, iShares, Dyson and so on. Their ability to take advantage of new technologies and market openings would seem to be a prerequisite for acting as a challenger. It would seem that bigger, more established brands lack the agility, energy and introspection required to challenge category conventions.

But as Charles Schwab’s current ‘Own Your Tomorrow’ campaign shows, being a successful challenger may not be about size or recency, nor even agility. It is about adopting the right mindset, one in which taking on category conventions on behalf of a defined group of consumers becomes the company’s raison d’être. It means burnishing and championing key values and beliefs that might lie dormant in the firm’s DNA. Those values or beliefs have extra power and resonance to consumers if they represent something special, meaningful and transformational

For Charles Schwab, adopting the challenger mindset meant breathing new life into the core values upon which the firm was founded in the 1970s. Within three years of the launch of their refreshed challenger platform, the brand’s position, according to Landor’s Brand Asset Valuator (see figure 1) shifted from lagging to leading brand in the financial service brokerage category.

The author describes the process by which Charles Schwab regained category leadership.

------------------------------------------------------------------------------------------------

Rebranding today: A process, not a project
Peter Dixon, Chief Creative Officer and Hanif Perry, Senior Engagement Manager, Prophet

Abstract
‘Rebranding’, once seen as a discrete set of activities — define problem, gather data, develop insight, create idea, test idea, refine idea, implement idea, repeat — has become an even more continuous process.

Armed with more active digital intelligence, companies can constantly adjust to changes in both consumer expectations and the competitive landscape, in faster, more responsive and personalized ways.

The best brands — those that are most relevant to consumers — ‘rebrand’ by continually improving in four areas: customer obsession, ruthless pragmatism, pervasive innovation and distinctive inspiration. Each of these drivers keeps rebranding efforts focused on delivering a customer experience that brings brand and consumers continually closer.
Journal of Brand Strategy is only available by paid subscription. Volume 6 costs $360 (US/Can) £240 (Europe) £255 (rest of the world) and includes FOUR 100-page print issues plus a free online version.
• To pay by credit card from within North America call 800-633-4931 or subscribe online.
• In the rest of the world call +44 (0)207 092 3462 or subscribe online.
• Or just email me. We can send an invoice if you prefer.
Yours sincerely,
Daryn Moody
Publishing Editor
Journal of Brand Strategy

PS if more than one person at your organization needs to read the journal email me for details of multi-user licenses.
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Henry Stewart Publications
Russell House, 28/30 Little Russell Street
London WC1A 2HN, UK
Tel: +44 (0)20 7092 3465; Fax: +44 (0)20 7404 2081
Email: gweny@henrystewart.co.uk		 North American Subscriptions Office
PO Box 361
Birmingham AL 35201-0361, USA
Tel: 800-633-4931; Fax: 205-995-1588
Email: hsp@subscriptionoffice.com
Registered in England, Incorporation No. OC 317997
Registered Office: Russell House, 28-30 Little Russell Street,
London, WC1A 2HN, UK
Copyright © 2017 Henry Stewart Publications LLP
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