Flux Branding (2)

There’s not a lot I will not say or do for a laugh, even if (and it generally is) it really is at my expense. I’ve spent most of my life pinging and ponging amongst the black and the white, browsing for that excellent shade of grey.

For industrial food, the tipping point came in 2001, when Eric Schlosser’s book Fast Meals Nation powerfully challenged it. This was followed in 2004 by Morgan Spurlock’s film Super Size Me and in 2006 by Michael Pollan’s influential book The Omnivore’s Dilemma. These critiques drastically impacted the upper middle class, rapidly spreading concerns about industrial food and delivering large momentum to Entire Foods Industry, Trader Joe’s, and a host of other upmarket food purveyors. The very same transformation is unfolding in other nations dominated by industrial food ideology. For instance, in the United Kingdom the celebrity chefs Jamie Oliver and Hugh Fearnley-Whittingstall have played a equivalent function.

Producing a pattern around smaller tips generates deeper recognition than repetition does. The pattern ensures clarity on the why, not just the what. And it tends to make folks an active participant in the how. By creating each autonomy and consistency, brands are far better capable to respond in actual-time and at a neighborhood level.

The American Saddle Bred has its origins in the 17th century, when British pioneers brought their Galloway and recreational horses to North America. These horses were bred to be both tiny and sturdy, and very suitable for riding on difficult terrain.

At Duval Branding, we dare businesses to (re)discover who they actually are. Why are they doing what they are performing? And, then, we aid them to communicate their vision, beliefs and character in a coherent, inspiring way. So they, somehow, turn out to be who they actually are.

The issue businesses face is structural, not creative. Huge firms organize their marketing efforts as the antithesis of art worlds, in what I have termed brand bureaucracies. They excel at coordinating and executing complex marketing applications across several markets around the world. But this organizational model leads to mediocrity when it comes to cultural innovation.

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