Three years ago, boards and brand owners were confused about what the digital revolution meant for their consumers, their brand and their customer experience. We explored this in BrandHook’s first podcast series, Closing the Gap.

Many business owners are familiar with seasonally-driven demand. But for Emma Garland, peak seasons lasts only three months of the year, and there is never any guarantee it will ever come again.

They say a problem shared is a problem halved. But when it comes to building a brand, sharing that problem with the wrong partner can have serious negative consequences.

For more than 30 years, South Australian-based skincare brand, Jurlique, has been synonymous with natural, high-quality, botanical-based products. But three owners and a succession of leaders in recent years, along with six short-lived marketing chiefs and a few misguided assumptions about the brand’s strengths with a geographically disperse consumer base, led to inconsistencies in approach that impeded growth.

Grace Group has undergone its first brand overhaul in more than 30 years aimed at unifying and showcasing the breadth of records management, storage and removal services it offers.

The interconnected digital world has fundamentally shifted how people choose, share and value brand messaging and raised the importance of being ‘meaningful’ in order to stand out from the crowd.

Just how useful is a traditional marketing background in a non-traditional business? And if the answer is ‘not so much’, then what sort of background would be?

US agency, sparks & honey, is using cultural mapping through data and social insight to identify emerging cultural trends, helping brands make important decisions and gain greater insights at the tipping point of their popularity.

Algorithms have taken over who we connect to, what we buy, where we go, how much we earn and even who we marry. And marketers who don’t start hatching a plan for how they’re going to tap this new phenomenon are at risk of giving competitors an unassailable advantage, according to We Are Social.

The launch of Qantas’ new branding is just the tip of the iceberg in a customer experience evolution aimed at delivering more authentic and personalised experiences in and off the plane, the airline’s CMO says.

Big brands spend millions on branding, packaging and marketing their wares. Yet when empty plastic bottles and bags end up scattered along beaches and parks, all that brand equity looks like nothing more than garbage.

​The value of precision targeting in advertising has been massively oversold and there’s still a need for mass market campaigning, Dr Byron Sharp claims.

In late 2015, HP was reborn as a PC maker following a split of the parent organization, Hewlett-Packard. At the time, HP was a lost cause, and its double-digit decline in PC shipments was a main reason for the split.

New research reveals that how candidates are treated in the job search process directly impacts how they view your company as consumers.

Just 12 Marcs and David Lawrence stores will be operating after the sale of the embattled fashion retailers to Myer, its administrators have confirmed.

What’s in a name? If you asked employees of the soon-to-be-merged companies, AOL and Yahoo!, apparently there’s quite a lot. Social media has lit up as staff and bystanders have weighed into the parent company’s decision to name the new entity ‘Oath’.

Rapid expansion through acquisition and a quest to become more customer-oriented and progressive has led ASX-listed property group, Dexus, to embark on a brand rejuvenation and repositioning program.

Brands today need to “get an unfair share of culture” and learn from Trump if they want to eclipse the competition and attract customers in the age of escalating content, IAG’s CMO claims.

Over the last 130 years, the National Geographic brand has built strong emotional engagement with people all over the world, buoyed by its iconic and visually compelling print product.

​Rebranding six distinct brands globally into one streamlined entity isn’t a task for the fainthearted. But add in Brexit, a rapidly evolving fintech market, the need to shift from acquisition to more lifecycle-led marketing, and the adoption of programmatic advertising, and you’d be right in thinking OFX marketing chief, Rebecca Shears, has her work cut out for her.

Football Federation Australia (FFA) “stopped talking only football” as it pushed out a non-traditional digital marketing campaign that aimed to make real connections with desired fans - particularly kids and young males - to support the Hyundai A-League.