Denigrate, imitate, eliminate are the three steps that incumbents typically take to see off challengers using an unconventional business model. But there is a fourth – regulate.
The world has a new banana behemoth. While investors will be preoccupied with the earnings per share implications of Monday’s merger between Chiquita and Fyffes, the deal is important for banana eaters and growers too. Here are three key questions about the merger.
1. How big is the banana market and is this new company going to dominate it? Read more
The UN theme for International Women’s Day on Saturday is: Equality for women is progress for all. One glance at the FT graphic on women in senior management, published on Friday, suggests this progress is now happening on a global scale – but with some perhaps surprising results.
One notable statistic about Russia is that the mean wealth of its 110m adults last year was $10,980 while the median was $870. In other words, if the country’s assets were equally divided, the man in the middle would possess more than $10,000 but, in practice, his net worth is less than a 10th of that sum. This is the result of 110 billionaires controlling 35 per cent of the wealth.
Straight-talking Karl-Thomas Neumann, chief executive of Opel, has given the world of reputation management a useful new metaphor for brand-blight: the “red elephant”.
At the Geneva motor show, he told the FT that the General Motors-owned German marque had suffered from a perception problem:
There was a red elephant standing beside the car that nobody talked about which says: ‘You can’t buy me because I’m an Opel’ … and we are addressing this now.
Not welcome in the showroom (image: Dreamstime)
Whether or not Mr Neumann has mixed up “elephants in the room” and “red flags”, I find the image compelling enough to be worth spreading.
Plenty of companies persist in assuming that a brand’s historic reputation will sustain it, without tackling the scarlet pachyderm that may be frightening off customers. Antidotes include: 1) making such a noise about the brand that it drowns out the trumpeting of the creature standing alongside; 2) improving the quality of the product so that it is no longer dwarfed by the public (mis)perception about it. Read more
You would be quite happy to allow someone else to open the boot of your car and drop off your groceries while you are absent. You would trust random strangers to deliver your new shoes on their way past your home. You would gladly accept a prescription-drug order from an unidentified flying object hovering outside your door. All to avoid going the extra mile to pick up cheap goods ordered online in person.
At 78, Carl Icahn shows little sign of retiring, or of becoming more polite. After finally prodding Forest Labs into a $25bn takeover by Actavis, he renewed his attack on eBay this week, accusing John Donahoe, its chief executive, of being “completely asleep or, even worse, either naive or wilfully blind”.
EE is the descendant of one of the most ridiculous brands in corporate history – Everything Everywhere, which turned out to mean Nothing Anywhere – so I feared the worst when I saw the UK digital communications group had signed a partnership with what it inevitably calls the “iconic” Wembley Stadium. Football fans already chant about “going to Wemb-er-lee”, so the brand gurus could so easily have renamed the ground “WemblEE”.
Wembley Stadium, as it will be, sEEn from the air (source: EE)
Happily, common sense and history prevailed. Fans will have to survive a blizzard of EE branding, including the illumination of Wembley’s arch in EE blue, but the press statement is clear that “the world-renowned name of the stadium will remain”. It usually does. When new names are applied to old stadiums, often either the name doesn’t stick – or the company doesn’t. Read more