Three Characteristics of Successful Brands

By Mac M. Martirossian, CPA

There are many great attributes of corporate brands that we can adopt in developing a personal Brand.  If you have worked on building your personal Brand, you will find it difficult to compete in an ever increasing crowded market.  No matter your station in life, it is imperative to have a personal Brand that uniquely describes who you are.  Not a resume, or a Linkedin profile, but a branding statement that separates you from everyone else.

As consumers, we are selective in companies we choose to do business with, based on their Brand reputation.  Why then would employers or potential customers of ours, not have that same line of thinking?

Successful brands are ABLE….they have characteristics that end in the letters a-b-l-e.

  1. Successful brands are Memorable, because they are interesting.  We are drawn to them because they are unique and different.  If you have ever been to a Cirque du Soleil show you will have a tough time forgetting what it was all about, and a difficult time describing what you experienced.  Their success has translated into annual revenues of $800 million.  What have you done recently that makes your Brand memorable? Learn More »

If Content is King, Context is the Emperor

By David Nour

You may have heard that it is better to be known for content than it is to simply be known. When I say Good to Great, Execution, In Search of Excellence, Blue Ocean Strategy, The 7 Habits of Highly Effective People, Blink, Freakonomics, and Relationship Economics what comes to mind?  To many, they are thought leaders behind well-known works.

When you develop compelling and unique content, you become known. Combine that with relevant, practical, pragmatic context in which the consumers of that information can use your content to improve their conditions, and now you’re sought after.  Learn More »

How Enterprising is Your Organization?

By Linda Henman, Ph.D.

Enterprising and resourceful—those are words that describe a successful change initiative.  “Enterprising” implies an innovative, inventive, creative approach to the status quo, and “resourceful” indicates an imaginative but practical orientation.

Both words are apt for the changes Enterprise Rent-A-Car has implemented in the last few years.

Who can forget Avis claiming “We’re number two, but we try harder”? Avis lacked both an enterprising spirit and a resourceful nature. They didn’t innovate themselves to overcome the behemoth Hertz; they painted themselves into a second-place corner.

St. Louis-based Enterprise, on the other hand, decided to change the landscape of car rentals. They created a new niche based on “We’ll pick you up” to service customers who needed a replacement rental after they’d been in an accident.

They didn’t initially take on Hertz by trying to “get you out of the airport fast.” They built customer loyalty in another arena, acquired National and Alamo, which have distinctive markets, and now dominate the rental car market. And, by the way, they get you out of the airport as fast as Hertz does.

Enterprise’s change initiative succeeded when so many fail, so what can we learn from this? Let’s start with some of the reasons change efforts don’t work. Learn More »

Only the Paranoid Survive

By Mac M. Martirossian, CPA

It is unfortunate and painful to watch the demise of a company that re-shaped the automotive world, with great cars which you could buy, often after being on a waiting list. The company that delivered on the promise of “Delighting the Customer” seemed unstoppable in gaining market share everywhere on earth.  In 2009, Toyota accounted for 1.3% of Japan’s GDP, making it the single largest company in that country. The dynasty that was built by Kiichiro Toyoda is now in spin control.

So what happened? The press has done a good job of telling the story, thus we will not do it justice here.  Instead, we should reflect on what we an learn from this crushing blow to a corporate icon.

How often do we have to be reminded that quality can not be sacrificed?  We have seen this fatal mistake occur on numerous occasions, including the errors in judgment and the lack of oversight that brought Arthur Andersen to its knees.  Quality programs sometimes get mistaken for “insurance”….you don’t need it until there is a catastrophe.

Here are some ways to ensure that your brand, personal or corporate, is protected: Learn More »

PMI Logo1 Powered by, Inc. | Copyright © 2007 - 2018,, Inc. All rights reserved worldwide.

"PMBOK, PMI, PMP and REP" are trademarks, service marks or certification marks of the Project Management Institute Inc. Inc. | 3500 Lenox Road, Suite 1500 | Atlanta, GA 30326 | 404-815-4644