The brand identity illusion.

Have you ever heard, or been asked, this question? “If your organization, or brand, were a car, what make or model would it be and why?” No? You’re very lucky. I’ve heard it a lot. In fact, too many times to count.

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Tom Asacker
Go out of your mind.

Two recent studies on depression made me think about organizations. One found that young adults diagnosed with major depressive disorder have hyper-connected brain networks. Especially in the areas associated with rumination.

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Tom Asacker
Living the brand.

It’s still highly debated. But most neuroscientists agree. Our decisions boil down to three types. Pavlovian. Reflexive and automatic behavior. Like plopping down in front of the TV with a bag of chips.

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Tom Asacker
The door is rusted shut.

You know this, intuitively. You’re aware that people have far too many choices to deal with. Too much information to process, most of which is conflicting. And, they simply don’t trust information from business people. But you persist.

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Tom Asacker
Do what they love.

“Do what you love and the money will follow.” How do you interpret that statement? Many have been led to believe that if you do what you love, a lot of money will follow.

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Tom Asacker
Don't fool yourself.

Here’s a warning sign. One to alert you to when you and your organization are fooling yourselves? Simply listen closely for these erroneous statements. “Our real problem is a perception problem.

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Tom Asacker
We need more dots.

It was a beautiful spring morning in the early 90s. My business partner found me laid out on a hospital bed. A respiratory ventilator strapped to my face. It was a fateful experience.

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Tom Asacker
There's your brand strategy!

In the book Human Motivation, Harvard psychology professor David McClelland points to three things that drive everyone. Achievement, the desire to compete against increasingly challenging goals. Affiliation, the desire to be liked and loved.

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Tom Asacker
Does branding matter?

Friday, January 12, 2007, 7:51 am. The start of a Washington Post social experiment in “context, perception and priorities.” And of Joshua Bell’s 43-minute nightmare.

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Tom Asacker
A brand is embroidery.

The warp of a fabric is the threads running lengthwise. It forms the background or framework. The woof is the threads running across the warp. Together they create cloth, structure, foundation.

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Tom Asacker
Desire narrows.

Last week I felt an air of foreboding. Nothing serious. Unless you’re hoping to get people’s attention. I received seven unsolicited business books. Four in the mail and three electronic versions.

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Tom Asacker
The paradox of success.

Success in the marketplace of products, services, causes and ideas is driven by scarcity. Always has been and always will be. But achieving scarcity is a very different pursuit in today’s chaotic, connected and rapidly evolving marketplace.

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Tom Asacker
Kill the matrix.

The great management philosopher Peter Drucker was almost right. He wrote, “What the business thinks it produces is not of first importance. What the consumer thinks he is buying, what he considers ‘value’ is decisive.”

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Tom Asacker