Details

New Technologies and Branding


New Technologies and Branding


1. Aufl.

von: Philippe Sachetti, Thibaud Zuppinger

CHF 127.00

Verlag: Wiley
Format: PDF
Veröffentl.: 15.02.2018
ISBN/EAN: 9781119510543
Sprache: englisch
Anzahl Seiten: 224

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Beschreibungen

<p>Between cases of study, theoretical panorama and practical reflections, this book gives brand leaders the means to defend their brand in a changing environment, where new technologies and manipulation techniques have rendered old defense schemes obsolete. Rather than suggesting a reflection from the point of view of the crisis, the authors deal with the question under another, broader theme: conflict.</p>
<p>Prologue xi</p> <p>Introduction xv</p> <p><b>Chapter 1 What is a Brand? 1</b></p> <p>1.1 The brand: a concept built from relationships 1</p> <p>1.2 The brand is anthropomimetic 3</p> <p>1.3 The brand as merchant 4</p> <p>1.3.1 Exaggeration 4</p> <p>1.3.2 Celebrity 6</p> <p>1.3.3 A matrix for modeling celebrity? 7</p> <p>1.3.4 Fallibility 9</p> <p>1.3.5 Exaggeration, fame and fallibility: the trio from hell 11</p> <p>1.4 The Brand exposed 12</p> <p>1.5 All Brands are controversial 13</p> <p>1.6 Leader? Tough luck! 16</p> <p>1.7 The Brand is not set up for conflict 18</p> <p>1.8 The Brand is not always agile (and that is an understatement) 19</p> <p>1.9 The irrational reactions of the Brand 21</p> <p><b>Chapter 2 Conflict 25</b></p> <p>2.1 Etymology of conflict 25</p> <p>2.2 What is a conflict? 26</p> <p>2.3 When is there a conflict? 27</p> <p>2.4 Conflict is complex 27</p> <p>2.5 Experts of a small piece of the whole 28</p> <p>2.6 Conflict can be an asset 29</p> <p>2.7 The words of attackers are traps 29</p> <p>2.8 The words you use are also traps 31</p> <p>2.9 (Here) conflict is not 32</p> <p>2.9.1 Conflict is not latent hostility 32</p> <p>2.9.2 Conflict is not an accident 33</p> <p>2.9.3 Conflict is not a judicial procedure 34</p> <p>2.9.4 Conflict is not a game 34</p> <p>2.9.5 Conflict is not a crisis 35</p> <p>2.10 The characteristics of conflict 36</p> <p>2.11 What do you think of when someone says conflict? 37</p> <p>2.12 When someone says conflict, what should you think about? 38</p> <p>2.13 What Sun Tzu has to say 38</p> <p>2.14 What Simmel thinks 39</p> <p><b>Chapter 3 The Players in Conflicts 41</b></p> <p>3.1 The five agents of conflict 41</p> <p>3.2 The “attacked” is the Brand 42</p> <p>3.3 The attacker 43</p> <p>3.3.1 Deciphering it in 12 points 44</p> <p>3.3.2 Who are they? Are they isolated individuals, connected individuals or aggregate groups? 45</p> <p>3.3.3 What is their level of cohesion, unity? 46</p> <p>3.3.4 What are the official reasons presented? 46</p> <p>3.3.5 What is their expected benefit? 46</p> <p>3.3.6 What is their strategy: destroying confidence, preventing activity? 47</p> <p>3.3.7 What are their beliefs, and how deep do they go? 48</p> <p>3.3.8 How intense is their commitment? Are they ready to “go all the way” with it? 48</p> <p>3.3.9 What is their history with the Brand? Among the critics, are there any who have been employees, customers or competitors of the Brand? 49</p> <p>3.3.10 What is their level of interconnection or differentiation with the Brand? 50</p> <p>3.3.11 What are their supports, their backers, their alliances? 50</p> <p>3.3.12 What are their strengths and their means (financial, intellectual, media, etc.)? 51</p> <p>3.4 The expected benefits 51</p> <p>3.4.1 Weakening (winning is a failure) 52</p> <p>3.4.2 Obtaining the recognition of harm 53</p> <p>3.4.3 Obtaining reparations 54</p> <p>3.4.4 Revenge 54</p> <p>3.4.5 Correcting 55</p> <p>3.4.6 Prevention 55</p> <p>3.4.7 Destruction 55</p> <p>3.4.8 What the attacker wants to damage 56</p> <p>3.5 Allies 57</p> <p>3.6 The audience 58</p> <p>3.6.1 Immature humor, more than ever 59</p> <p>3.6.2 Do not touch the nice ones 61</p> <p>3.7 The arbitrators 62</p> <p><b>Chapter 4 Hostility, from Yesterday to Today 65</b></p> <p>4.1 The places, times and forms of conflict 65</p> <p>4.2 The competition 65</p> <p>4.3 The public square 66</p> <p>4.4 The court 67</p> <p>4.5 The borders of conflict: between separation and the contact zone 67</p> <p>4.6 The temporality of conflict 68</p> <p>4.7 What do the conflicts that engage the brand look like? 68</p> <p>4.8 Guerrilla warfare and terrorism, excellent value for money 69</p> <p>4.8.1 The fly’s strategy 70</p> <p>4.9 Scandal 71</p> <p>4.10 Alert launchers 74</p> <p>4.11 The social dynamics of conflict 76</p> <p>4.12 Skepticism and modernity 77</p> <p>4.13 Conspiracy theorizing 78</p> <p>4.14 The scapegoat 79</p> <p>4.15 The mystery of herd behaviors 83</p> <p>4.16 Rumors 84</p> <p>4.17 The crowd 85</p> <p>4.18 Lynching 87</p> <p>4.19 Trust, the first victim of conflict 88</p> <p><b>Chapter 5 The Techniques of Conflict 95</b></p> <p>5.1 Old methods “botoxed” for the digital age 95</p> <p>5.1.1 The trap hoax 95</p> <p>5.1.2 Denigration 100</p> <p>5.1.3 Petitions 101</p> <p>5.1.4 Boycott and buycott 102</p> <p>5.2 New digital techniques 105</p> <p>5.2.1 Astroturfing 105</p> <p>5.2.2 Persona management 110</p> <p>5.2.3 Google bombing 110</p> <p>5.2.4 Trolling 111</p> <p>5.2.5 Denial of service attacks 114</p> <p>5.3 Databases as a tool for scandal-mongering 115</p> <p><b>Chapter 6 Preparing for Conflict 117</b></p> <p>6.1 Building a strong brand 117</p> <p>6.1.1 Brand ladder 120</p> <p>6.1.2 Identity prism 120</p> <p>6.1.3 The pyramid of qualities 120</p> <p>6.2 The narrative scheme 121</p> <p>6.3 Stabilizing opinions 125</p> <p>6.4 The art of the reply 127</p> <p>6.4.1 Managing conflict from the start 129</p> <p>6.4.2 Knowing the forces in play: the absolute obligation 129</p> <p>6.4.3 Organize yourself 130</p> <p>6.4.4 You have a point of view Say it, loud and clear 131</p> <p>6.4.5 Train your teams 131</p> <p>6.4.6 Take charge on social networks 132</p> <p><b>Chapter 7 Acting in Conflict 135</b></p> <p>7.1 Five possible reactions to attack 135</p> <p>7.1.1 The silent expectation 136</p> <p>7.1.2 Indifference 136</p> <p>7.1.3 Negotiation 136</p> <p>7.1.4 Commitment 137</p> <p>7.1.5 Capitulation 137</p> <p>7.2 Can we refuse to acknowledge that we are wrong? 137</p> <p>7.3 Apologizing costs less than it pays 139</p> <p>7.4 Apologies and low points 141</p> <p>7.5 The Streisand effect 142</p> <p>7.6 Are you going there? Keep zen and in control 143</p> <p>7.7 Keep a conflict journal 145</p> <p>7.8 Orchestrate engagement techniques 147</p> <p>7.8.1 Public debate 147</p> <p>7.8.2 One-upmanship – the fatal embrace 148</p> <p>7.8.3 Exhaustion 149</p> <p>7.8.4 Make jokes, not war 149</p> <p>7.9 Tell a story that is stronger and more appealing than the attacker 152</p> <p>7.10 Tweak and revise your actantial model 153</p> <p>7.11 Imagine the actantial model of the attacker 154</p> <p>7.12 Adopt your assertiveness, even by forcing yourself a little 155</p> <p>7.13 Conflict is a theater of improvisation 157</p> <p>7.14 Prepare to be spontaneous 158</p> <p>7.15 Attention to detail 160</p> <p>7.16 Seven tips and tricks to improvise without fear 162</p> <p>7.17 The semiotic square: judo instead of boxing 163</p> <p>7.18 Moving conflict onto new terrain 165</p> <p>7.19 The merchants of doubt 168</p> <p>Conclusion 171</p> <p>Epilogue 177</p> <p>Appendix 179</p> <p>Bibliography 183</p> <p>Index 185</p> <p>Index of Brands 187</p>
<p><b>Philippe Sachetti</b>, Associate Director.</p> <p><b>Thibaud Zuppinger</b>, Strategic Planner.</p>

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