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Digital transformation was never optional. But most firms treated it that way, applying digital technology in dribs and drabs – until COVID-19 shuttered economies and forever altered the patterns of life and work and commerce.
This week marks the mid-way point for the year, and it is usually a time to assess your business plan and consider how you can improve in the third and fourth quarters.
Whilst far from perfect, Amazon and Facebook, when notified about a counterfeit, will at least respond and take some action – eventually. Google, prior to a recent development, would not.
Key insights on how to create an effective editorial plan in response to fewer marketing events and the need to master digital channels and push ecommerce.
The case, Sohm v. Scholastic Inc., involved a claim by a photographer, Joseph Sohm, who created 89 photographs. Rather than register them himself, he used a service by Corbis Corp. to register the copyrights.
We know it could happen. We knew that we would see the COVID-19 coronavirus cases increase as U.S. states reopened, and that is what we have seen.
If marketers thought they understood the modern mother, COVID-19 should deflate that optimism.
Just about all business leaders understand how COVID-19 crisis has magnified the need for digital, specifically virtual interaction with customers and employees.
Due to the uncertainties related to COVID-19, many employers allowed employees to work from home or offered flexible work arrangements. Have those new, temporary policies exposed brands to lawsuits?
The type and volume of purchases has changed and spiked in certain industries, while the demographic of those making online purchases has shifted, too.
Avoid defining yourself solely by your products or services. Those criteria alone may create a limited view since certain products can become irrelevant as tough times change market demand.
COVID-19 has sowed the seeds for a potential fundamental decoupling of high-end luxury purchases from the assumed luxury experience.
While there has been a lot of attention and noise around government funding assistance, not every entrepreneur finds himself or herself in a position to take advantage of such resources.
Times of crises especially reveal what kind of character people, and companies, have. The COVID-19 coronavirus pandemic is no exception.
As it stands now, encouraging consumers to recycle is largely under-utilized.
Such names as Barneys, Sonia Rykiel, Roberto Cavalli and Diesel all went through the bankruptcy process. Now, with the severe economic impact of COVID-19, it seems likely that bankruptcy filings in the luxury and fashion world will only increase.
A troika of disruptions – the global COVID-19 pandemic, racial tensions in the United States and environmental changes threatening to reshape markets – has created a new normal. This, understandably, has changed the mindset and buying patterns of many.
Will a focus on cleanliness and social distancing alter the way retailers and shoppers think about sustainability?
A young veteran of Giorgio Armani, Ralph Lauren, Valentino and A. Testoni has decided to give entrepreneurship a go. Jennifer Stucko is founder/CEO of Prota Fiori, a women’s luxury footwear brand created on the ethos of sustainability, fully sourced and made in Italy.
As the United States, Europe and other parts of the world reopen after months of shelter-in-place, we are seeing just how difficult it is to convince consumers to change long-established behaviors – or adapt to new ones, such as wearing masks or keeping physical distance.
Stories can be up to 22 times more memorable than facts alone, allowing your message to resonate with decision-makers on both intellectual and emotional levels, giving you an edge in your argument.
