In the CEO Afterlife
APRIL 28, 2012
In the early days of my 40 year business career, I was lucky to work under two gentlemen who instilled several critical success factors that guided me from Brand Manager to CEO. By applying Jacobs Suchard’s brands and businesses to HBR’s models, I was able to pin-point weaknesses and bring clarity to missing opportunities.
In the CEO Afterlife
OCTOBER 11, 2011
The Hard-Knock Valuation of Brand Equity Growth. by John • October 11, 2011 • Branding , Leadership , Marketing , Strategy • 0 Comments. There’s not a Brand Manager that doesn’t want to build brand equity. Consider this exchange between Hogwash Detergent’s CEO and the Brand Manager I’ll call Janet.
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In the CEO Afterlife
APRIL 17, 2011
In the late 80′s, a merger with Tobler-Suchard brought this wonderful brand into my product portfolio when I led Jacobs Suchard Canada (Nabob Foods). Anxious to learn as much as possible about this unique brand, I sent a Brand Manager to Switzerland to interview those in the know. Human Resources.
In the CEO Afterlife
AUGUST 1, 2011
After the stint at Bristol-Myers, I moved on to Beecham Products (now GlaxoSmithKline) as Brand Manager of Brylcreem Hairdressing, Macleans Toothpaste and Silvikrin Shampoo. Formerlife: CEO of Jacobs Suchard (Nabob, Kraft), Strategy/Branding Consultant. Human Resources. Required fields are marked *.
In the CEO Afterlife
AUGUST 1, 2011
After the stint at Bristol-Myers, I moved on to Beecham Products (now GlaxoSmithKline) as Brand Manager of Brylcreem Hairdressing, Macleans Toothpaste and Silvikrin Shampoo. Formerlife: CEO of Jacobs Suchard (Nabob, Kraft), Strategy/Branding Consultant. Human Resources. Required fields are marked *.
In the CEO Afterlife
JULY 24, 2011
The longevity of the campaign, in my view, is not attributable to the long list of outstanding Brand Managers, Copywriters and Art Directors, nothwithstanding their immeasurable contributions along the way. Formerlife: CEO of Jacobs Suchard (Nabob, Kraft), Strategy/Branding Consultant. Human Resources.
Harvard Business Review
JANUARY 23, 2014
Typically a graphic depiction of the organizational components to be addressed in a redesign (for example, McKinsey’s 7S model, which includes strategy, structure, systems, staff, skills, and so on), every consultant and his brother flogs an organization design model. So leaders at many different levels need to get in on the act.
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