 What Can You Do?Michael Beverland
Chapter Chapter 10 in Building Brand Authenticity, 2009, pp 175-190 from Palgrave Macmillan Abstract: Abstract Imagine having to live a lie. Every second of every day you would have to consciously be on your guard, ensuring you said the right thing, in the right way, all to present an image that isn’t true. The time spent, the emotional cost, and the likelihood of eventually getting caught means such a strategy is impractical (even the worse serial killers get found out, and they are often loners not burdened with regular social interaction) and frankly, undesirable. Intel found this out with their Pentium chip in 1994. The ‘floating point problem’ eventually cost the company US$500 million. Since denying there was a problem just made things worse, Andy Grove asked his management team, ‘what would we do if we walked out the door and came back to the problem without the baggage?’ The answer was to admit there was a problem, recall the chip, and move on (Jackson 1998). To their credit Intel did, and their subsequent success (the brand is rated as one of the world’s most valuable) has been attributed to their response to this problem and their Intel Inside campaign. Keywords: Corporate Social Responsibility Programme; Brand Manager; Body Shop; Luxury Brand; Brand Strategy (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-25080-2_10 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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