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Internal Branding Strategy – 3 Ways to Be Smarter than United Airlines

BrainZooming

The folks at Armada Corporate Intelligence offered an internal branding strategy take on the United Airlines woes, offering strategic thinking questions you can ask and answer to improve your brand’s resiliency and avoid brand crises. 3 Ways Your Internal Branding Strategy Can Be Smarter than United Airlines.

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Herb Kelleher's Legacy at Southwest Airlines: 5 Important Lessons

Michael Roberto

Source: Southwest Airlines Yesterday, Southwest Airlines co-founder and long-time CEO Herb Kelleher died at age 87. Here are five simple, yet powerful, lessons that come to mind as I reflect on the Kelleher era at the airline: Make tradeoffs. At Southwest, Kelleher chose to run an airline in a very different manner.

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The Whole Foods Strategy…Isn’t (Whole)

Matthew May

In the midst of all this, Whole Foods has decided to take a market segmentation strategy to reverse its downward trend, a strategy aimed squarely at Trader Joe’s, a solid Millennial brand: launch a chain of smaller, lower-priced stores that focus entirely on stock with the Whole Foods private label, 365. Think Southwest Airlines.

Strategy 100
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Four Mind-Bending Business Models to Shake Up 2016

Leapfrogging

Here are four strategies to watch in 2016: Exclusivity – Play Hard to Get, to Get More Customers. Culture Flaunting – Use Internal Culture to Create External Differentiation. In 2016, even more companies will turn inwards to insure their organization and culture is something to flaunt, rather than hide.

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Four Mind-Bending Business Models to Shake Up 2016

Leapfrogging

Here are four strategies to watch in 2016: Exclusivity – Play Hard to Get, to Get More Customers. Culture Flaunting – Use Internal Culture to Create External Differentiation. In 2016, even more companies will turn inwards to insure their organization and culture is something to flaunt, rather than hide.

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When Software Can’t Change the Laws of Physics (or Leadership)

Mills-Scofield

And certainly, proactively notifying airlines and pilots that new training was required should have been a no-brainer. Complex systems also require a different organizational culture - a systems-level mindset and a sense ownership at all levels. What do the assumptions imply for your employees, your culture, your customers?

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When Software Can’t Change the Laws of Physics (or Leadership)

Mills-Scofield

And certainly, proactively notifying airlines and pilots that new training was required should have been a no-brainer. Complex systems also require a different organizational culture - a systems-level mindset and a sense ownership at all levels. What do the assumptions imply for your employees, your culture, your customers?