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New York Times, August 14, 2008 — Heather Armstrong’s wickedly funny blog about motherhood, Dooce, is more than just an outlet for the creativity and frustrations of a modern mother. The site, chock full of advertising, is a moneymaking machine — so much so that Ms. Armstrong and her husband have both quit their regular jobs.
BusinessWeek, August 7, 2008 — When U.S. Women's soccer defender Heather Mitts hits the field for the Olympics, she'll rely on more than her gear, teammates, and fans for support. Mitts suffered a torn ligament last year and had to sit out the World Cup in September. But she's back for the Beijing Games. And her confidence will no doubt be boosted by the knowledge that doctors are nearby, ready to scan her knee at the first signs of stress. They'll be using a compact ultrasound machine, the LOGIQ i from General Electric Healthcare (GE). The 12-pound device can produce detailed images of even the tiniest tears in her ligament—every bit as sharp as those from the 800-pound machines found in hospitals.
It's part of GE's strategy of using the Olympics to show off its latest innovations.
BusinessWeek, May 16, 2008 — By jettisoning one of its most iconic units, General Electric (GE) would join a small but high-profile club of companies that famously parted ways with businesses once synonymous with their brand names. Companies such as IBM (IBM) and Eastman Kodak (EK) have also—either because of financial straits or tactical maneuvering—transformed themselves by letting go of ventures that once defined them.
Fast Company, April 11, 2008 — More than a billion people were watching late last year when the first commercial airliner ever built by a Chinese firm rolled off the assembly line in Shanghai. China's state network, CCTV, broadcast it live, a proud symbol of the country's rising technical prowess. Yet if you looked closely, there was another peacock preening. Of the 19 suppliers that collaborated on the 90-passenger regional jet, only one had its logo on the plane: General Electric, which built the engine. No surprise, perhaps, that GE subsidiary CNBC was the only foreign network permitted to cover the event.
There is no company on the globe that's better at leveraging the multiple parts of its business to feed growth than GE.
By Andrew Pierce, January 8, 2008 — A green business strategy will have you singing the blues if it doesn’t benefit your customers. Environmentally responsible efforts should always serve the business, the client, and the brand.
Unfortunately, too many companies begin with an “inside out” perspective. They try to create and sell green products and services without first learning how they’ll ultimately solve a customer need.
Instead of guessing, the process of going green should begin with some simple but important questions.... continue reading
Advertising Age, November 26, 2007 — Have you ever needed to make a case for the brand to the CFO?
If you are like most marketing managers, you base your argument on research demonstrating that loyalty and evangelism can accrue from investments to build brand equity. Perhaps you provide your own consumer-based evidence of the power of branding, using psychological concepts such as perceived value, brand preference or brand awareness and recall.
Unfortunately, these are not ideas that persuade a CFO.
Advertising Age, November 12, 2007 — We should not be afraid of marketing's power. Through effective marketing, we can make a difference. The question is: What kind of a difference do we wish to make?
FORTUNE, November 12, 2007 — Big blue-chip companies like General Electric and Microsoft do many things well, but showing up on lists of the hottest brands is typically not one of them. Yet these two lumbering giants both made their way onto brand consultancy Landor Associates' annual Breakaway Brands ranking - a comprehensive survey that measures consumer sizzle over a three-year period
Prophet, October 1, 2007 — In this article, Andrew Pierce argues that the question for most companies is not if they will take action to make their brands environmentally friendly, but when and the extent to which they will do so. He then discusses what it takes to successfully make green work as a business and brand builder.
Advertising Age, July 17, 2007 — Putting at least $250 million where their mouths are, NBC Universal and GE Commercial Finance are placing bets on the web 2.0 world, having teamed up on a joint venture, recently rebranded the Peacock Equity Fund, to help identify young digital companies that could help them play in the advanced advertising space.
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