At Communicating The Museum Brussels, Raquel Meseguer, who hails from the theatre world, gave a seemingly unassuming presentation that was actually electrifying and a revelation: Dreams of Resting Spaces. Should we not find in museums—especially art museums—a place of respite, rejuvenation, mystery, contemplation, and inspiration?
I recently listened to an episode of Freakonomics called “Here’s Why All Your Projects Are Always Late — and What to Do About It.” Its discussion of the human tendency to plan on getting stuff done, but often falling behind schedule and going over budget, struck home for me. I meant to write a post about it … so here I am today, having suffered for a month and a half from the most obvious component of the planning fallacy.
Artists don’t usually think of themselves as brands. I’m sure the idea chafes. “I am an artist” is an assertion against branding and its requisite responsiveness to customer demand. But despite all protestations to the contrary, artists are brands.
What are a few of the most common pieces of BS that people believe about branding? Watch as Tronvig Group President and Creative Director James Heaton breaks down each.
With an entire culture dedicated to what purports to be the biggest decision of your life, there is surprisingly little information on how students are supposed to choose which college to attend. People rarely discussed specific programs or opportunities; instead, you were meant to conclude from some combination of personality, party habits, and academic performance where you’d fit in. To choose a college was to determine the school that best aligned with your personal brand.
With the PyeongChang 2018 Winter Games upon us, here's what you might want to know about the official mascot Soohorang and his "dad" Hodori, mascot of the 1988 Summer Olympic Games in Seoul, from a design and branding perspective.
It boggles my mind that a multi-billion dollar company wouldn’t invest what would be a drop in the bucket toward customer goodwill, which would only help to ensure and elongate the success of its brand in the long run. It’s ironic that it refers to its customer service team as Customer Care.
The second of Peter F. Drucker's five most important questions is "Who is our customer?" Like all of his questions, it is deceptively simple. The most common wrong answer, given by default, is "the people in the decision room."
Brands are often thought about in very limited terms but in reality, they exercise tremendous power in every kind of business or organization.
Watch an excerpt of our workshop at the Tenement Museum in New York City in which James Heaton poses the question, "What is a brand?"
Cute and serious are mutually exclusive in the American mindset and would send a conflicting message when combined. Seeing Seoul through my American lens made me realize that cuteness is culturally specific.
Most think of brands in terms of how they influence the customer—those outside of the company or organization—but a brand must function internally as well. Brands play an important role in attracting top employees and retaining them over time. We advise you not to make the mistake of neglecting this crucial audience.
I’d like to discuss creativity with the 7 habits of highly effective artists outlined by Australian 3D artist Andrew Price as the springboard. Here are my thoughts and tangents on each point—a sort of supplement to the talk, if you will.
What do you do when a client asks you to recreate the brilliance of a campaign you came up with years ago? That’s a lot of pressure. Illustrator Christoph Niemann cites Chuck Close saying it's about showing up and “enabling the chance for something to happen.” In other words, us professionals don’t need to count on dumb luck. What a relief.
Do performance reviews have to suck? It’s a question many people seem to ask. Brief answer: NO. Quite the contrary: they should be a gift and an inspiration. Performance reviews are not small tools to assess individual performance. They are large tools that impact the capacity of an organization to have the effect that it intends in the world.
Jim Collins says, “A company should not change its core values in response to market changes; rather, it should change markets, if necessary, to remain true to its core values.” At Tronvig, we endorse this idea: While business strategy must be dynamic and responsive, values are meaningful only when accompanied by long-term commitment.