After nearly a quarter century under American and then Indian ownership, the Jaguar brand is making a concerted effort to reassert its fundamental Britishness. Jaguar is going from dealer to dealer in the United States discussing new corporate-identity standards meant to wear the English origins and sensibilities—and production—of the cars on their hoods, as it were.

At least in part, the branding moves are meant to contrast Jaguar from its German rivals as Jaguar scraps anew for share in the crowded part of the luxury market around $70,000, with its new F-Type sports car.

The new standards—including a canopy for the service drive, a "heritage wall" and a performance center for the latest models—will "bring out the Britishness and aspects of our heritage," Andy Goss, CEO of Jaguar Land Rover North America, told Automotive News Europe. "We want to convey the message that we are not a Teutonic brand. We will appeal more to the senses. The biggest difference is a lot more color." Cranberry will accent the traditional British racing green in the new standards.Continue reading...

Fortunately, the issues brought to light by the recent horrors in Bangladesh are not disappearing from the headlines. Unfortunately, those who are culpable are not acting swiftly enough.

What little consensus has emerged from the rubble of a collapsed eight-story factory, which claimed over 1,120 lives, underscores the fact that public-private collaboration is vital to enact the sweeping reforms required for real change rather than corporate social responsibility campaigns. Major retailers including Walmart, Gap, JCPenney and Sears have yet to sign the proposed fire and safety agreements, while Walmart, like the wolf guarding the hen house, said it will monitor its 300-plus Bangladeshi suppliers itself. However, H&M, along with 30 other international retailers committed to the $3 billion fund to improve the safety of garment factories in Bangladesh.Continue reading...

Avoiding nuclear armageddon is great but avoiding nuclear armageddon with an icy cold Coca-Cola is better. As the saying goes, "Things go better with Coke."

The latest entry into the historical record of branding campaigns is Coca-Cola's new endeavor "to break down barriers and create a simple moment of connection between two nations—India and Pakistan."

On the sincere surface, it's a genuinely heartfelt message that creates an emotional bond with the brand. A more cynical reading is that it's a genuinely heartfelt message that creates an emotional bond with the brand in two markets in which Coca-Cola's market percentage lags.Continue reading...

The splashy debut of the new 2014 Mercedes-Benz S-Class in an Airbus factory in Hamburg, Germany, last week promises to shake up the global battle among the three German luxury brands for worldwide dominance.

From the choice of seven different interior-light colors to radar and night-vision systems that practically allow the sedan to drive itself, the new S-Class gives Mercedes-Benz reason to believe that it can compete more effectively in the US market and worldwide with arch rivals BMW and Audi.

For its part, Audi is emphasizing more of a shift to high-performance models to help fuel its continued rise in the US market and elsewhere, while BMW is counting on the US debut of three new models this fall to help the brand keep its American premium-luxury crown for the third straight year even though Mercedes-Benz leads the segment in US sales so far this year.Continue reading...

Apple accused of avoiding billions in overseas taxes. 

Hershey launches new brand to get piece of China market.

Foxconn confirms employee deaths.

Best Buy swings to a loss on lower revenues.

Burberry is lifted by China performance.

Chevrolet joins Mad Men buzz on Twitter.

Chris-Craft rebuilds boat maker after recession.

Flowers Foods predicts "record year" after acquisition of Hostess brands.

Giorgio Armani profit is boosted by Asia.

GrubHub and Seamless merge their food ordering services.Continue reading...

Salt Lake City-based startup Needle offers a twist on social commerce, utilizing brand loyalists as shopping guides for curious consumers.

Its workforce, a team of brand experts that operate like freelance customer service reps, earn an hourly rate up to $12 and have a hosted profile on the retailer's website. “They love the products, they want to be in the loop on what’s new,” founder Morgan Lynch told brandchannel. His current workforce numbers about 20,000. “They’re contractors, who can come and go, but we have an extensive on-boarding process—that’s why I think there’s a difference between crowdsourcing and a distributed workforce.”

The service was inspired by Lynch's own shopping experience, in which he struggled to find reliable recommendations online for a product, and instead ended up buying the item in-store. The frustrating experience led to Needle, which gives "consumers the ability to find the perfect item online at the right time."Continue reading...

Folks have plenty of options when it comes to streaming online movies and TV shows: Netflix, Hulu, Amazon Prime and Apple's iTunes come to mind, but Target apparently thinks the space has room for one more.

The retailer is reportedly testing a beta version of Target Ticket, a TV and movie-streaming service with access to 15,000 titles.  

It will also provide “new releases, classic movies, and next-day TV,” the beta site claims. Right now, it’s just being tested on Target’s own employees, the Minneapolis/St. Paul Business Journal reports. This joins another employee-only beta test currently underway that allows people to order products online and pick them up at the store.Continue reading...

Procter & Gamble remains far from out of the woods in its closely watched effort to goose sales in traditional western markets, bolster its biggest brands, rebuild its innovation mojo—and do all of that at a less expensive level. The company's newest such effort is to overhaul how it measures the impact of its $5 billion-plus annual marketing outlay, especially its digital aspects, in a major new review.

America's largest advertising spender just adopted a new system two years ago for measuring ROI on marketing spending because investors—led by activist shareholder Bill Ackman—had begun pressuring new P&G CEO Bob McDonald to get more efficient in that area. Of course, Ackman and like thinkers began putting pressure on McDonald all over the map in an effort to get him to move more aggressively on a strategy to put P&G's financial returns back to historical peaks and more in line with those of competitors such as Colgate and Reckitt Benckiser.Continue reading...