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Generation Z, or Gen Z, represents 24% of the U.S. population and is very different from earlier generations. A higher proportion of Gen Zers are earning college degrees, and they are now moving to the next phase in which they will constitute the predominant majority of the incoming workforce. Gen Z faced an unusual set of technology-driven circumstances while growing up and thus bring a distinct set of characteristics into the workplace. We offer a new research-based framework, DITTO, which encapsulates specific recommendations for organizations on diversity, individualism and teamwork, technology, and organizational supports. DITTO serves as a useful mnemonic to help managers recall specific ways to support Gen Zers and leverage the strengths of Gen Zers to benefit the organization and the workforce. Research shows that Gen Zers are more open to diversity and more individualistic and technology-driven than other generations. To the extent that companies use the DITTO framework, the more attractive they should be to Gen Z workers; but the principles of this framework also extend beyond Gen Zers to existing workforce with similar efficacy.

Historically, globalization has been synonymous with mega brands' expansion into international markets. However, changes in the marketing landscape-namely, growth of immigrant consumers, new and emerging branding strategies, and advancements in technology-have created a shift in the globalization paradigm, opening opportunities for small brands. Focusing on the growing number of Asian-American consumers, the authors develop a two-stage global market entry strategy for small brands entering the U.S. market. Specifically, the authors show how Asian brands can penetrate the U.S. market by serving Asian-American consumers or using them as a launchpad to reach the mainstream American consumers. The growth of small global brands signifies an important and exciting change in the branded marketplace currently dominated by Western brands.

The traditional branding paradigm involved heavy upfront investment and tightly managing the image via controlled communications in hopes of creating dominant brands that could be leveraged to cultivate loyalty and a long-term, steady stream of profits. However, social media can drastically alter consumers' behavior and their brand preferences. This rapidly evolving landscape has left managers at a loss, and what they are experiencing is likely the beginning of a tectonic shift in the way brands are managed. In this article, we take a close look at the building blocks of branding and also examine the core of social media. After careful analysis of the two, we discuss the likely impact social media will have on the practice of brand management. We conclude that it will extend beyond the narrow confines of the use of social media as a message platform, to the core of how markets are targeted and products are delivered. We make recommendations regarding how companies can manage various facets of branding in this new marketplace.

Pricing is a key element of the marketing strategy. It does not require significant investments or resources, and is perhaps the most accessible lever to manage profitability. Even minor fluctuations in pricing can have a significant impact on both revenues and profitability. As such, lack of careful planning in pricing is a wasted opportunity. With this as a backdrop, we make a case for precision in pricing to enhance profitability. Since consumers vary in their preferences, motivations, and propensity to spend, they assign varying degrees of emphasis regarding price upon their purchase decisions. We argue that pricing is a creative exercise in math and behavioral economics, and companies should stay focused on profits. We also provide a series of guidelines for creating effective base prices, and then modifying them to enhance profitability. Finally, monitoring prices at the transaction level will reduce leakage in profits and further add to the bottom line.

In today's environment of fragmented mass media and popular technologies, such as DVR and TiVo, it is increasingly challenging for marketers to obtain quality face time with audiences. As more customers try to avoid advertisements, there has been growth in brand placement: the practice of integrating brands into entertainment media, particularly television and film. Brand placement engages the audience, limits viewers' ability to ignore commercial messages, and even impacts purchase behavior-as evidenced by the surge in Blackstone pinot noir wine sales after the brand's placement in the movie Sideways. Despite the prevalence of this practice, however, the industry often operates in a somewhat unfocused manner. In this article, we draw from academic literature and industry publications, offer insight regarding the growing popularity of brand placements, and suggest a specific set of guidelines to enhance the efficacy of placements in accomplishing a brand's marketing objectives.

Over the years, numerous brands-such as Oldsmobile, Pan Am, and Woolworth-have met untimely deaths. Many more have steadily declined into oblivion, while others have been revived. When a brand dies, significant investments that were made to build the brand are also lost. Unfortunately, even the strongest brands with high net worth are not immune from brand decline and subsequent death. In today's market, where new product introductions are both expensive and risky, it may be worthwhile to evaluate brands that are declining and invest in revitalizing them. However, there is a dearth of studies that focus on declining brands. In this article, we use findings from academic literature, detailed case studies, and interviews with marketing executives to provide guidelines in dealing with declining brands. We analyze the conditions that lead to brand decline and brand death, highlight signs that may suggest an impending decline, offer insights into assessing the viability of reviving a brand, and suggest various approaches that can be used to strengthen the brand and give it a second life.

Slogans are a key element of a brand's identity and contribute to a brand's equity. In today's marketplace, almost all brands employ slogans; they enhance a brand's image, aid in its recognition and recall, and help create brand differentiation in consumers' minds. While there is general consensus on the importance of the device itself, little agreement exists as to what constitutes a successful slogan. Although marketing managers use slogans extensively, they are often at a loss when it comes to creating them. In turn, this leads to ineffective use of slogans and, ultimately, the possibility of a surprisingly poor linkage between a brand and its slogan, even among the most well known brands. To explore this phenomenon, surveys articles from a variety of academic streams related to slogans, and also looks at industry publications for relevant case studies. Proposes a series of guidelines for the strategy behind slogans, and on creation and utilization of effective slogans.