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Thursday, May 22, 2003 |
Business Unorthodox:Creativity and the Bottom Line Business Unorthodox - An interesting white paper (via Innovation Weblog) While perusing the PureContent Weblog today (motto: "Look at more stuff. Think about it harder."), I came across a link to this interesting white paper: "Business Unorthodox: Creativity and the Bottom Line" It explores why now is the time to take action on transforming your corporate culture to embrace continuous innovation and creativity. It also lays out a thought-provoking list of strategies for organizational creativity that I think you may find very interesting. Nice work! I second that ! Its got some really useful list of strategies - whats interesting about them is that they're quite 'do-able'. I followed the link to the Pure Content Weblog too ... and found some terrific stuff and many links on creativity and innovation. Here's one example - with an excerpt from the article : For many marketers, color has become a key to brand identity "Most brand consultants agree that color can be a powerful tooló"the dress of the brand," as Cheryl Swanson, principal of brand consultancy Toniq, puts it. "It communicates viscerally and can get to the essence of a brand story," she says, noting that people tend to remember colors and shapes first, then numbers and words. "You can achieve a lot with the clever use of color, stirring strong emotions." Color also can instantly differentiate commodities when there are no significant differences between the productsóCoke has marked itself as the red brand and Pepsi as the blue in the cola wars. A loud color can be used to dominate over other brands, or it can be a high-contrast attention-grabber, such as Citibank's red arc on a white background. Color can also add a layer of meaning to the brand itself. The blue used in ads for American Express' Blue smart credit card, for example, communicates status, technical innovation and ease of use, according to Gary Stilovich, Interbrand associate creative director. "
10:40:05 PM ![]() |
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Copyright 2009 Dina Mehta
