Wendy’s CEO lectures on brand relevance

first_imgThe Wendy’s Company President and Chief Executive Officer (CEO) Emil Brolick spoke Friday in the first installment of the annual “Boardroom Insights” lecture series sponsored by the Mendoza College of Business.With nearly three decades of experience, Brolick has done work that includes marketing, brand leadership and product development in companies such as Yum, A&W, Long John Silver’s, Taco Bell and The Wendy’s Company. His lecture Friday explored the idea of “brand relevance” and ways in which the actions of brand leaders affect a brand’s ability to obtain and maintain relevance in a changing world.Consumers are exposed to thousands of brands, Brolick said. There often is a stark dichotomy between well-positioned and poorly positioned brands. In order for a brand to qualify as well positioned, Brolick said it must have particular characteristics.“First of all, it ought to be unique,” he said. “Secondly, it ought to be defensible from the competition, and thirdly, it ought to be profitable.”Brolick said brand leaders should act conscientiously in positioning their brand by considering the effects of everything they do and by striving to create and uphold a good brand name.“One of the things you are going to want to think about as an individual is, is your brand something that is being actively positioned and thought about in a very constructive and authentic kind of way, or are you kind of being positioned by default?” Brolick said.To illustrate the difference between well-positioned brands and brands positioned by default, Brolick discussed the personal brands of Warren Buffett, Barack Obama, Lou Holtz, Steve Jobs and Brian Kelly. While Warren Buffett conscientiously formed his personal brand, Brolick said Steve Jobs likely was positioned by default, as evidenced by his reputed aggressive personality.Once a company or individual commits to a focus on brand relevance, Brolick said they must keep themselves open to change and adaptation and avoid the “tyranny of incrementalism.” Brand leaders must be willing to set new and different goals for themselves, Brolick said.“Change is inevitable,” he said. “There is no doubt. And today, it is going faster and faster, but you have to somehow figure out how to change, how to evolve, how to grow, but still be grounded and be the same person. Brands have to do this all the time.”Although Blockbuster failed to adapt to the changes that occurred when Netflix started up, Brolick said the Disney brand has changed tremendously since the creation of Disneyland. ABC News, Marvel Comics, Touchstone pictures, Disney Cruiselines and Pixar are evidence of the growth of Disney as a brand, he said.“Did [the Disney] brand change, or did the leadership in the people behind this brand change?” he said. “… This is a key thing: People are the difference in organizations.”Brolick said he credits the people within organization as the ultimate source of differentiation between brands. The “journey of growth” for brands and individuals depends on the personal experiences, personal education and personal observations of brand leaders, Brolick said. The power or weakness of a brand depends on individuals’ abilities to take advantage of these three steps in their journey.“Have as many fabulous experiences as you can in your life and your career,” he said. “All the time when someone says ‘Emil, we’re thinking about this for you,’ I say ‘I am in.’ It is a new experience; I can get excited about this; I want to do this; I want to demonstrate that I can make a difference. I am in.”Brolick closed the lecture with a Michelangelo quote: “The greater danger for most of us lies not in setting our aim too high and falling short, but in setting our aim too low and achieving our mark.”“We are all very fortunate to have been somehow part of a university like this,” he said. “And I truly believe that God expects the most from those that he has given the most, and He has given all of us an awful lot.”Tags: Boardroom Insights, brands, Emil Brolick, leaders, Mendoza, The Wendy’s Companylast_img read more


first_imgIn Rio, Mariyappan Thangavelu also won a gold in mens high jump T42 with Jhajharia bagging the second yellow metal in the same Games earlier this month. Joginder Singh Bedi, however, remained the Indian with most medals in Paralympics, though without a gold. In the 1984 Paralympic Games at Stoke Mandeville and New York, he won a silver in mens shot put L6, a bronze each in mens discus throw L6 and mens javelin L6. Jhajharia also staked his claim for next years Rajiv Gandhi Khel Ratna Award. With the Sports Ministry also declaring that para athletes will also be considered at par with able-bodied athletes, Jhajharia feels that he has a bright chance to win the countrys highest sporting award next year. “No Indian has won two gold medals in the Paralympics. I feel I have achieved something no Indian has ever achieved. It has been a long wait since 2004 and I am on the top of my sporting achievement,” Jhajharia said. “I am very encouraged by Sports Ministers comments that para athletes will be considered at par with abled-bodied athletes in terms of conferring sports awards and even Padma Awards. I feel that I am a strong contender for the Khel Ratna Award next year,” he added. Jhajharia said he could have even got the Khel Ratna Award this year had the Paralympics finished before the National Sports Day, just like P V Sindhu, Sakshi Malik, Jitu Rai and Dipa Karmakar were conferred with the top award. Besides his Paralympics success, Jhajharia has also won a gold in the 2013 IPC World Athletics Championships in Lyon, France in javelin throw F46. He followed this up with a silver in 2014 Asian Para Games in Incheon, and then with another silver in the 2015 IPC World Athletics Championships in Doha. Jhajharia is the first Indian para athlete to have been conferred in 2012 with Padma Shri, the countrys fourth highest civilian award. He was conferred with Arjuna Award in 2004. MORE PTI PDS SSC SSCadvertisementlast_img read more