Write at least 100 words for each following bullet CH 13 Identify a fading brand. What suggestions can you offer to revitalize its brand equity? *Try to apply the different approaches suggested in the chapter. Which strategies would seem to work best?
CH 4 Tick a strong brand with a prominent spokesperson (i.e. Flo from Progressive). Discuss how the brand positioning and the spokesperson fit together.
Achiever. The Achiever strives for outcome and leads knowing that one’s expertise and positional authority alone does not lead to effective leadership but also on one’s capacity to motivate others. In this stage, the leader moves up from being purely transactional to recognizing the need to be transformational as well. Northouse (2008) explained the difference between transactional and transformational leadership by saying that the latter motivated by considering and appealing to the interest of the followers. The ability to motivate others is the leadership aspect in Kouzes and Posner’s (2007) so-called “journey.” According to them, leadership requires the capacity to convince people to go on board while management guarantees that they reach the destination. To Joiner and Stephens (2006) then, the Achiever level of agility requires one to be both leader and manager. The Achiever initiates change by looking at the market environment and seeking input from stakeholders. Since the Achiever prioritizes outcome, there is an emphasis on using communication to assert the leader’s views as well as accommodate views from others so long as it furthers organizational goals. One of the biggest concerns for leadership is handling the change process through more effective ways of communicating (Northouse, 2008; Clawson, 2008). Clawson (2008) considered communication important in any organization and opined that meetings should be a forum of empowerment. Clawson (2008) believed that meetings are an avenue where leaders show that while being the head of the organization, he or she is not supposed to dominate the group but instead empower them to speak out about current concerns and to foster dialogue in the direction of finding working solutions. Catalyst. The Catalyst’s leadership style is visionary and innovative and is able to articulate goals and at the same time inspire people into achieving those goals. In a sense, the Catalyst is transformational and realigns the culture and values of an organization to that of empowerment, teamwork, and participation. The Catalyst pushes for change and does so progressively. This is because he or she realizes that organizational change and member empowerment are vital elements of building and maintaining an industrious and dynamic organization. Kouzes and Posner (2007) believed that transformational leaders engaged stakeholders proactively and values their feedback as important considerations in decision-making. Even in the midst of opposition, the Catalyst welcomes dialogue and considers team-building to be an integral part of leadership development. This is very similar to what Northouse (2008) referred to as intellectual stimulation present in transformational forms of leadership. This is a characteristic where leaders foster a climate of open-mindedness and creativity, challenging members to “question the status quo, and to challenge their beliefs and values, as well as those of the leader” (Northouse, 2008, p. 177). Northouse (2008) also highlighted in Chapter 6 of Introduction to Leadership that vision is crucial in leadership and that possessing it is as important as articulating it effectively, as in the case of Martin Luther King, Jr.’s famous “I Have a Dream” speech and the inaugural address of John F. Kennedy. In the same vein as Joiner and Stephens (2006) emphasis on the Catalyst’s appreciation for feedback, Northouse (2008) also considered the development of group behaviors as important and that leaders must ensure that members are trained to provide constructive feedback that will help improve the dynamics of the team toward organizational effectiveness. On the other hand, Kouzes and Posner (2007) said that that leaders must “search f>