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a dropped "e" has been, well, dropped. The new logo is simply "intel" with the same swoop around the word. "We're aligning our brand strategy with our platform strategy," an Intel spokesman offered. The "Intel Inside" campaign focused solely on the company's microprocessors, such as the popular Pentiums. But Intel has changed its focus to include entire platforms, such as the Centrino chipset, and the upcoming Viiv platform for home entertainment computers. The new logo aims reflects that apparently. The new tag line, "Leap ahead" is meant to express what the company has made possible in the past in terms of technology, and what it intends to continue doing going forward.
As part of the major rebranding effort, the 37-year-old Intel logo -- its name in lowercase letters and a dropped "e" -- which was created by Silicon Valley pioneers Robert Noyce and Gordon Moore, has been dropped, too. The new logo is simply "intel" with the same swoop around the word that has circled the phrase "Intel Inside" for over two decades. "We're aligning our brand strategy with our platform strategy," said Bill Calder, a spokesman for Intel. The "Intel Inside" campaign focused solely on the company's microprocessors, such as its popular Pentium line of chips. But Intel has changed its focus to entire platforms that include the microprocessor as well as other surrounding chips and chip sets, such as Centrino for laptops able to surf the Internet using Wi-Fi, and the upcoming Viiv chips & platform for home entertainment. The chips and label will go with home PCs that let users download music and films to be played and shown on home audio systems and televisions computers. The new logo aims to reflect Intel's focus on whole platforms instead of microprocessors. "As we evolve as a company, it makes sense to evolve our brand," said Calder. BURBERRY
The burberry stored opened in 1856 when Thomas burberry opened his first gentlemen outfitters .during World War, business was booming as Burberry won the contract to supply trench coat to the British army .its reputation grew when it proved its contribution to the national cause.the burberry check was introduced in 1920 and became fashionable among the British middle to upper classes. tinffany's, the Burberry trenchcoat gained widespread appeal. popularity from the 1940s to the 1970s had waned by1980. By the mid-1990s, the Far East accounted for an unbalanced 75 per cent of Burbeny sales. British and American consumers began to regard it as an Asian brand and rather staid. In the USA, stores ,like Barney's, Neiman Marcus and Saks only sold Burberry raincoats, not the higher profit margin accessories. Change of strategy- drop in profits to f 25 million (€36 million) in 1997. This prompted some seriousmanagerial rethinking and the recruitment of American Rose Marie Bravo as a new chief executive. 1) One of her first moves was to appoint young designer Roberto Menichetti to overhaul the clothes range. His challenge was to redesign Burbeny's raincoats and other traditional products to keep them fresh and attractive to new generations of younger consumers. Furthermore, he sought to extend the Burberry image to a new range of products. The Burberry brand name began to appear on such products as children's clothes, personal products, watches, blue jeans, bikinis, homewares and shoes in order to attract new customers and broaden the company's sales base. Design was further strengthened in 2001 with the appointment of Christopher Bailey (from Cucci) as Burbeny's creative director. He created Burberry 'classics with a twist' (for example, recasting the classic trenchcoatin hot pink). Bailey's job was to design clothes that met Bravo's vision of heritage and classic, but young, modern,hip and fashionable. 2) A second element of her strategy was to bring in advertising agency Baron & Baron and celebrity photographer Mario Testino to shoot ads featuring models Kate Moss and Stella Tennant. Other celebrities, such as the Beckhams, Callum Best, ~lizabettJi agger, Nicole Appleton and Jarvis Cocker' have also featured in Burberry advertising. The focus was to emphasize the new credentials of the Burberry brand without casting off its classic roots. Getting key celebrities to don the Burberry check in its advertising was highly important in achieving this. 3) A third strand in Bravo's strategy was to sort out distribution. Unprofitable shops were closed and an emphasis placed on flagship stores in cosmopolitan cities. Burberry accessories have increased from 20 per
checks and tartan. Besides the USA and Spain. This was part of a wider focus on gifts.cent to 25 per cent of turnover. collar. 2) another problem is copycats which infringe its trademark. It also offers a service called Art of the Trench where customers can get made-to-measure trenchcoats customized by allowing them to pick their own lining. Bravo said. private shopping and an in-store Mad Hatters tea room. whose vision was to replace the store the company had been running in Manhattan for almost 25 years with one that was bigger. It is the biggest Burbeny store worldwide and has a number of Burberry 'firsts': a lavish gift department. They are also associated with violence. textile manufacturers and retailers reminding them about its trademark rights. running advertisements in trade publications and sending letters to groups. A succession of new stores have been opened. including flagship stores in London. Not only are sales affected but brand can be tarnished. better and far more profitable. New York and Barcelona. Burberry claim to spend about f2 (€2. the company has stopped producing the infamous cap and is shifting emphasis to other non-check lines including its Prorsum line of luxury clothing designed Bailey. In response. Problem faced 1) One weeding out of grey-market goods. The Barcelona store was regarded as vital in helping to reposition the Burbeny brand in Spain. . a large area for accessories. It also works with Customs officials and local police to seize fakes and sue infringers. The New York store on 57th Street was the realization of a personal dream for Bravo. Customers have to feel they can go into Burberry and buy gifts at various price points. Burberry's third priority country was Japan since it was an enormous marketfor the company already. It uses an Internet-monitoring service to help pick up online discussion about counterfeits. which are so cheaply in Asia only to be diverted back to western market at discounts. 4) International expansion was also high on Bravo's priority list. 3) The fondness with which so-called 'chavs' regard the Burberry check is a third problem. As a result Profits soared to f 162 million (€227 million) by 2000 six-fold increase since she took over. particularly at football matches.8 million) a year fighting counterfeits. one product with which chavs have become particularly associated is the Burberry baseball cap. 'Burberry has to be thought of as a gift store. and in 2002. 4) A fourth problem arose in 2005 with the announcement that Bravo had decided to step down as chief executive.