KC3.dev-- ed3envoyUn.com : The Economist's story begins 1843 as a London Scot JW's diary of how to support 20-something Queen Victorian transform constitution of an island from slavemaking gunboating empire to hoped for commonwealth; it took James Wilson's life (died Calcutta 1860 of diarrhea) and legacy 180 years to get to 2023- can media (Swiss UN global connectivity since 1865) design cooperations whch millennials need TO BE 1st sustainability generation (Applause) or extinction's destiny (boos -dismal beyond belief FTX RVP #45 subp 911 ...). Since James was an alumni of Adam Smith - we welome all diarists to 265th moral sentiments summits Glashgow UUn June 2023 - chris.macrae@yahoo.co.uk ( after action debrief ecop26.com)
Economistarts.comking and worldclassdaos....
Lot of cooperation needed to advance Guterres UN priorities of 2023 - where can we connect -chris.macrae@yahoo.co.uk
Join the dao of 2025report- last edition beyond extinction: the overall story of co-research von neumann scoop- who will unite what good with 100 times more tech per decade - chapter 1 how 5 tech eras have accelerated since 1865 -3 in the last 30 years.
chap2 how from 2016 the UNs framework offers first transformation in gov serving people since beginning of government in king's English - can you all be in time to celebrate most massive cooperations for good
guest chapter 2 page visions of those talking on redesign of 2020s be that web3, dao decentralised finanace , regenerative communities- which tech is applicable, which tech gets in the way?
how before 2016, a billion poorest women set the pace on sustainability economic modeling- learn from 3 phases- designing 10000 person communities with no electricity; sharing the university of leapfrog modelslessons from 15 years of playing annual game of worldrecordjobs.com
appendix of terms as they first appeared in the economist from 1951 (often their original meanings have been altered by vested interests - check out whom and avoid their advice like the plague
Tips for making 2023 most cooperative year of 4 billion youth & 4 billion elders start with browsing bop at linkedin - tell chris.macrae@yahoo.co.uk which coop to eD headline at eAI eArts eB eU eWA eWO eF eG eL
First 75 years of
schools brief with alumni of von neumann & The Economist ... web3: AI change teacher
read all about it - how english speaking world service failed humanity in spite of at least 16 years time to live up to this 1984 tech-wizard charter of sustainability to 2025

queenofhearts.city invites you help fix this join first 100 person zoom in memory of Queen Elizabeth - greatest public servant English speaking world
Help publish youth's web3 year of 23 -rsvp chris.macrae@yahoo.co.uk
It would be interesting to know what Queen Victoria wrote in her diary when her first special envoy to
charter bank by and for india's peoples died 9 months into landing calcutta of diarrhea;
and why it took another 112 years before
girls empowrment first asian bank - BRACooperation started up by a reformed Oil Company man began saving humanity
M3 crisis: 1/1/2000 missing 2025 report's media good
(chapter 6 pdf download written 1984) opportunity of majority of world being aware of humanity's greatest risk = greatest mis-timing of my life; hope its not 2020s terminal mistake for our uniting species
Help publish youth's web3 year of 23 -rsvp chris.macrae@yahoo.co.uk
Can 100 times more tech per decade since 1930 advance enough COOPERATION to sustain millennials out of every inhabited GPS? tick tock by 2030 it is mathematics (of chaos) likely that we will know whether 2020s being saved us from mother nature's wrath and irreversible species destruction. Most exciting decade to be alive. Cooperation needed at www.sdgmetaverseprize.org and every game worldrecordjobs can help you and yours and meta-soc play
From our archives- 1860 17 years into founding Economist, James Wilson's most ambitious project partnering queen victoria in launching chartered bank by and for the quarter of peoples on india subcontinent stalls.
Wilson dies of diarrhea 9 months after landing in calcutta. 85 years later sir kenneth kemp (father in law of Economist's Norman Macrae writes up legalese of Indian Independence. Sir Ken did not know that partitioning was about to happen. Peoples of East pakistan draw colonial aera's shorterst straw - not only a colony of West Pakistan but blocked out of access to what have been south asia's superport. 23 years later cyclone kills a million peoples and shell oils regional young superstar ends his contract to start helping women build the new nation of Bangladesh. The greatest economic miracle produced by a billion asian mothers begin. The first network cooperation - oral rehydration ; 112 years after wilson's death illiterate village mothers first homework is how to mix boiled water sugar and salt to stop diarrhea killing one thord of infants in tropical villages. Inspired by this abed and 1 billion women map 30 cooperation platforms 1972-2019 - BRA-C (Bangladesh Rural Advancement Cooperation). First meta partnership BEAC UNICEF Tropical china; from 1996 leapfrog partners beyong vilages without electricity start to web end poverty's races. Japan and silicon valley ask abed to go international - vrac university with james grant as first world class colege begins 2001
meanwhile in 1890s london 2nd editor walter bagehot continues queen victoria's project - can the English Constitution end the slave making mentality of corpoartesd like East India company with a commonwealth constitution. Although many believe Victoria did plant this legacy for the 20th C royal family - not in time for east Insia comoany to ruin another quarter of the world's lives - the chinese after 1960 clsoe themselves to global trade rather than accept ultimatum to accept opium as a currency. Just as it takes peoples of the place we now call bnagaldesh 110 yeras to start freeing their own trade, so too contenetal china. By 1972 out of desperation both bangaldesh and china depend on raiing womens productivity from mear 0 to more than that of men in every community developing children. On the Bangladesg side follow the mapping of the reforemd oil company ceo fazle abed; on china tropical side note that one child polict meand half of all familiyies start to be dependednt on how brillainatly entrepreneurial their 20s something daughter becomes

Dedication: Sir Fazle Abed 50 years (2019-1970) supporting billion women end poverty:.Notable learning curve exponentials of diarists of Economist & global village audience interactions teachforsdgs.com-before impact of global viewspaer disapperaed did first 150 yeras of our diarists map enough intel for millennials to be the sustainability generation?
. what if human development determined by family's social network quality situated within web 3 2 1 0 after electricity before webs 00 before electricity
Primary purpose founder (London Scot James Wilson 1843) can global viewspaper mediate goals 2 and 1 end hunger and end poverty- changing slave making tdae toward multi-win commonwealth: wilson's pjhilosophy Smithian (last writings morality of markets before engines; first 16s of engines impact on national branding; wislons 2 signature partnership with queen victoria - end corn laws starving half of ireland's population; go to calcutta to start charter banking by and for the people; sadly wilson diee of dairrhea withing first year in vacutta but son-in-lam bagehot continues transfolrmation of Englsh Constitution
From 1951 given greatest scoop by vin neuamann - ask what peoples do with 100 times more tech per decade 1930 to 2020s-particularlycan zero sum games be resplaced by sustainable above zero sum trades - eg networks applying life critical knowhow multiplky value in use opposite to consuming up things
Norman Macrae's learning curve in 28 years before being mentored by Neumann: first 13 years home schooled btitish embassies including Stalin's moscw; then soend s last days as teen navigating airplaned bomber commandnd Burma before 6 years of good fortune; last class taught by keynes cambridge; mentired at Economist by sur geiffrey crowther autoboigrapher of Economist's first century
stories from mapping 100 times moore: best ever western leader decade fyt=ure chalenge - kenned'y's moon race primarily biproduct satellite telecoms (alumnisat) and interdendence - 2 atlantic segments : america's new european; Euro's old; asian about two thirds of humans dependent on pacific coast's world trade (that leaves up to 15% to decide which ocean integrated their muti-win games0; age 39 macrae permitted one signed survey a year- begins with 10 years of surveys of what futures do peoples want - 1962 Japan and rising Asian neighbors; 1963 people of Russia; 1964 peoples of Brazil & Latin America ...1968 peoples of south africa; 1969 rainbow peo[ples of USA- from 1972 alarmed by nixon's exit of dolar from gold standard begins 40 tyear future histiry genres with early fici on fintech, edtech, healthtec as well as energy markets; from 1976 joined by prodi argues for future capitalism grounded by sme networks not just bigger and bigger corporate and gov; 1984 prepares for last 5 y years at Economist with 2 genres - 2025 report book first published with chris macrae on updating sustainability deadlines and opportunities/threats of web1-3; biography of von neumann ; last article dec 2008- huge risk web 2 age of millennials will be underinvested with youth having to bail out elders; can blockchain distributed finance be last chance antidote to every greater political havoc of printing paper money?
Systems truth - big organisations hate innovation (ironically artificial intel best at integrating deepest real time data in way no human gov can do real time)- notably powerful western people blocked from transparent unlearning by media & lawyers; gov2.0 is about how hard one transformation of gov is since horse was fastest way to communicate; industrial revolution 4 shows how hard for big corporates to innovate beyond past system; 2020s last chance crises may involve privileged gamesters racing into web3 societies who havent yet learnt from billion poorest women attempts to leapfrog from web00 (without electricity)in 2001 friends of billion poorest women proposed solution - new universities who share their alumni's open community to community sdg solutions- see abedmooc.com and discuss meta challenges to sdgs.games- as predicted in 1984's 2025 report transformation of edu essential to survival of human beings (echoing HG Well's civilisiation race between edu and catastrophe)
Abedmooc.com .. women4empower; herstory's turning points - some dates approx as took decades- if we've missed or wronged herstory (valuing womens planet Xponential multipliers with men's) -please rsvp chris.macrae@yahoo.co.uk - all errors mine alone gandhi 1906 thrown off south african train-starts 40 years of chnaging education from infant up (see underknowns.com) -seeds future of mandela nets; 2020s gteatest ever network multiplier gandhi &montesorri; remultiplied einstein 1940s; in 12 post war yers greatest ever maths networkers leave legacy of 100 times more ytech per decade; from 1951 scoop of what to do with 100 times more etch relayed tp economist journalist for humanity; by 1960 ai labs twinned to face both coasts (pacific 75% of human sustainability; atlantuc 25%); by 2020s media's last chance at transparency see metaerseprize.org) as too much data streaming from every gps not to blockchain and humansAI (see nftssdg.com); 1843 smihian james wilso starts royal society newsletter gossiping why royal family need to celebrate sdg1 and 2 end starvation of eg Irish; ebd impoversiation of british raj; biggest underknown -did queen voctoria despatche wilson with idia's own chartered bank to get rid of him or to design multi-win commonwelath trading; in any event wilso dies of diarrhea within 12 months landing cacutta; it tales 112 years and partitionining of india subcontinnent before former oil company regional ceo fazle abed fimaces solutions of end diarrheas as killing tropical asian infants and end starvation by maximis vilage rice tech (borlaug)- having celebrated 100000 vilages first demonstartion of these solutions - unicefs japmes grant sonsors transai extension; coming from china missionary epidemiologist family - abed and grant partner in nationwide vaccination against infant diseases; thats 3 of the first 30 mass colaborations of the 1billiongirls.com who ended poverty 2019-1972 (as for other models of western aid, who knows but data shows whatever else thy did it wasnt the vast majority of extreme povery ending); see the irony of web00 world (no electricy ) contributing more to sustainability than ever other world at 2025report.com - finders crossed web3 starts to emulat development economic leaps of web00 women; 1758-62: very intersting adam smith scotnds worldwide contribution to human development let alone emotional intel; bes ever summary of nature and humans market purpose before endines; best ver plea to startup engine applications everywhere not juts london 1760 east idia company's admin MOMENTS OF THE ECONOMIST - founded 1843 to mediate sustainability 2 primary goals - end hunger & poverty by Smithian James Wilson; 1943 centenary's autobiogtraphy compelling testinmong on what went wrong with negineerings in 20 most advanced nations (19 white); from 1945 Economist takes on Neumann's suggestion of greatest journalist scoop ; what to do with 100 times more tech per decade 2025-1945?; is there an optimistic rational way out of Orwellian Big Brother endgam?. If so how will educators and youth web & do what economists and elders cant even imagine/ ANNOUNCEMENT - from june 1 2022, the first post of every month will often linkin the previous month's update of CodesMeta.com - In turn this is one of the main celebration collabs of 2025Report and friends celebrating progress along the roadmap to UN secretary general's digitalisation "UN2.0". Codesmeta welcomes co-editors rsvp chris.macrae@yahoo.co.uk help AI make 2022 youth's most collaborative year-
2016 glory to every natural deity sept 2016- after 1st year review of SDGs jim kim makes his biggest move- what unhq and unesco have just reported is sdg4 wont happen before 2100- so he starts a pre-nft club on digotally cooperative education in geneva (getting unctad blessing to intro any educatir interested in etch to itu); just in time for engineer guterres to take up 10 year chair ofiun2.0 - from summer 2017- digital cooperation research becomes the =iggest change movement the world has ever seen with any government invited to benchmark nay unite un2.0) 2122 unga summit on ed no longer fit for purpose 22-23 school year of greatest every prize sdgmetaverseprize.orh and more unseen wealth compounding out of ed3 nfts than all the oil wells on earth

Saturday, September 30, 1995

Chapter 4 - brand FUTURE NEWS

Robert Woodruff was Coca-Cola's great brand leader for much of the twentieth century. He had a special way with slogans. He focused the company's investment philosophy by declaring that managers must always ensure that Coca-Cola was "within arm's reach of desire". He foresaw this as a vital core competence in serving the impulsive, ie personally urgent, consumer need of refreshment that soft drinks cater to.
For Woodruff, advertising tag lines and slogans were more than mere consumer messages. They were deployed to turn his business visions for Coca-Cola into perceptions which became realities. Long before Coca-Cola was a truly international brand, Woodruff organised pride in the slogan that Coca-Cola was "the most friendly drink in the world". But the way Woodruff worked things, even greater leadership acts were to become embodied in an apparently more humble slogan "the pause that refreshes".
This advertising slogan was first used in the 1920s to put the brand into the diary of every American worker - whereas Europeans might have tea or coffee breaks, Woodruff institutionalised the idea that American workers should have Coca-Cola breaks. This national interpretation of Coca-Cola's meaning became so common that, just as Americans were preparing to enter World War 2, Woodruff lobbied the US War Office until the generals were persuaded that the essential meaning of Coca-Cola's slogan was a vital answer to "the extreme fatigues of battle". Coca-Cola thereby became the GIs mascot with the US War Office subsidising investments in Coca-Cola's manufacturing and distribution facilities to ensure the mission that wherever American GIs went, Coca-Cola would be there for them.
There is no strategic substitute for empowerment at the centre of brand control of people who:
·are passionate about product, and the service dimensions it can represent now, or for the future
·understand the concept of market exploration of global and local consumer needs
(Eg explore the subtlety of notions such as : people do not buy products, they buy solutions to a problem however fleetingly conceived. By moving into this realm of the imagination, it quickly becomes evident that buying decisions are triggered by global and local cultural interpretations which a brand must tenderly respect. And yet it must take the symbolic lead not the cultural lag)
·know how to interconnect the essence of the brand's past history of friendship with the future focus of products and services which the branded company foresees. This is the way to ensure that core products perpetuate a brand's marketing pathway. And through this process the company earns the right to keep on focusing its core competences so as to keep turning the perception of brand leadership into objective reality. Leadership is concerned with always being the reference point against which every would-be competitor gets judged.
Today more than ever, the soul of most world class brands resides in an organisation's service motivations and its core competences. It's worth repeating here one paragraph from an early review of the BBC for Business video "Branding - the Marketing Advantage". It encapsulates 90 minutes of footage of how marketing practitioners in the 1990s justify their right to brand:
"Both product quality and creative communications are important, but they are only temporary manifestations of branding. The really vital brand is one whose organising culture loves its end-consumers so much that all employees run and win marketing's equivalent of an Olympic marathon, only to pick themselves up as they cross the winning line in eager preparation for the next marathon. All this because of sheer pride not only in serving goods but what's really best for consumers - the leader who delights all customers by consistently setting new world records on quality and value".
Brand Charterers - and all great instinctive teamworkers on branding processes - see a duty to make the future happen in their brands' presence by asking such questions as:
·What sorts of products/services will our brand have or need to represent to be valued as a leader in a few year's time?
·What do we need to "do now" to accelerate the future?
·Who will we really be competing against and who do we want as partners to make the most of our added value chain?
·What fundamental discontinuities and changes will we need to leverage?
·How does all of this translate into the messages we need to communicate now?
In best practice form, the process of branding is an organisational instrument for "editing the future" from a true perspective of leadership. It creates and communicates an organisation-wide will to sustain a focused combination of core competences in order to deliver unique value. Try out a simple brainstorming exercise. What are the essential qualities of brand leadership which can unite all of a brand's audiences (beginning with the 3 C's : consumers, company employees, customers (in-between employees and end-consumers)? Simple things like:
·Focused direction of a leader - a brand organisation proud of where it has come from and where it is going to, but not arrogant in exaggerating its worth
·A company with an indomitable spirit in pursuit of achieving world records (quality/value)
·An identity which is unforgettable and easy to relate to
·A totality which feels worthy of trust
Add to this a second exercise. Imagine that you are a journalist interviewing a company's people in an attempt to evaluate its claims to be a world class brand. What organisational body language tells you whether brand leadership is real? Examples:
·real "buzz" and pride amongst employees
·consistently aligned motivation/vision is expressed by everyone you talk to
·evidence that customer service trend measurements are as much apart of the operating culture as financial performance measures
Built-in to the framework of Brand Chartering is a "living script" philosophy. By this we mean that persistent cross-checking of leadership purpose is a key organisational process for adding value. Two of the most important dimensions of brand leadership editing involve:
·organisation-wide viewpoints
·envisioning a spectrum of future time horizons - the "then" and the "now"
Later chapters, eg chapter 8, make a particular point of cross-checking views of a brand held by people in a company's different departments and regional offices. We place particular emphasis on this because in our interviews with Japanese business people the most common advantage cited for companies of Japanese origin revolves round that of "internal marketing communications". We use this phrase instead of the simpler one of "consensus" because we now have a lot of evidence that scripting a brand organisation's "internal marketing communications" can be an even more complex challenge than that of its "external marketing communications". This is especially the case in companies which wish to take advantage of change. As we will see in Chapters 11 to 14, once companies rid themselves of the inertias of classic brand management systems, the growth opportunities of brand leadership are exciting to behold. This helps to explains why strong organisational leaders are those who instil a joy of change culture.
In order to ensure that Brand Charters possess actionable clarity regarding future time horizons, we take every opportunity to ask questions like:
·Where does this brand as leader need to be in 5 years time? And to achieve this what must you do now?
·Where does this brand as leader need to be in 3 years time? And to achieve this what must you do now?
We deliberately repeat these questions for different future time horizons to understand extent of brand vision, consensus on brand vision, the urgency and depth of practical details that must be prioritised for the "then" and "now" of brand leadership to intersect.
At the same time, other "do now" questions can be asked : eg to lead with this brand's essence in five years time, what sorts of potential partners should start to be sought now? It is important to clarify action-plans not just within the company but also in terms of networking. An increasing number of corporate processes, eg research and development, cannot be performed to world class standards by one company on its own. In other words, it is vital that an organisation foresees clear boundaries between what its core competences are not, as well as what they are. Meanwhile, proper leadership of the brand's added value chain may require "networking in" some skills that the company does not own, as well as leveraging those which it is excellent at.
In cross-checking the Charter as a living script, we will see that "do nows" may be prompted for specific depth at every "branding junction", ie through the particular focus which each chapter of this book provides. For practice - and because this is the first time that we have introduced the future dynamic fully - let's quickly revisit earlier chapters from a future-orientated perspective.
Chapter 1 - Brand Essence : because essence should be the core connecting message, it is vital to drive out any uncertainties people may have about future changes to a brand's essence. For example, if the view of brand essence for leadership in five years time is thought to be very different from today's brand essence:
1) verbalise the essence of today and the future
2) check to see whether a different verbalisation could connect the two
3) if real differences persist, recognise that this is a branding discontinuity which must be addressed as a strategic priority. An organisational consensus must be achieved on the real causes of this discontinuity, and then plans must be rehearsed as to what will be the best means to break the discontinuity to consumers in the most coherent way. In principle, you must find a communications mechanism which enables consumers to: ·interpret what they used to value in the old essence through the new essence
·feel that the leadership move you have made is in a direction they support
Discussing how competitive and environmental change drivers will create leadership challenges for you to overcome is also an essential part of editing a brand's living script.
Iterative interpreting of a brand's essential future
Looking forward and you actually do need to go out to the future and have a look at a few alternative futures and work backwards and see your current brand, what it stands for, what it means, how that stacks up against alternative futures - if you can do that then you actually have a chance of managing the brand successfully to get the future you want.
Chris Mole in the BBC for Business video "Branding - the Marketing Advantage"
Chapter 2 - Brand Identity : identity's multifaceted nature makes it one of the most dynamic mechanisms of the brand. Consequently, identifiers are usually the ally of brand news, and from time to time new identifiers may be invested in to be the messengers to the consumer of a changing aspect of the brand. However, there is a lot of execution leverage to be won or lost by timing how you phase identifiers in and out so as to help the consumer interpret brand news in the most pleasingly consistent manner.
Chapter 3 - Brand Heritage/Friendship : the following example indicates why this branding junction should constantly be cross-edited to create future values (in spite of what may at first reading seem to be a conflict of temporal terminology).
Crafting the multi-faceted personality of Levi's
Until quite recently, a view prevailed that brand campaigns achieved the most impact by being one dimensional. At the extreme the brand was still conceptualised as a product that was best supported by a Unique Selling Proposition (USP). This did have the virtue of management simplicity, but truly powerful brand organisations now direct personalities with more intriguing breadth and depth.
Whilst Levi's has always thought of its friendship with consumers in more broadly empathic terms than purists of the USP school, it is only as the great Levis 501 campaigns have blossomed since the late 1980s that the brand has fully visualised the multifaceted personality it wants to be. Looked at from the consumer viewpoint, Levi's is now offering an a la carte menu of feelings which you may select to wear or to keep in your wardrobe.
As the figure below shows, Levi's now has seven dominant character traits. No advertisement can meaningfully portray all of these. So in keeping the Levi's personality fresh and appealing as a youth brand, Levi's marketers and advertising agency Bartle, Bogle, Hegarty keep on choosing a "do now" selection of traits to be embedded in the next commercial in the epic Levi's 501 Serial.
Figure 1 : Levi's Personality traits (rows) triggered by commercials in the campaign series (columns)
 LaunderetteFridgePartingBeachPawnbrokerPool HallSwimmerProcessionCreek
Romance   l l l     
SexualAttraction l l l     l l l
PhysicalProwess l         l
Resource-fulness l     l l   l  
Rebellion      l l   
Independ-ence    l l     l
BeingAdmired l l l   l l    

Be passionate about creating news in the image and product/service reality of the brand. Use this to focus marketing of your added value pathway.
Know that true brand leaders are never afraid to accelerate change. This is the spirit needed to outrun every competitor.
Ask everyone who serves the brand to envision the "then and now" of where you want to be. Create an organisation that foresees competitive and partnership scenarios and takes advantage of changing conventional rules. In the midst of this, keep the faith with the brand's essential meaning:
·as a communicator both internally and externally
·as a creative fountain of knowhow
Turn the process of branding into an organisational instrument for editing the future. Encourage communal curiosity with "do now questions" - eg Do we agree where we want the brand to be in 3 years' time ? How do you interpret what you need to "do now" for us all to achieve this?
Develop a living script which can be acted on as a user-friendly road map highlighting topline news. Go for a one-page script not a bureaucratic tome.

Enjoy living the script as a teamworking community which knows why and how it is dedicated to leading its sphere of business to win for the consumer