Customers Are Color Blind

By Naseem Javed Founder, ABC Namebank International | May 19, 2010

Contrary to branding beliefs, customers don't really care about, and are completely oblivious to, a corporation's image being tied to a very specific color.

Meanwhile, trying to use a color for corporate identity can actually lead to trouble. For example, Orange Mobility, a British mobile phone company of France Telecom, is one of the largest telephone players in Europe. Just to make its point, as a gimmick, the company painted an entire town in England orange. Now, Orange Mobility, fully drenched in the color orange, is asking courts to disallow Easymobile, a new mobility service, the use of the color.

Easymobile is a division of Easygroup, and it, too, has been soaked in orange for more than a decade as a part of its parent's preferred color. The founder of Easyjet -- high profile entrepreneur Haji-Ioannou of Easygroup -- will fight back, claiming his corporate right to use the color orange as a branding strategy.

End of the Rainbow

So now a colorful fight breaks out, and the arguments will all end up in a punch bowl.

Can great teams of lawyers claim exclusive rights to a color and attempt to convince the courts? Yes. However, in reality one cannot own the exclusive global rights to a specific color.

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Revenue Management: Getting it Right

Revenue Management has evolved into an indispensable area of hotel operations, chiefly responsible for setting forecasting and pricing strategies. Because the profession is relatively new to the hotel and hospitality industries, a clear-cut definition of what exactly Hotel Revenue Management is has only recently emerged - Selling the Right Room to the Right Client at the Right Moment at the Right Price on the Right Distribution Channel with the best commission efficiency. Though the profession can be summed up in a single sentence, that doesn't mean it's easy. In fact, it's an incredibly complicated and complex endeavor, relying on mountains of data from a wide range of sources that must be analyzed and interpreted in order to formulate concrete pricing strategies. To accomplish this, Revenue Managers rely on an array of sophisticated technology systems and software tools that generate a multitude of reports that are central to effective decision-making. As valuable as these current technology systems are, much of the information that's collected is based on past historical trends and performance. What's new is the coming of big, data-driven, predictive software and analytics, which is likely to be a game-changer for Revenue Managers. The software has the capacity to analyze all the relevant data and predict occupancy levels and room rates, maximizing hotel profitability in the process. Another new trend that some larger hotel chains are embracing is an emphasis on Booking Direct. For Revenue Managers, this is another new channel with its own sales and costs that have to be figured into the mix. The October issue of the Hotel Business Review will address these developments and document how some leading hotels are executing their revenue management strategies.