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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Coming up in March 2019...

Human Resources: An Era of Transition

Traditionally, the human resource department administers five key areas within a hotel operation - compliance, compensation and benefits, organizational dynamics, selection and retention, and training and development. However, HR professionals are also presently involved in culture-building activities, as well as implementing new employee on-boarding practices and engagement initiatives. As a result, HR professionals have been elevated to senior leadership status, creating value and profit within their organization. Still, they continue to face some intractable issues, including a shrinking talent pool and the need to recruit top-notch employees who are empowered to provide outstanding customer service. In order to attract top-tier talent, one option is to take advantage of recruitment opportunities offered through colleges and universities, especially if they have a hospitality major. This pool of prospective employees is likely to be better educated and more enthusiastic than walk-in hires. Also, once hired, there could be additional training and development opportunities that stem from an association with a college or university. Continuing education courses, business conferences, seminars and online instruction - all can be a valuable source of employee development opportunities. In addition to meeting recruitment demands in the present, HR professionals must also be forward-thinking, anticipating the skills that will be needed in the future to meet guest expectations. One such skill that is becoming increasingly valued is “resilience”, the ability to “go with the flow” and not become overwhelmed by the disruptive influences  of change and reinvention. In an era of transition—new technologies, expanding markets, consolidation of brands and businesses, and modifications in people's values and lifestyles - the capacity to remain flexible, nimble and resilient is a valuable skill to possess. The March Hotel Business Review will examine some of the strategies that HR professionals are employing to ensure that their hotel operations continue to thrive.