Windows Live: The long, unhappy life of a misunderstood brand

Abstract

When introducing a new brand, a company is faced with several options, each of which carries subtle, and not too subtle, distinctions. Where should the new entity fit within the organisation's overall brand architecture? More importantly, the brand must support — and be supported by — a solid, sustainable strategy. A mismatch between corporate strategy and brand strategy can have detrimental effects on the entire organisation's ecosystem, from end users and employees, to suppliers, distribution partners, and analysts. The author uses his own personal experience as senior brand manager with Microsoft, as well as existing sources, to examine Microsoft's ill-fated ‘Live’ branding efforts. This paper reveals missed opportunities as well as lessons learned that any company may use to enhance the process of aligning product, corporate, and brand strategies.