Buy Men Nike Free Run 3.0 V4 Tiffany Blue Quilted Here Would Be Your Best Choice. Men Nike Free Run 3.0 V4 Tiffany Blue Quilted Sale Online Cheap Men Nike Free Run 3.0 V4 Tiffany Blue Quilted Save 61% Off And Free Shipping For years, digital media experts and observers, including those on this website, have held up Burberry as an example of a luxury fashion brand that's effectively embracing today's digital world. Last year, Joanna Shields, Vice President EMEA for Facebook, the world's largest social network now with more than 700 million registered users, took that one step further. "Burberry is no longer just a fashion company today they are a thriving media enterprise," she said. "Burberry is now the most widely followed fashion brand on Facebook. It's successful not just because it makes great clothes but because it understands the importance of sparking interest in the community and using social media to engage and delight their consumers." Of course, Facebook has its own reasons for promoting brands who have enthusiastically adopted its platform, but there is no doubt that with more than 6.5 million Facebook fans and an impressive array of digital initiatives, Burberry's reputation as one of the world's most sophisticated digital operators has now become a core part of its brand DNA. So, I was surprised to receive a pre release email from New York's L2 thinktank about their new 'Facebook IQ' report that ranks Burberry 49th amongst 100 prestige brands, giving them an overall rating of 'Average'. Only 8 months ago, the same organisation rated Burberry as 'Genius' in its annual Digital IQ index. Is Burberry's digital prowess really waning? "One of eight minutes spent on the Internet is on Facebook," writes L2 founder Scott Galloway in the report's introduction. "The platform's velocity of adoption is unprecedented, and as it gets bigger, it grows faster, both in number of users and time spent." But Galloway goes on to knock prestige brands for "maintaining a monocular focus on the size of their Facebook community," saying "they have failed to embrace the authentic two way communication and marketing activation required to monetize the platform." These are fair criticisms of many luxury brands who have been overly focused on the race for fans rather than embracing the radical mindset changes necessitated by the rise of digital and social media. As I wrote back in February, too many brands are focused on the surface of social media as a marketing tool, without thinking more deeply about how to support core business objectives. L2 told the FT's Vanessa Friedman, who was also caught by surprise, that Burberry was penalised, amongst other reasons, "because it is one of the 20 percent of brands that does not allow fans to post on its wall, suggesting they aren't yet ready to abandon command and control, because the brand does not allow fans to upload photos or videos to its Facebook page, and because it doesn't respond to fans or maintain any two way communication." That's a mouthful, and indeed, most of the report's accounting of Burberry's behaviour on Facebook is factually correct. The trouble with this kind of checklist methodology, however, is that it takes a one size fits all approach, lumping brands together from across a number of sectors automobiles, beauty, fashion, champagne and assuming that they should all tick the same boxes, regardless of the differences in their underlying business strategies, price points, brand positioning, and product portfolios, which may actually necessitate different kinds of consumer engagement, across different kinds of media. Despite its undeniable importance, considering Facebook separately from other channels of communication is a questionable way of evaluating success, digital or otherwise. Today, we are living in a multichannel environment where a consumer may first see a product in a magazine, research it online, purchase it in a bricks and mortar store, complain about it on Twitter or Facebook, and ultimately have their issue resolved over the telephone. A brand's engagement with consumers lives across all of these touchpoints, for which different brands will, by necessity, pursue different strategies. Take Tory Burch, for example, which was rated 'Genius' by the L2 report, making it the top ranked fashion brand. Positioned as an accessible fashion brand, Tory Burch products typically cost less than $500, making them readily affordable for many consumers, and accessible even to those who are only able to splurge once in a while. Part of what defines the brand is its openness, as personified by its aspirational but accessible founder who tweets from her travels, sharing experiences from her day to day life. The Tory Burch Facebook page allows consumers to post to its page, even if this does not always shed a positive light on the brand or its products. "I love your products but the quality is like a cheap chinese (sic) knock off," writes one Facebook user, Yun Kum Collins. Other fan posts on the noisy Discounted Tory Burch Shoes page include an appeal for anti stalking laws, a photograph of a broken Discounted Tory Burch Shoes, and questions about potential Discounted Tory Burch Shoes counterfeit sites. Some, but not all, of these comments are addresseFor years, digital media experts and observers, including those on this website, have held up Burberry as an example of a luxury fashion brand that's effectively embracing today's digital world. Last year, Joanna Shields, Vice President EMEA for Facebook, the world's largest social network now with more than 700 million registered users, took that one step further. "Burberry is no longer just a fashion company today they are a thriving media enterprise," she said. "Burberry is now the most widely followed fashion brand on Facebook. It's successful not just because it makes great clothes but because it understands the importance of sparking interest in the community and using social media to engage and delight their consumers." Of course, Facebook has its own reasons for promoting brands who have enthusiastically adopted its platform, but there is no doubt that with more than 6.5 million Facebook fans and an impressive array of digital initiatives, Burberry's reputation as one of the world's most sophisticated digital operators has now become a core part of its brand DNA. So, I was surprised to receive a pre release email from New York's L2 thinktank about their new 'Facebook IQ' report that ranks Burberry 49th amongst 100 prestige brands, giving them an overall rating of 'Average'. Only 8 months ago, the same organisation rated Burberry as 'Genius' in its annual Digital IQ index. Is Burberry's digital prowess really waning? "One of eight minutes spent on the Internet is on Facebook," writes L2 founder Scott Galloway in the report's introduction. "The platform's velocity of adoption is unprecedented, and as it gets bigger, it grows faster, both in number of users and time spent." But Galloway goes on to knock prestige brands for "maintaining a monocular focus on the size of their Facebook community," saying "they have failed to embrace the authentic two way communication and marketing activation required to monetize the platform." These are fair criticisms of many luxury brands who have been overly focused on the race for fans rather than embracing the radical mindset changes necessitated by the rise of digital and social media. As I wrote back in February, too many brands are focused on the surface of social media as a marketing tool, without thinking more deeply about how to support core business objectives. L2 told the FT's Vanessa Friedman, who was also caught by surprise, that Burberry was penalised, amongst other reasons, "because it is one of the 20 percent of brands that does not allow fans to post on its wall, suggesting they aren't yet ready to abandon command and control, because the brand does not allow fans to upload photos or videos to its Facebook page, and because it doesn't respond to fans or maintain any two way communication." That's a mouthful, and indeed, most of the report's accounting of Burberry's behaviour on Facebook is factually correct. The trouble with this kind of checklist methodology, however, is that it takes a one size fits all approach, lumping brands together from across a number of sectors automobiles, beauty, fashion, champagne and assuming that they should all tick the same boxes, regardless of the differences in their underlying business strategies, price points, brand positioning, and product portfolios, which may actually necessitate different kinds of consumer engagement, across different kinds of media. Despite its undeniable importance, considering Facebook separately from other channels of communication is a questionable way of evaluating success, digital or otherwise. Today, we are living in a multichannel environment where a consumer may first see a product in a magazine, research it online, purchase it in a bricks and mortar store, complain about it on Twitter or Facebook, and ultimately have their issue resolved over the telephone. A brand's engagement with consumers lives across all of these touchpoints, for which different brands will, by necessity, pursue different strategies. Take Tory Burch, for example, which was rated 'Genius' by the L2 report, making it the top ranked fashion brand. Positioned as an accessible fashion brand, Tory Burch products typically cost less than $500, making them readily affordable for many consumers, and accessible even to those who are only able to splurge once in a while. Part of what defines the brand is its openness, as personified by its aspirational but accessible founder who tweets from her travels, sharing experiences from her day to day life. The Tory Burch Facebook page allows consumers to post to its page, even if this does not always shed a positive light on the brand or its products. "I love your products but the quality is like a cheap chinese (sic) knock off," writes one Facebook user, Yun Kum Collins. Other fan posts on the noisy Discounted Tory Burch Shoes page include an appeal for anti stalking laws, a photograph of a broken Discounted Tory Burch Shoes, and questions about potential Discounted Tory Burch Shoes counterfeit sites. Some, but not all, of these comments are addressed by referring consumers to a Discounted Tory Burch Shoes email address or providing links where more information can be found. Burberry is using its Facebook page as a mechanism for creating social objects, to be engaged with, shared, discussed and propagated by its fans, as opposed to using it as a primary customer service channel. In this way it is less about a "two way" conversation between a brand and its fans and more about inspiring engagement and conversation with and amongst the fans themselves. "Our fans are the benchmark for us," continued the spokesperson. "The growth indicates they are engaged and sharing with their friends. We also look at how long they spend on the site, how much they spend viewing and commenting with all the different content and then move between our various platforms in a truly cross platform, sharing community." This is not to say that effective handling of customer complaints is not important, just that for Burberry, Facebook may not be the best place to do so, especially with its complex hierarchy of sub brands, product lines and price points..

Thanks to a rush of orders from automakers, suppliers are cranking up production in North America. Feeling more confident about the next few years, suppliers are hiring and adding machinery and production lines, and even building plants. The extreme caution that followed the Great Recession of 2008 and 2009 is dissipating. BMW, Volkswagen and Mercedes Benz also are boosting orders, he said. "The export demand for those brands is much higher than planned, and we are trying to meet demand." According to a January survey of 109 suppliers by the Original Equipment Suppliers Association, 64 percent of respondents said they were optimistic about their outlook for the next 12 months, up from only 27 percent in a November survey. sales were much stronger than expected. GKN's factory in Celaya, Mexico, was struggling to meet growing demand for constant velocity joints, which allow the drive shaft to transmit power to the wheels. GKN, which makes CV joints mostly for front wheel drive vehicles, decided to get around the problem of limited capacity in North America by producing some CV joints in Europe for shipment to North America. "We made the decision at the tail end of last year," said Max Owen, president of GKN Driveline Americas. "We were working at the limit of our capacity." Production in Europe buys time for GKN to expand its North American plants, Owen said. In May, the Celaya complex will begin operating a new forge. By 2015, Celaya will produce 9 million CV joints a year, up from 3 million in 2005. GKN's plants in North Carolina and Ohio also are producing close to capacity, Owen said. "We are adding capacity across the board. There isn't a single product line that isn't growing strongly," he noted. Owen says GKN will meet rising demand in North America, but he fears the industry may suffer spot shortages. "I believe there are going to be bottlenecks," Owen said. "No supplier wants to be the weakest link, but there's always one. That would be up from 13.1 million units in 2011, but remains well behind 2007 production of 15.2 million. But suppliers are optimistic about the region's long term prospects, and they are investing accordingly. This spring, for example, Hella KG Hueck Co. will start construction of a $97 million factory in Irapuato, Mexico, to produce headlamps and taillights. The plant will produce 1.2 million headlamps and 1.5 million taillights annually, and production is scheduled to begin in mid 2013. Hella's North American plants are running at 75 to 80 percent of capacity hardly a sign of distress. But in November the German supplier decided to expand those plants to accommodate future growth. Credit is flowing With global original equipment sales of $3.5 billion in 2010, Hella can pay for such expansions out of its cash flow. But some suppliers especially small manufacturers are less fortunate. After the recession, many suppliers were unable to get bank loans to buy equipment or build new plants. Now the cash crunch is easing. At Precision Stamping, President John Parke in recent months overcame his reluctance to take on debt and obtained a $500,000 line of credit at 3 percent interest. The Howell, Mich., company will add storage space and make room in its factory for a newly purchased 300 ton press. The small family owned business, which has annual revenues of about $10 million, produces parts for engines and fuel systems as well as other components. "My dad lived during the Depression," Parke said. "He knew the value of a nickel, and he didn't like the banks. But we got a loan for the expansion. With interest rates so low, my CFO said the money was practically free." 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