GSP PERSPECTIVES

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Fresh perspectives across branding, AI marketing and technology, published in rotation.

In addition to joint names: Jordan Brand re-engineer the brand content engine using Space Jam 's thirtieth anniversary

Jordan Brand used the thirtieth anniversary of Space Jam as an opportunity to launch a cross-motion product line, a new generation spokesperson campaign and long video series, and to upgrade YouTube to Jordan TV. This goes beyond the sale of shoes to the transformation of sports and recreational assets into a sustainable narrative system that seeks to increase simultaneously on the intellectual and moral boundaries of young people.

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Pre-merger recruitment of Polish food marketing directors: lead card position for brand integration rights

Unilever initiated the recruitment of senior Polish food marketing managers in 2026-9, prior to the completion of the food business and taste merger expected in 2027, to bring brands, classes and profit responsibilities to a country ' s leadership team and to set the interface between brand assets and organizational capabilities during the integration period, rather than waiting passively for the transaction to land.

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Coca-Cola takes the client business and McDonald's system into two lines of reporting: the key to channel branding is not who's in charge, but how to divide decision-making.

2026-9-28 Coca-Cola announced changes in client business and McDonald ' s team personnel: Mercadé was transferred to the post of Chief Client and Business Officer, Stewart took over the McDonald ' s Department and reported directly to the CEO. This paper analyses the operational implications of this adjustment from the governance structure, value mechanisms, organizational division of labour and sequencing of location.

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McDonald's NEXT strategy: moving from scale efficiency to rebalancing shares and experiences

McDonald's 2026 released the NEXT strategy, setting targets for an increase in the share of 2030 chicken and beverages by 1.5 percentage points, an increase in the turnover rate to the mid-point of 50% and an increase in efficiency at the restaurant level of approximately 250 basis points, and launching the Make It Golden experience commitment. This paper analyses the business logic and implementation conditions for moving from efficiency of scale to a rebalancing of share and experience.

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