Web comment

What’s in a name?

Associate editor (features) Ruth Mortimer wrote a column last week on Pizza Hut’s recent rebranding exercises. You said:

I do care about the name of the brand and don’t want it to be called “Pasta Hut” or “The Hut”. That was one of the silliest campaigns I’ve ever heard of from a well-known brand. Can’t they stop messing around?

Ana Jesus

Here in the US, the “Pasta Hut” thing was strictly an April Fool’s joke. We recently ordered some Pizza Hut pizzas, which came in the new boxes with the bold “The Hut” graphics – finally they’ve dumped the milquetoast, recycled image and done something interesting. I say bravo!

Dave

Who cares about the name of a pizza chain restaurant? As long as the pizza is still made the same way, I couldn’t care less.

Ryan

I’m not sure what short bus their marketing department just stepped off, but I wouldn’t want to eat at a place that conjures up this image: www.youtube.com/watch?v=nqQh60V48WI

Jafenhasen Bunglebeard

Dixons got it right

Andrew Harrison wrote last week’s cover feature – his take on how clusters of super-marketers have emerged at various brands to form the next generation of UK business chiefs. You said:

As a former Dixonian, I agree with your analysis, but there was something more than the “sink or swim” culture there. From the late Nineties, it was a business that thrived on its preparedness to support courageous hunches. Not every initiative succeeded, but those that did worked because Dixons was prepared to take a punt on the new. I can’t think of a business of the same size that is or was prepared to support decisions based on retail instinct in quite the same way. That made it a brilliant training ground for executives.

Hamish Thompson

Latest from Marketing Week

Marketing through the ages: The 2000s bring the dilemmas of digital

As part of our 40th birthday celebration, we asked previous editors to sum up marketing and Marketing Week during their time at the helm. Ruth Mortimer was editor in the early 2010s as the impact of digital led to real challenges over scale versus consolidation of power, audience versus context and personal versus personalisation.

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