I'm a quite famous brand - well, I like to think so. I'm available in most parts of the world and have pretty good market share and profitability in most markets. I've been around for quite a while (don't ask me my age), and hope that what they say about brands having no life cycles is true.

I have a brand manager (BM) who is quite senior in the company here, and he reports to a brand management committee that includes other brand managers in our product brand portfolio, plus corporate marketing, and various others who seem to be determined to influence my future in some way. People think strong brands have it easy, but that's not the case. Here's a typical day that I have to go through.

8.00 am:	Agency news. The worldwide advertising agency has got the boot, and has to re-pitch against the competition next month. Well, they've not done too badly, but I never thought they understood my personality very well. I hope the top guys give the new agency a thorough briefing - I seem to remember the last one wasn't too great.
9.00 am:	Panic in the camp. Europe had a quality problem in the French factory the day before yesterday that hit the press. There were actually accusations that I was poisoning people'. Why do the press always report the had news? Discussions here (most of which I can't repeat) centered around what we might say. They are still talking-faxes and phones are going berserk, and we still haven't replied to the public at all. This is going to get worse if Corporate Communications doesn't snap out of it. Haven't they heard of crisis management? And what about my image? People trust me; I stand for top quality! I feel a headache coming on, and I suspect others' heads will roll.
10.00 am:	Good news at last. I have been valued in dollar terms and have made it into the top 20 brands in the world. I've heen telling top management that I'm a strategic asset, not just a brand, but did they believe me? I restrain myself from saying, "I told you so."
11.00 am:	Request from Asia to change my personality to fit the local culture. My BM said, "No way." Good for him. He said that we have to he consistent with my brand character, but we can emphasize the more appropriate aspects in campaigns, and can use market communications to localize me a bit more.
12.30 pm:	Lunch and indigestion. I was asked to co-brand with a drinks brand that appeals to an entirely different audience. Thanks, but no thanks. Despite promises of more sales, which has the salesforce leaping up and down, my values just don't fit. I mean, really! Who wants to be seen arm-in-arm with a down- market product? Image is everything.
2.00 pm:	My BM was put on the spot by the chief marketing officer (prompted by an outside consultant, I suspect), who has asked him what business I am in. To make it clear, he said: "Not the company business, the business of your brand." A great question, and a predictable answer from my BM of: "Let me give that some serious thought." I wonder how long he's got to come up with the answer, and where this will lead us?
2.30 pm:	The rack. This is pure torture. They are having discussions about how far they can "stretch" me - or "extend the brand," as my BM puts it. Much talk of which target audience, why, will it work, what about my current positioning, etc. I feel most uncomfortable - like a patient being discussed by a group of specialists, some of whom are of doubtful origin and qualifications.
4.00 pm:	Message from London asking HQ to refresh me, as I'm looking a hit old-fashioned. Thanks a lot, guys ~ and what about yourselves? Well, I don't mind some new packaging if my fans like it, but let's be sensible and not do anything that is out of character. Evolution is OK - revolution is out. My BM says he will take a look at this.
4.30 pm:	Gloom all around. The markets have been down now for over two weeks, and recession is all the talk. People at the top want my talk time cut ~ "Reduce all A&P expenditure on all brands" came the imperative from on high. Argument ensues, with one camp saying "Cutting down is good if we focus a lot more," and the other saying "If our competitors are going to be quiet, now is the time to spend more, create more market share, and be remembered as the brand that was always there for people." I kind of like that last argument, hut I fear the cost cutters will win.
6.00 pm:	I was just about to call it a day when I heard that the proposed customer relationship management program for me has been given the go-ahead. Great! Now I can begin to get to know all my customers individually, and look after those who are high-value and have been very loyal to me. I hope the team doesn't get too caught up in technology, and that they concentrate on how better relationships can really benefit consumers.
6.30 pm:	Let's go out on a high note. I have to attend an event I've sponsored tonight. See you tomorrow!

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