Latest news with #brandmanagement
Zawya
14-05-2025
- Business
- Zawya
KMH Events rebrands to KMH Dubai as its services expand to encompass full brand support
KMH Events, founded by entrepreneur Kelly Marie Hodgkin, has rebranded as KMH Dubai, marking a significant milestone in its evolution. Kelly founded her original events and promotions company in 2009, building a strong reputation working on numerous high-profile projects, including The Amazing Race, the Global Soccer Awards, the Dubai World Cup, and the Abu Dhabi Formula One. The firm later added networking events, entrepreneurial retreats, and business mentoring under the KMH Events umbrella. The rebrand to KMH Dubai reflects its latest stage of growth, providing comprehensive brand management solutions. While events and mentoring remain a key part of its offering, KMH Dubai also offers a full suite of services to build strong, sustainable brands through various channels. KMH Dubai Founder Kelly Marie Hodgkin commented: 'As the market changed and our client base developed over the years, we have always gone above and beyond to assist companies in achieving their goals. We started with a focus on events, growing to encompass business mentoring and we have now become a powerhouse for brand management. This new identity represents our commitment to helping entrepreneurs accelerate their success and stand out from the competition through tactics including individual coaching, social media and marketing, and high-impact activations. I am excited about this next stage and grateful for the dedication of my team, who put our promise into practice every day.' In addition to its presence in the UAE, KMH Dubai is expanding its footprint in the UK, working with a growing client base that includes the Glasgow-born café chain Caffe Monza. The company also hosts its renowned business masterclasses in the UK, empowering entrepreneurs with the insights and tools they need to excel.
Skift
12-05-2025
- Business
- Skift
Emirates Just Made First Class More Exclusive – It's a Smart Brand Strategy
Bloggers may be up in arms, but Emirates understands that scarcity creates desire and exclusivity protects brand equity. On Experience Colin Nagy is a marketing strategist and writes on customer-centric experiences and innovation across the luxury sector, hotels, aviation, and beyond. You can read all of his writing Colin Nagy is a marketing strategist and writes on customer-centric experiences and innovation across the luxury sector, hotels, aviation, and beyond. You can read all of his writing here Few companies excel at brand management like Emirates. I'm talking about the clarity of their brand promise, the consistency of execution across touch points (advertising, digital, app, and in lounges and onboard), and continuous innovation. Plus, Emirates understands the importance of exclusivity. This strategic discipline has paid off. The brand consistently ranks among the world's most valuable airline brands, currently number 4 globally with a brand value of $7.4 billion, according to Brand Finance, and generated $33 billion in revenue in 2023-24, with premium cabins driving significant yield premiums. And good brand strategy is knowing when to say no. So I wasn't entirely surprised when I saw Emirates announce that its first-class product can now only be booked by Emirates Skywards members at the Silver, Gold, or Platinum tier. The collective gasp you heard on the internet this weekend was points bloggers, mileage runners, and YouTubers, disappointed by the change. I understand the negative reaction, but for the Emirates brand, it was strategically brilliant. Protecting the First-Class Experience For a long time, Emirates has benefitted from the halo of its first-class product: the Game Changer suites, the A380 showers ( highlighted by a memorable Jennifer Aniston spot), and the accoutrements like the if-you-know-you-know grey tote, Bvlgari products, and black notebook. Emirates' first class has become a grail item for bloggers and other people who like to hack systems and broadcast their experiences. In fact, Emirates reviews are a surefire way to goose YouTube engagement. The problem is for the core audience. These are people spending actual money to sit up front, or elite, regular customers of the airline, and this cabin is the last place you want to be annoyed by people broadcasting every molecular detail of their experience and asking for a third serving of caviar. It diminished the cabin experience for other paying customers. And that's why Emirates' decision to restrict access is brand protection at its finest and why I'm all for it. Emirates calculated that it has already built up enough brand value from the social proliferation of the first-class product, and that it was time to assert its exclusivity. The economics here are counterintuitive. Emirates has among the largest first-class cabins in the world, up to 14 suites on some A380s, and award redemptions aren't cheap giveaways. With prices often exceeding 200,000 miles plus substantial taxes, Emirates likely makes money on these redemptions. This move isn't about filling seats or protecting yield; it's about deciding who fills them. Emirates is borrowing from the luxury playbook here: Think Hermès limiting Birkin bag purchases or Rolex's notorious waitlists. The psychology is identical: scarcity creates desire, and exclusivity protects brand equity. When everyone can access your premium product (and annoy other passengers as they document it), it ceases to be premium. They are taking a cue from Air France, which has been arguably the best executor of luxury service with its La Première product. Air France makes it notoriously hard to book, and often limits it to the higher levels of its own loyalty program or other Skyteam members. It is hard to hack, and thus the allure, and privacy, is heightened for the people paying for the product. These moves come as more airlines are deciding to double down on first-class products: British Airways is investing £400 million in its new first-class suite, Lufthansa is retrofitting its A350s with Allegris First, and Singapore Airlines continues to expand its suite-equipped fleet. But product innovation alone isn't enough. As Emirates demonstrates, protecting the exclusivity of that product is equally crucial. In an era where every experience is Instagrammed and TikToked, Emirates' move is a reminder that there are still moves to ensure that luxury still values discretion over hyper disclosure. Sometimes the best brand management decision is knowing when to say no.
