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In luxury brand management, most industry players have realized that experiences are essential. However, most of what we know about designing customer experiences originates from work developed with and for mass brands. Luxury brands are an entirely different proposition – and require a very specific approach to brand management and marketing. After extensive research of the market in collaboration with Pernod Ricard, here are the seven things brands need to focus on in order to design and market a true luxury experience.

In December 2016, the Digital Society Institute hosted a workshop on requirements to create a compatibility of data protection and IT security regulation. Contributions to the workshop were given by Marit Hansen (ULD Schleswig-Holstein), Tomasz Lawicki (TeleTrusT working group “State of the Art Technology”), Steve Ritter (BSI) and Johannes Schlattmann (LVM).

The issue contains German text and English translation in one file.

In October 2016, the Digital Society Institute hosted a workshop dedicated to the topic of vulnerabilities at large and in particular of vulnerabilities in security products. The workshop included talks from Thomas Dullien (former Google Project Zero), Matthias Luft (ERNW), Dr. Christoph Peylo (T-Labs) and a comment from Michael Kranawetter, (Head of Information Security Microsoft Germany).

As charismatic leaders are more inclined to have personality traits predisposing them to unconventional, extreme and sometimes self- destructive behavior, there is a question of how those behaviors affect the followers, namely their acceptance of the leader and their willingness to share the leader’s vision. This study explores the interface between potential followers’ attribution of causes of positive and negative behavior of charismatic leaders, and the connection between the leader and followers through shared vision. The study proposes a measure to explore how the followers make attributions of positive or negative events for charismatic and non-charismatic leaders, and the extent to which they are likely to share the vision of a charismatic or a non-charismatic leader using a sample of real business executives. The study finds that the respondents are significantly more likely to share the vision of the charismatic leader, particularly following negative events involving the latter, and are significantly more likely to view negative behavior as less important, more acceptable and more caused by personal reasons. Charismatic leaders may be better able to ‘weather the storm’ when negative events happen compared to the non-charismatic ones. The paper concludes with a suggestion for a new maintenance model of charismatic leadership.