The goal of this research was to determine the role color plays in product or brand development, as well as, the practices and procedures organizations employ to effectively devise and execute a strategy to leverage color. It presupposed that consumers have strong emotional associations to color that are leverageable by firms and therefore explored how color professionals perceive consumers' reaction to color in products and brands so as to uncover how emotions can be leveraged through this bonding process to add and extract value. Literature pertaining to the relationship between strategy, color and emotions was reviewed, and forty-two color professionals were interviewed as part of this qualitative study, through a combination of focus groups and individual interviews. Questions were categorized into three clusters where participants were asked to define color strategy and color leadership, share their organizational perspective on color and discuss the various means by which they understood color to add value to products and brands. Other areas examined specific practices and process used within organizations to leverage color. In summary, this research identified that color strategy exists. However, currently the notion of color strategy is quite limited in many of today's firms and this study's findings uncover gaps that need to be filled in order for firms to successfully leverage color strategically.
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