<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom"><channel><title>Crisis on The Findings Report</title><link>https://www.findingsreport.com/tags/crisis/</link><description>Recent content in Crisis on The Findings Report</description><generator>Hugo</generator><language>en-us</language><lastBuildDate>Sun, 05 Mar 2017 15:49:00 -0800</lastBuildDate><atom:link href="https://www.findingsreport.com/tags/crisis/index.xml" rel="self" type="application/rss+xml"/><item><title>Why the Uber Brand is Probably Not in Danger ... Yet</title><link>https://www.findingsreport.com/2017/03/05/why-the-uber-brand-is-probably-not-in-danger-yet/</link><pubDate>Sun, 05 Mar 2017 15:49:00 -0800</pubDate><guid>https://www.findingsreport.com/2017/03/05/why-the-uber-brand-is-probably-not-in-danger-yet/</guid><description>&lt;p&gt;Today I did something I’ve never done before. I did business with Lyft, the ride-sharing service. Don’t be mistaken. I’m not a nube to ride-sharing. I’ve been a loyal Uber rider for many years (with a stellar rating, I might add). Until today, I’ve never felt the need to try the competition. I’m very loyal to brands. Would you want anything else from a guy who preaches the gospel of building brand attachment and loyalty? You have to do a lot to make me switch. My decision today was deliberate and a direct reflection of the state of the Uber brand. The question is: was my action reflective of a broader consumer trend, or just the protest of a values-branding zealot.&lt;/p&gt;</description></item></channel></rss>