“The astronomical growth in the wealth and cultural influence of multinational corporations over the last fifteen years can arguably be traced back to a single, seemingly innocuous idea developed by management theorists in the mid-1980s: that successful corporations must primarily produce brands, as opposed to products.” 

This passage succinctly captures the central proposition of Part 1 of No Logo. From roughly the mid-1980s onward, corporations shifted focus from producing commodities to creating more elaborate forms of branding and marketing. This allowed for an extension of corporate logic to previously unthinkable facets of life, from schools to cultural events.

“Though the words are often used interchangeably, branding and advertising are not the same process. Advertising any given product is only one part of branding’s grand plan, as are sponsorship and logo licensing. Think of the brand as the core meaning of the modern corporation, and of the advertisement as one vehicle used to convey that meaning to the world.” 

Another important conceptual point laid out early on in No Logo is the peculiar strategy of branding. Unlike traditional advertising, which aims to inform consumers about a certain item, branding refers to the broader process by which a corporation accrues various cultural meanings and significations tangentially related to its products. Advertising is just one part of branding, which is, as Klein suggests, in principle without limit. 

“So the real legacy of Marlboro Friday is that it simultaneously brought the two most significant developments in nineties marketing and consumerism into sharp focus: the deeply unhip big-box bargain stores that provide the essentials of life and monopolize a disproportionate share of the market (Wal-Mart et al.) and the extra-premium ‘“attitude’“ brands that provide the essentials of lifestyle and monopolize ever-expanding stretches of cultural space (Nike et al.). The way these two tiers of consumerism developed would have a profound impact on the economy in the years to come.” 

This passage encapsulates the importance of Marlboro Friday for Klein. Following the economic recession of the early 1990s, major companies split into two key categories: low-cost retailers like Walmart and upmarket specialty brands like Nike and Starbucks. While the first group relied on scale to keep costs low, the second prioritized brand imaging in order to maintain higher price points alongside generic competitors (precisely what Marlboro had failed to do).