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How language reveals barriers to success
Gill Ereaut, Market Leader, Quarter 1, 2013, pp. 34-36
When a corporate brand needs radical change, there are typically barriers in the organisation's internal culture that make change difficult to achieve.
When a corporate brand needs radical change, there are typically barriers in the organisation's internal culture that make change difficult to achieve. Habits of language in an organisation matter, because they sustain basic ideas such as who we are, what we do, who the customers and stakeholders are and what the relationship is between 'us' and 'them'. Using a recent brand renovation project for the charity Prostate Cancer UK as an illustration, this article shows how closely analysing a company's internal language reveals these barriers and provides an effective way to make changes.
Corporate brand value
James R. Gregory, Admap, December 2011, pp. 14-15
Consumer goods companies such as Unilever, Procter & Gamble and Nestlé place the main focus of their branding efforts on their individual brands, while the likes of Colgate-Palmolive and Coca-Cola reap huge value from their corporate branding.
Consumer goods companies such as Unilever, Procter & Gamble and Nestlé place the main focus of their branding efforts on their individual brands, while the likes of Colgate-Palmolive and Coca-Cola reap huge value from their corporate branding. Research shows that the corporate brand accounts for between 5% to 7% of market capitalisation of the companies tracked. Corporate brand value varies significantly by type of industry and general economic conditions. This article puts forward the arguments for why companies should aim to boost this and ways in which it can be made to happen.
How IBM rebuilt its brand around 'Smarter Planet'
Geoffrey Precourt, Event Reports, ANA Masters of Marketing, October 2011
This article, based on the presentation of Jon C. Iwata, IBM SVP/marketing and communications to the ANA's annual Masters of Marketing convention, describes the company's repositioning from PC brand to business solutions provider.
This article, based on the presentation of Jon C. Iwata, IBM SVP/marketing and communications to the ANA's annual Masters of Marketing convention, describes the company's repositioning from PC brand to business solutions provider. The journey began in 2003 with a company-wide, 72-hour 'ValuesJam' on the IBM intranet to discuss what the company meant and stood for. From this, a mission statement came: "We believe in progress - that the application of intelligence, reason and science can improve business, society and the human condition." From selling PC products, IBM started selling its "corporate character". The resulting 'Smarter Planet' program had a distinctly more informative tone than before, and has consistently delivered the same message. The results are reflected in the brand value of IBM which has grown 30% over the period, at a time when key competitors have recorded single-digit increases.
Powering up Dell
Todd Wilkinson, ANA Magazine, August 2011, pp. 11-16
Karen H. Quintos, senior vice president and cmo of Dell, is interviewed about Dell's global brand platform, "The Power to Do More".
Karen H. Quintos, senior vice president and cmo of Dell, is interviewed about Dell's global brand platform, "The Power to Do More". It is an attempt to connect with customers at a higher aspirational level, and in the company is seen as an internal organizing principle ad an external aspirational value.
Authenticity and brands - Golin Harris at the Cannes Lions International Festival of Creativity
Joseph Clift, Event Reports, Cannes Lions, June 2011
A report from a workshop given by PR firm Golin Harris at the 2011 Cannes Lions festival. The firm offers an 11-step programme for companies to make themselves seem more authentic to consumers.
A report from a workshop given by PR firm Golin Harris at the 2011 Cannes Lions festival. The firm offers an 11-step programme for companies to make themselves seem more authentic to consumers. Tips include: "unleash the CEO" to answer difficult questions from the public, make sure CSR programmes align with what the company sells, and keep the brand promise simple and easy-to-understand.
Point of View: Why thought leadership leads
John Woodward, Admap, June 2011, pp. 7-7
The internet is changing the dynamics of business decision-making, with the result that thought leadership is increasingly seen as a vital B2B tool.
The internet is changing the dynamics of business decision-making, with the result that thought leadership is increasingly seen as a vital B2B tool. The environmental, social and investor consequences of business decisions are scrutinised by press, government and activists. taking the initiative on thought leadership generates owned media for a business, allows it to set an agenda that favours its offer, creates enduring relationships and promotes a positive message about the brand's contribution to society.
Driving value with corporate identity (Landor Perspectives 2010)
Lulu Raghavan, WPP Atticus Awards, Highly Commended, 2010
Lulu Raghavan of Landor Associates emphasises the importance of corporate identity to a brand, namely, the name, graphic, wordmark and tagline.
Lulu Raghavan of Landor Associates emphasises the importance of corporate identity to a brand, namely, the name, graphic, wordmark and tagline. She argues that a strong corporate identity allows a brand to differentiate itself from the competition, initiate dialogue with stakeholders and she gives tips on how best way to approach changing a corporate identity. Brands cited as having strong corporate identities include FedEx, BP and Facebook.
Brand New: Innovation in a challenging world
Fiona Dawson, British Brand Group, The 10th Brands Lecture, 2010
In this lecture, Fiona Dawson, Managing Director, of Mars Chocolate, describes the importance of innovation to brand growth, and outlines some successful approaches to brand innovation.
In this lecture, Fiona Dawson, Managing Director, of Mars Chocolate, describes the importance of innovation to brand growth, and outlines some successful approaches to brand innovation. She begins by arguing that brands are as important to products as names are to people, and cites statistics to underpin her core argument that innovations come off a strong brand base. She argues that correct product concept and positioning and resource planning are key to successful brand innovation.
Turn identity strength into marketing muscle
Larry Ackerman, Admap, June 2010, pp. 40-41
Every CMO's main challenge is 'marketing' the identity of the company. This is not the same as the brand: identity is cause; brand is effect.
Every CMO's main challenge is 'marketing' the identity of the company. This is not the same as the brand: identity is cause; brand is effect. The company's identity is a potent marketing force because it unifies disparate operations and initiatives in ways that make it possible to make the right product development, market penetration, sales management and messaging decisions. The Identity Impact Survey shows that increases in identity strength translate into predictable increases in revenue, which grow exponentially as group size expands. The results give CMOs a new framework for getting below the surface of the challenges they must meet.
Spanair: Turning a crisis into an opportunity (Landor Perspectives 2009)
Luis Manzano, WPP Atticus Awards, Winner, 2009
This paper discusses how crises represent both danger and opportunity for brands, depending on how companies are prepared for and manage them.
This paper discusses how crises represent both danger and opportunity for brands, depending on how companies are prepared for and manage them. The airline Spanair's reaction to a 2008 plane disaster is an example of poor crisis management, as is Exxon's response to the 1989 Valdez oil spill. However, Johnson & Johnson's handling of the 1982 Tylenol case illustrates better practice. The paper sets out recommendations of how Spanair could go about restoring its reputation.
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