Book description
This book bridges the gap between strengthening the 'employee brand' and the building 'external brand image' by synthesizing the two approaches. The result is a blurring of the boundaries and assigning creative powers to both. A customer has a number of interactions with the company, and each of these interactions has an impact on the brand equity account – either positive or negative. Examples of interactions include: the product itself, the purchasing process, the consumption experience, the 'face' of the organization, the call center, media etc. The real issue for the company is how to translate the optimized 'ideal' customer journey into effective company programmes, how to track their progress and their actual impact on brand equity, customer satisfaction and loyalty.
This book takes a holistic view to brand management and distills this complex system into palatable chunks, involving all functions of the company. The book demonstrates the effect of an organization that facilitates and rewards employee brand commitment on 'external brand equity (eg: customer satisfaction and loyalty) and 'internal brand equity' (eg: product improvement and innovation potential resident in the organization).
While the more obvious benefits of this approach include the usual suspects such as increased sales and revenues, less obvious benefits include employee stress reduction through the elimination of tensions and incongruity between external and internal value systems. The result is a significant contribution to creativity, brand commitment, overall employee satisfaction and, finally, a company's ability to attract and retain talent.
The above is achieved via a very practical, step-by-step guide, lavishly illustrated with case studies from over 100 fascinating brands (the authors have researched and surveyed companies such as: Aer Lingus, BMW, BP, Deutsche Bank, Ducati, Edun, Google, innocent drinks, Lacoste, Lego, Manner, Maggi, Orange, Old Mutual, Rabobank, Sony, SOS Childrens Villages, Siemens, Thomas Sabo, TED/United, TUI, UBS, Vauxhall, Wal-Mart, Wikimedia, any many more) the authors are able to paint a very real picture of the issues facing business and provide powerful solutions. Refreshingly, this book draws on examples from across the globe, giving the book cultural depth. Each case helps demonstrate the arguments put forward by the authors.
After reading this book the audience should be able to answer the following questions:
How can I build a strong brand? Where do I start? Which analyses do I have to conduct? Who needs to be involved?
How can I make sure every part of the organisation lives the brand?
How can I revive the brand ? How can I create a new and relevant connection between the brand and key target audiences?
How can I develop and expand the brand? How can future orientation become part of the brand?
How can I best structure the brand portfolio? Which role should each of the brands adapt in order to optimise results?
How do I best manage the brand? How do I cultivate and empower brand enthusiasts in the organisation? How do I foster and leverage networked collaboration?
Table of contents
- Cover Page
- Title Page
- Copyright
- Dedication
- CONTENTS
- PROLOGUE
- INTRODUCTION
-
PART I: SETTING THE STAGE
- CHAPTER 1: MARKET FORCES
-
CHAPTER 2: EMERGING STRATEGIES TO ADDRESS MARKET FORCES
- BRINGING THE CORPORATION INTO THE BRAND
- CASE STUDY: SUCCESSFUL DIFFERENTIATION THROUGH CORPORATE BRANDING IN INSURANCE
- CASE STUDY: INNOCENT DRINKS IS STAYING AUTHENTIC
- FOCUS ON CSR
- CASE STUDY: BP – “BEYOND PETROLEUM” 21
- CASE STUDY: STARBUCKS
- ONLINE CUSTOMER INTERACTION
- CASE STUDY – BRINGING THE ONLINE WORLD INTO THE LEGO CUSTOMER EXPERIENCE
-
PART II: A FRAMEWORK FOR COPING
-
CHAPTER 3: BRAND FRAMEWORK FOR BUILDING CONNECTIVE BRANDS
-
BRAND STRATEGY – THE FACE OF BUSINESS STRATEGY
- Role of the brand vis-à-vis business strategy
- Strategic role of the brand in the organisation
- Brand content
- Brand principles
- A small number of brand principles (value core)
- Hierarchy of brand principles
- Brand principles on value level
- Differentiation
- Heritage versus aspirational
- Brand promise
- Brand vision
- Brand architecture
- House of brands strategy
- Branded house strategy
- BRAND MANAGEMENT
-
BRAND BUILDING THROUGH ENGAGEMENT
- Employee engagement
- Key issues
- Approach to employee engagement for connective brands
- The employee engagement programme needs to embody the brand promise
- Connective brands engage all levels of the organisational hierarchy
- Connective brands engage employees with the help of brand role models
- Connective brands engage employees by employee type
- Connective brands engage employees across all phases of brand building
- Initial brand training
- Check-up
- Celebrate early successes
- Embracing the brand
- CASE STUDY: AWARD-WINNING EMPLOYEE ENGAGEMENT PROGRAMME AT GM
- CUSTOMER ENGAGEMENT
- CASE STUDY: ARAL – THE LARGEST FILLING STATIONN ETWORK IN GERMANY
- BRAND BUILDING THROUGH ALIGNMENT OF PROCESSES AND STRUCTURES
-
BRAND STRATEGY – THE FACE OF BUSINESS STRATEGY
-
CHAPTER 3: BRAND FRAMEWORK FOR BUILDING CONNECTIVE BRANDS
-
PART III: CRITICAL SUCCESS FACTORS FOR MAKING IT HAPPEN
-
CHAPTER 4: PRACTICAL APPLICATIONS – STAKEHOLDER ENGAGEMENT
-
EMPLOYEE ENGAGEMENT
- Critical success factor #1: Engaging top management
- Critical success factor #2: Engaging role models
- Critical success factor #3: Networked collaboration
- Critical success factor #4: Building brands on simple and powerful ideas
- Critical success factor #5: Ensuring that employees experience the brand values first hand
- Critical success factor #6: Demonstrating relevance to employees
- Critical success factor #7: Translating the meaning of values
- Critical success factor #8: Maintaining employee engagement
- CASE STUDY: TED – HOW ORGANISATIONAL CIRCUMSTANCES IMPACT EMPLOYEE ENGAGEMENT
-
ENGAGING CUSTOMERS
- Critical success factor #1: Authenticity (Do as you say)
- Critical success factor #2: Focusing on the most important moments of truth
- Critical success factor #3: Bringing “online” into the brand
- Critical success factor #4: Retaining relevancy to core users
- Key success factor #5: Engaging different cultures
- Key success factor #6: Paying attention to detail
- Key success factor #7: Find simple but powerful ways to connect
- ENGAGING OTHER STAKEHOLDERS
- THE CASE OF DUCATI – ENGAGING EMPLOYEES, CUSTOMERS AND OTHER STAKEHOLDERS
-
EMPLOYEE ENGAGEMENT
-
CHAPTER 5: PRACTICAL APPLICATIONS – THE PROCESS OF ALIGNMENT
- STEP 1 – DESIGN BRAND STRATEGY
- CASE STUDY: OLD MUTUAL GROUP
- CASE STUDY: AER LINGUS
- CASE STUDY: WIKIPEDIA
- CASE STUDY: TUI
- STEP 2 – DESIGN BRANDING TEAM
- CASE STUDY: GATEGROUP
- CASE STUDY: NETAPP
- STEP 3 – DESIGN AND ENABLE BRAND EXPERIENCE
- STEP 4 – MEASURING BRAND EXPERIENCE
- STEP 5 – IMPROVING BRAND EXPERIENCE
- FINAL STEP: REGULAR REVIEW OF BRAND STRATEGY
- CASE STUDY: SOS CHILDREN'S VILLAGES
- SHOWCASE: VAUXHALL
- CONCLUSION
-
CHAPTER 4: PRACTICAL APPLICATIONS – STAKEHOLDER ENGAGEMENT
- EPILOGUE – THE LAW OF THE SEVENTH GENERATION?
- INDEX
Product information
- Title: Connective Branding: Building Brand Equity in a Demanding World
- Author(s):
- Release date: December 2008
- Publisher(s): Wiley
- ISBN: 9780470512401
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