book

Connective Branding: Building Brand Equity in a Demanding World

by Claudia Fisher, Christine Vallaster

December 2008

Intermediate to advanced

380 pages

8h 8m

English

Wiley

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BRANDS MUST ADDRESS MULTIPLE AUDIENCESBRAND VALUES MUST BE LIVED FROM WITHINBRANDS ARE BUILT ON INTERACTIVE RELATIONSHIPSCONNECTIVE BRANDINGSNEAK PREVIEW – DIFFERENCES BETWEEN TRADITIONAL BRANDING CONCEPTS AND CONNECTIVE BRANDINGFrom external image to lived valuesFrom insular to networkedFrom targeting customers to addressing all key stakeholders
AN ENVIRONMENT OF DISTRUSTCONTROL ISSUESCORPORATE SOCIAL RESPONSIBILITY (CSR 9) – TREND OR REMEDY?THE INTERNET MEGAPHONE
BRINGING THE CORPORATION INTO THE BRANDCorporate brands are value basedSingle set of values (“value core”)Role of employeesImpact on brand architectureFocusTargetCreation and Brand CarriersDeliveryOrganisational levelTime horizon and importanceCASE STUDY: SUCCESSFUL DIFFERENTIATION THROUGH CORPORATE BRANDING IN INSURANCEBackgroundChallengeApproachFOCUS ON AUTHENTICITYAuthenticity does not prescribe valuesAuthenticity is not the same as CSRAuthenticity is not heritage brandingAuthenticity is not a marketing strategyA few dimensions of authenticityCASE STUDY: INNOCENT DRINKS IS STAYING AUTHENTICBackgroundFOCUS ON CSRCSR is here to stayConsumers are looking to brands for guidanceNot every company needs to be a leader in CSRCSR includes a wide range of topics and issuesCASE STUDY: BP – “BEYOND PETROLEUM” 21CASE STUDY: STARBUCKSONLINE CUSTOMER INTERACTIONOnline interaction with individual customersOnline interaction with communitiesEngaging with customer-led communitiesCASE STUDY – BRINGING THE ONLINE WORLD INTO THE LEGO CUSTOMER EXPERIENCEBrand success that is rooted in heritage

BRAND STRATEGY – THE FACE OF BUSINESS STRATEGYRole of the brand vis-à-vis business strategyStrategic role of the brand in the organisationBrand contentBrand principlesA small number of brand principles (value core)Hierarchy of brand principlesBrand principles on value levelDifferentiationHeritage versus aspirationalBrand promiseBrand visionBrand architectureHouse of brands strategyBranded house strategyBRAND MANAGEMENTBrand ownershipStructure of the branding teamCore teamExtended teamInteraction with all other functions and departmentsResponsibilities of the core branding teamMetrics and monitoringWhat should be measured?Key issuesBRAND BUILDING THROUGH ENGAGEMENTEmployee engagementKey issuesApproach to employee engagement for connective brandsThe employee engagement programme needs to embody the brand promiseConnective brands engage all levels of the organisational hierarchyConnective brands engage employees with the help of brand role modelsConnective brands engage employees by employee typeConnective brands engage employees across all phases of brand buildingInitial brand trainingCheck-upCelebrate early successesEmbracing the brandCASE STUDY: AWARD-WINNING EMPLOYEE ENGAGEMENT PROGRAMME AT GMIncluding brand in incentive metricsBrand reminders and energisers (regular and spontaneous)Induction for new hiresConnective brands work with the idea of a “signature experience” for new hiresCUSTOMER ENGAGEMENTConnective brands engage customers along the loyalty pathwayCASE STUDY: ARAL – THE LARGEST FILLING STATIONN ETWORK IN GERMANYEngaging other stakeholdersNGOsPartners and suppliersRetailersShareholders and financial communityMulti-stakeholder engagementConclusionBRAND BUILDING THROUGH ALIGNMENT OF PROCESSES AND STRUCTURES
EMPLOYEE ENGAGEMENTCritical success factor #1: Engaging top managementCritical success factor #2: Engaging role modelsCritical success factor #3: Networked collaborationCritical success factor #4: Building brands on simple and powerful ideasCritical success factor #5: Ensuring that employees experience the brand values first handCritical success factor #6: Demonstrating relevance to employeesCritical success factor #7: Translating the meaning of valuesCritical success factor #8: Maintaining employee engagementCASE STUDY: TED – HOW ORGANISATIONAL CIRCUMSTANCES IMPACT EMPLOYEE ENGAGEMENTENGAGING CUSTOMERSCritical success factor #1: Authenticity (Do as you say)Critical success factor #2: Focusing on the most important moments of truthCritical success factor #3: Bringing “online” into the brandCritical success factor #4: Retaining relevancy to core usersKey success factor #5: Engaging different culturesKey success factor #6: Paying attention to detailKey success factor #7: Find simple but powerful ways to connectENGAGING OTHER STAKEHOLDERSCritical success factor #1: Reaching out to other stakeholdersCritical success factor #2: Translating the brand promise into engaging ideas for all key stakeholdersTHE CASE OF DUCATI – ENGAGING EMPLOYEES, CUSTOMERS AND OTHER STAKEHOLDERSBackgroundCreating a dialogue that engagesThe bike – an expression of design and innovationRacingDucati Desmo Owners Club (DOC)Ducati MuseumDucati University/Riding schoolEventsDucati storesAccessories and merchandiseEngaging media, celebritiesAchievements and challenges ahead
STEP 1 – DESIGN BRAND STRATEGYCritical success factor #1: Aligning competing valuesCASE STUDY: OLD MUTUAL GROUPCritical success factor #2: Aligning business strategy and brand strategyCASE STUDY: AER LINGUSCritical success factor #3: Aligning brand strategy and corporate cultureCASE STUDY: WIKIPEDIACritical success factor #4: Aligning brand architecture and brand visionCASE STUDY: TUISTEP 2 – DESIGN BRANDING TEAMCritical success factor #5: Aligning strategic role and power to actCritical success factor #6: Aligning different brand perspectivesCASE STUDY: GATEGROUPCritical success factor #7: Aligning strategic role and standing in the organisationCASE STUDY: NETAPPSTEP 3 – DESIGN AND ENABLE BRAND EXPERIENCECritical success factor #8: Aligning brand promise and brand experience (design)Critical success factor #9: Aligning processes and structures for brand delivery (enable)STEP 4 – MEASURING BRAND EXPERIENCECritical success factor #10: Aligning brand goals and metrics (measure the right things)Critical success factor #11: Aligning brand measurement strategies across the organisationSTEP 5 – IMPROVING BRAND EXPERIENCECritical success factor #12: Aligning intended brand experience with actual brand experienceFINAL STEP: REGULAR REVIEW OF BRAND STRATEGYCASE STUDY: SOS CHILDREN'S VILLAGESChanging societyKey issue – adapting to a new worldApproachThe “new” SOS Children's Village brandTransforming the conceptRe-engaging with key stakeholdersResults and challenges aheadSHOWCASE: VAUXHALLBackgroundChallengesApproachProject outcomesMajor challenges aheadCONCLUSION

Content preview from Connective Branding: Building Brand Equity in a Demanding World

PART II

A FRAMEWORK FOR COPING

Chapter 3 Brand framework for building connective brands

We put forward a framework for building and maintaining connective brands. The model is built on two major brand equity drivers – engagement and alignment, which are discussed in detail.

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Publisher Resources

ISBN: 9780470512401Purchase book