Taking Brand Initiative: How Companies Can Align Strategy, Culture, and Identity Through Corporate Branding

Table of contents

1. Cover Page
2. Title Page
3. Copyright
4. Contents
5. Dedication
6. Foreword
7. Preface
8. Acknowledgments
9. Introduction
10. Part One: THE BASICS
    1. CHAPTER 1: WHAT IS CORPORATE BRANDING?
       1. Where Corporate Brands Differ from Product Brands
       2. When Corporate Brands Work
       3. How British Airways Failed Its Corporate Brand
       4. Why Southwest Gets Corporate Branding Right
    2. CHAPTER 2: THE VALUE OF BRANDS
       1. Two Benefits of Branding: Differentiation and Belonging
       2. Brands Are Symbols
       3. Brand Valuation and Its Limits
       4. Brand Equity Theory
       5. Consumer Behavior Research
       6. The Symbolic Value of Branding
       7. Studying Brand Symbolism and Its Meanings
       8. The Need for Organization Theory
    3. CHAPTER 3: WHO ARE YOU?
       1. Identity Dynamics
       2. The Organizational Identity Conversation
       3. How Intel Grew Corporate Brand Equity by Expressing Its Identity
       4. Dysfunctional Organizational Identities
       5. The Painful Lessons Dysfunctional Companies Learn
       6. Balancing Organizational Identity
    4. CHAPTER 4: DIAGNOSING YOUR CORPORATE BRAND
       1. The Role of Strategic Vision
       2. Facing Gaps Between Vision, Culture, and Images
       3. The Alignment Problem and Silos
       4. Alignment Assessment Tools
       5. When Are Gaps Most Likely to Emerge?
11. Part Two: MANAGING CORPORATE BRANDS
    1. CHAPTER 5: MANAGING CORPORATE BRANDS AS ORGANIZATIONS GROW
       1. Corporate Brand Management and the Stages of Organizational Growth
       2. The Entrepreneurial Corporate Brand (VI Alignment)
       3. Post Start-Up, Pre Bureaucracy
       4. Bureaucracy Brings Functional Silos, Subcultures, and Turf Wars
       5. A Role for Culture
    2. CHAPTER 6: THE INFLUENCE OF EMPLOYEES AND THEIR CULTURES
       1. Living the Brand: The Johnson & Johnson Credo
       2. Organizational Culture and Change
       3. How ING Group Embedded Its Corporate Brand in Culture Change
       4. Leadership in Culture Change
       5. Aligning the Walk with the Talk at Novo Nordisk
       6. Some Ideas for Branding HR Practices
       7. From Employees to Stakeholders
    3. CHAPTER 7: THROUGH STAKEHOLDERS’ EYES
       1. Stakeholders and How Companies Know Them
       2. Brand Communities
       3. The Quest for “Cool” and Control Issues
       4. How the LEGO Group Learned to Listen and Respond to Its Stakeholders
       5. How Johnson & Johnson Links Social Responsibility to Its Corporate Brand
       6. Stakeholder Contributions to Strategic Vision and Organizational Culture
       7. Some Caveats Regarding Stakeholder Involvement
12. Part Three: PULLING IT ALL TOGETHER
    1. CHAPTER 8: ALIGNING VISION, CULTURE, AND IMAGES
       1. LEGO Brand Challenges
       2. Brand Execution as VCI Alignment
    2. CHAPTER 9: GETTING INTO ENTERPRISE BRANDING
       1. Third-Wave Corporate Branding
       2. The Interdisciplinary Nature of Corporate Branding
       3. Organization Matters
       4. Coping with the Dilemmas of Corporate Brand Management
       5. Managing VCI Alignment and Identity Dynamics
13. Glossary of Key Terms
14. Notes
15. References
16. The Authors
17. Index