book

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

by Mary Jo Hatch, Majken Schultz

March 2008

Intermediate to advanced

288 pages

6h 42m

English

Jossey-Bass

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Where Corporate Brands Differ from Product BrandsWhen Corporate Brands WorkHow British Airways Failed Its Corporate BrandWhy Southwest Gets Corporate Branding Right
Two Benefits of Branding: Differentiation and BelongingBrands Are SymbolsBrand Valuation and Its LimitsBrand Equity TheoryConsumer Behavior ResearchThe Symbolic Value of BrandingStudying Brand Symbolism and Its MeaningsThe Need for Organization Theory
Identity DynamicsThe Organizational Identity ConversationHow Intel Grew Corporate Brand Equity by Expressing Its IdentityDysfunctional Organizational IdentitiesThe Painful Lessons Dysfunctional Companies LearnBalancing Organizational Identity
The Role of Strategic VisionFacing Gaps Between Vision, Culture, and ImagesThe Alignment Problem and SilosAlignment Assessment ToolsWhen Are Gaps Most Likely to Emerge?
Corporate Brand Management and the Stages of Organizational GrowthThe Entrepreneurial Corporate Brand (VI Alignment)Post Start-Up, Pre BureaucracyBureaucracy Brings Functional Silos, Subcultures, and Turf WarsA Role for Culture
Living the Brand: The Johnson & Johnson CredoOrganizational Culture and ChangeHow ING Group Embedded Its Corporate Brand in Culture ChangeLeadership in Culture ChangeAligning the Walk with the Talk at Novo NordiskSome Ideas for Branding HR PracticesFrom Employees to Stakeholders
Stakeholders and How Companies Know ThemBrand CommunitiesThe Quest for “Cool” and Control IssuesHow the LEGO Group Learned to Listen and Respond to Its StakeholdersHow Johnson & Johnson Links Social Responsibility to Its Corporate BrandStakeholder Contributions to Strategic Vision and Organizational CultureSome Caveats Regarding Stakeholder Involvement
LEGO Brand ChallengesBrand Execution as VCI Alignment
Third-Wave Corporate BrandingThe Interdisciplinary Nature of Corporate BrandingOrganization MattersCoping with the Dilemmas of Corporate Brand ManagementManaging VCI Alignment and Identity Dynamics

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

Index

Aaker, D., 33–34, 36–37

Acquisitions and mergers, effect of, 55, 56, 84, 87–91

Adbusters, 160

Adidas, 47

Admiration, and corporate reputation, 37, 38

Advantage, and brand value, 34

Advertising campaigns: building corporate equity with, example of, 217–219; and corporate social responsibility, 164, 166; in the renewal stage, example of, 120–121

AFOLs (Adult Fans of LEGO), network for, 192, 193

Alignment: achieving, 227; challenge of, 67; importance of, 15; and managing corporate brands, 43; movement toward, depiction of, 201, 202; revealing, 211; during the start-up phase, 95; tightening, over time, 178; tools for assessment of, 81–84. See also Vision-Culture-Image (VCI) Alignment Model

Alignment gaps. See Misalignment

Alliance strategy, ...

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Publisher Resources

ISBN: 9780787998301