By Nicholas Ind
Branding Governance challenges conventional pondering on manufacturers. Bestselling writer Nicholas Ind and cross-cultural communications professional Rune Bjerke divulge the failings in a marketing-led method of brand-building, and supply as an alternative a highly-participative, organization-wide procedure that promises achievement to staff and cost to shoppers. Drawing on a variety of assets, they express that the major to a participatory strategy is that consumers and different exterior audiences needs to sign up for managers and staff as energetic individuals in defining and constructing the logo. This calls for the connection among association and consumer to be one in every of belief, appreciate and authenticity.
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Additional info for Branding Governance: A Participatory Approach to the Brand Building Process
Sample text
That means bringing the customer inside the organisation and aligning 45 46 BR ANDING GOVERNANCE the whole organisation to create relevant value to the customer. Organisations can either see the loss of control to customers as a threat or they can seize the opportunity to build active networks of engagement and become truly entrained. CONCLUSION This chapter has argued that some of the shibboleths of marketing need to be questioned. It is not sufficient simply to rely on the abstraction of market research to get close to the customer.
Yet, as will become clear in the text, there is strong evidence to suggest that some of the core beliefs about 18 BR ANDING GOVERNANCE branding and the way it should be practised are becoming obsolete – consequently, branding needs to be re-thought. The rethinking we have been doing is based around the core premise of participation: the idea that the successful brands of the future will touch and engage their employees, customers and shareholders in an active way. This sense of participation draws on the principles of marketing (which are not so often reflected in practice) and of some writers in the internal branding arena.
Although customers have some tolerance for deviation, too much inconsistency is uncomfortable and heightens risk (Sjödin 2006). As a mechanism to achieve more unity, organisations and their advisors have developed articulations of what a brand stands for. Descriptors of brands are diverse and include such variants as Brand Pyramid, Brand Anatomy, Brand Platform, Brand DNA, Brand Essence and Brand Values. In the two examples below, we can see how such ideas are articulated. 3, the energy and aluminium supplier Hydro has a mission statement and five values that equate to five behavioural and communication traits.
