CORPORATE BRAND ALIGNMENT 1
Corporate Brand Management: Aligning Core Values, Strategic Vision, Corporate Culture and Image.
Abstract
Although the importance of corporate brand alignment is generally recognised, only a limited number of tools are available to assess and manage corporate brands proactively. In this article the
Vision, Culture and Image (VCI) method by Hatch and Schultz (2001) was used to assess corporate brand alignment. The main research objective was to investigate the role of core values in gaps identified using the model. An alternative model, with core values at the centre of the VCI model is proposed. Data was collected in a manufacturing organisation in the Netherlands. A selected group of
39 employees
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Hatch and Schultz’s (2001) method depitcs a process that is focused on the cohesion and consistency between the three elements: strategic vision, corporate culture and the image. They noticed during their work at LEGO and British Airways, that a strong cohesion between all three elements is vital for effective corporate branding (Hatch and Schultz, 2001). Hatch and Schultz (2001) state that inadequate or faulty alignment of these three factors is in many cases an indicator for poor or faulty brand management and branding.
Hatch and Schultz (2001) call this corporate branding approach the VCI method. The key for a strong corporate brand are closed or small gaps between vision, culture and image. The relations between strategic vision, corporate culture and the image are key problem areas for corporate branding, e.g. relations must be monitored and maintained for effective corporate branding (Hatch and
Schultz, 2001).
Firgure 1: Hatch and Schultz’s VCI method
CORPORATE BRAND ALIGNMENT 5
Core Value Approach
Another theory that approaches corporate branding is based on core values. Urde (2003) speaks about core value based corporate brand building. Urde (2003) describes that well established and maintained core values influence all kinds of decisions varying from product related matters to internal or external
Catherine, W., Tat Pui, L. and Henrik, U. (2011) The Roles of Branding for a Brand Entering
Regarding elements of integrated strengths, brand logo and corporate colours are highly integrated across different channels. What’s more, message strategies and common image are integrated well which showing the same brand image to consumers. In media aspect, TV, print and internet are showing the consistency brand image. However, tagline is the weakest factor which is not coordinated in different channel and lack of effective. Furthermore, direct mail sometimes delivers wrong product messages to different target segments. Last but not least, Bonds did not pay enough attention on product packages and rarely use package to deliver message.
According to Keller(1993) the effective brand positioning gives a brand a competitive advantage or “unique selling proposition” that determines a reason why consumers are buying this product or service (Keller, 1993). Similarly, Kay (2004) argues that brand’s strength depends
Brand strategy is of upmost importance when it comes to customer visualizing a company. Branding is critical to the company as well as the product. The company brand embodies what the company is about,including the product (Hatline, M.D. & Ferrel, O.C., 2014). Branding provides the company with leverage when it tries to enter new markets Whether that be new locations or new product offerings (Douglas, S. P., Craig, C. S., & Nijssen, E. J., 2001).
This gain value and addresses a key decisive achievement factor in the industry (Grant,2010). As position is important to offer convenience and a deep assortment, An extra unique intangible resource would be their brand representation and customer loyalty, this is vital since it can attract or attract consumers and it could be necessary to build the brand image .
Core values need to become the main focus of companies. When Apple Inc. launched their think different campaign it became a whole new level with marketing being about values by showing people who they are as a company and what they are going to do to change the world. Manufacturers and service providers can become world-class competitors by “emphasizing close relationships with suppliers and other companies to satisfy
Since an increasing number of people focus on brand names instead of product, brands become important elements for customers to choose products (Carroll, 2008). When customers trust the brand, the benefits for the manufactures are generated. In the first place, brands can be used by products as the tool to identify and differentiate themselves from various products. Secondly, brands are helpful for companies to build a competitive advantage (Bick, 2009). Therefore, organisations take more attention to branding.
A strong brand image is often seen by management to be one of the company’s most important and valuable assets (Class Notes, 2016). A brand image can be seen as “the impression in a consumer’s mind of a brands total personality” (Business Dictionary Online, 2016). When a brand image is seen, immediately a vivid picture of that company, its products and even its values
One of the most valuable assets for any firm is the intangible asset represented by its brands. Therefore, it’s important to properly manage brands to maximize their value—or brand equity—to the firm (Keller & Lehmann, 2003).
The key factor to any organisation is the ability to attract and retain the best talent in the market. This is essential if your business is among the high competitors were specialised skills are in high demand. The following will demonstrate how through employer branding an organisation can strengthen their relationship with both existing and potential employees. Also how effective communication of the brands values, personality and culture may impact on the creation of a strong employer brand. A company will be perceived on how it conducts itself in the market across the board to how the potential employee imagines what it would be like to work for that organisation. An effective brand would highlight all the positive aspects such as a good employer, great place to work, and at the same time influencing recruitment retention. As a result of this a positive impression of your company will be visible within the market sector.
Although brands do not solely refer to businesses and their products or services (e.g. charities, countries, celebrities), this essay will discuss their relevance to profits with regards to business operations unless specified. Where most companies must at some point make a decision (consciously or unconsciously) whether to brand their company or not, that question is often rhetorical. Brands are established whether the marketing manager says they should or not. The decision really is whether to implement conscious brand management within the business or not. That is the difference between a strong brands and weak brands. Where
This paper aims to discuss that organizations how to use strategic actions to enhance brand and revitalize brand equity in strong competition. In terms of innovative marketing, amounts of organizations want to be managed as brands in order to generate benefits and profits for organizations. (Kapferer, 2008) Indeed, brands are built on past marketing efforts obtained from
This essay intends to define brand strategy and if a brand strategy is possible for all brands. It will also look into the ability and level to differentiate between different kinds of products and look into how a brand strategy can bring success. Furthermore the essay intends to shed light on whether or not these themes are transferable to all products and services.
A CASE STUDY OF INTERNATIONAL BRAND MANAGEMENT: COMPARISON OF LEXUS BRAND MANAGEMENT IN BRAZIL, UNITED STATES AND JAPAN.
Long before now has branding been considered as one of the peripheral aspects of business. Manufacturers, investors and other key players focused on the product without paying much attention to the consumer. But as the business landscape got tougher, marketing became not just an integral part of business but one of the fundamental principles of success.