By Jonathan E. Schroeder, Miriam Salzer-Morling
This attention-grabbing ebook indicates that neither managers nor shoppers thoroughly keep an eye on branding tactics – cultural codes constrain how manufacturers paintings to supply that means. putting manufacturers firmly in the context of tradition, it investigates those complicated foundations. subject matters coated contain: the position of intake model administration company branding branding ethics the position of ads. this glorious textual content comprises case reports of iconic foreign manufacturers resembling LEGO, Nokia and Ryanair, and research by way of best researchers together with John M.T. Balmer, Stephen Brown, Mary Jo Hatch, Jean-No?l Kapferer, Majken Schultz, and Richard Elliott. an excellent assortment, will probably be an invaluable source for all scholars and students attracted to manufacturers, shoppers and the wider cultural panorama that surrounds them.
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Extra info for Brand Culture
Com/). GAPS IN DYNAMIC BRAND MANAGEMENT Our longitudinal study of LEGO Group showed that each of the four paradoxes of brand management took centre stage during different branding cycles. Mastering the paradox in each cycle allowed the company to move forward to the next stage of managing its corporate brand. Based on our analysis, we hypothesize that successful corporate brand management depends upon balancing the paradoxes that corporate branding generates and that timing the shifts between the poles of those paradoxes during the different cycles of the corporate branding process becomes management’s key contribution.
2002) ‘Organizational identity dynamics’, Human Relations 55: 989– 1018. J. and Schultz, M. (2003) ‘Bringing the corporation into corporate branding’, European Journal of Marketing 7/8: 1041–1064. Holt, D. ’, Harvard Business Review 83 (March): 43–49. Ind, N. (2001) Living the Brand, London: Kogan Page. Karmark, E. (2002) Organizational Identity—A Dualistic Subculture, Copenhagen: Copenhagen Business School. Martin, J. (1992) Cultures in Organizations. Three Perspectives, Oxford: Oxford University Press.
Keeping in mind that the end goal of the brand strategy was a strong and coherent global position for the LEGO brand in the eyes of all stakeholders, the Toolkit model reinforced the need to attend to existing organizational A cultural perspectives on corporate branding 17 cultures and images held by stakeholders and compare them with the aspired redefinition of the identity for the LEGO Group corporate brand. In retrospect, we see that the managerial and organizational process of aligning vision, culture and image behind the LEGO brand identity developed through successive approximations to the ideal presented by the Toolkit.