Str ategic branding S
Angela Bruwer Director, Raw Umber Consulting, and Moderator for the IMM’s Advanced Brand Management and Brand Management
trategic Branding occurs when branding forms part of the overall business strategy. It is more than the traditional custodianship of the marketing function. It transpires when every touch point in the organisation encompasses what the brand stands for, what its value proposition is. These touch points included the definition and selection of people that are employed, the values that permeate daily organisational life and policies, procedures and training practices. In this way, strategic branding becomes central to the organisation as opposed to a part of it.
“I love technology, but it has caused managers and leaders to abdicate their responsibility of communication directly to their people. I see organisations reinstitute ‘old ways’ such as town hall meetings. We have found that, especially in organisations where there are many managerial levels, people want to hear messages directly from their manager.”
Angela Bruwer from Raw Umber Consulting elaborates “It is almost irrelevant in which industry you are in terms of delivering strategy through branding. It is dependent on your people and often they are the brand. Not many end-users and customers get to meet the CEO of the organisation. They deal with the frontline staff. And that interaction forms their brand experience. What we focus on during strategic branding is that your people deliver on your brand promise. If they do not understand your vision your endeavour many not be successful and you may end up over-promising and under- delivering on your brand promise.
Organisations are organic entities that continue to grow. When you do not manage or designing something purposefully it evolves at random; often not in the direction that you wanted it to. Designing and managing the strategic branding that you follow can become a differentiator in how you deliver your brand promise. The product helps you raise awareness, but it is not sustainable. You have to continue the evolution of your branding in such a way that you continue to differentiate your organisation.”
76 Management Today | April 2012
- Amanda Dormehl
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103