By Jonathan E. Schroeder, Miriam Salzer-Morling

ISBN-10: 020300244X

ISBN-13: 9780203002445

ISBN-10: 0415355982

ISBN-13: 9780415355988

This interesting ebook exhibits that neither managers nor shoppers thoroughly keep watch over branding tactics – cultural codes constrain how manufacturers paintings to provide which means. putting manufacturers firmly in the context of tradition, it investigates those complicated foundations. issues coated contain: the function of intake  model administration  company branding  branding ethics the position of advertisements. this wonderful textual content comprises case reviews of iconic overseas manufacturers corresponding to LEGO, Nokia and Ryanair, and research through major researchers together with John M.T. Balmer, Stephen Brown, Mary Jo Hatch, Jean-No?l Kapferer, Majken Schultz, and Richard Elliott.  a very good assortment, it will likely 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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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.

G. Dutton and Dukerich 1991; Gioia et al. 2000). Particularly in the case of well-established and well-known brands, such as the LEGO brand, the brand image is important in the marketplace, but also as an influence on the commitment and loyalty of employees (Dutton et al. 1994). A cultural perspectives on corporate branding 15 Organizational culture, in contrast, emerges from the taken-for-granted assumptions and tacit webs of meaning that lie behind everyday employee behaviour. Cultural assumptions and meanings are manifested in numerous cultural forms, such as rites and rituals, symbols, espoused values, myths, stories, etc.

However, in the late 1980s, and particularly in the mid-1990s, brand extensions into software, lifestyle products, new licences, parks and television fragmented the LEGO brand. Combined with fluctuating financial performance and an ever more competitive and rapidly changing marketplace, brand fragmentation presented top management with the dual challenges of maintaining a focus on the substance and distinction of LEGO Group heritage, while allowing for continuous innovation and expansion into new businesses.

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Brand Culture by Jonathan E. Schroeder, Miriam Salzer-Morling

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