In 2022, what was the most valuable brand according to Brand Directory Quizlet

In 2021, Apple was the most valuable consumer technology brand worldwide, with a brand value of more than 947 billion U.S. dollars. It was also the most valuable brand across all industries.

Technology titans hold on to their titles

(Consumer) technology brands continue to dominate the global brand rankings. Based on the latest reports, Apple reclaimed its spot as the most valuable brand worldwide in 2022 after trailing behind Amazon in the previous year. Not only that, but Apple also became the first company from any industry to reach a market cap of three trillion U.S. dollars. This growth was largely fueled by the constant innovation and diversification of its products and services. Similar reasoning can be given for Google (categorized in the media & entertainment sector), which ranked third on the list and boosted its brand value by nearly 80 percent annually.

The hotbeds of the hottest brands

Even though brand leaders come from a mix of different industries, many share the same geographical roots. In 2022, the lion’s share of the world’s 100 most valuable brands was headquartered in the United States, and in Silicon Valley, in particular. Other than that, Chinese companies such as Tencent and Alibaba were the only non-U.S.-based brands to make the top 10 that year. The two media and e-commerce conglomerates currently top the list of most valuable Asian brands worldwide, followed by liquor brand Moutai.

Reputation can be defined as:

- The opinions that are generally held about someone or something
- The perceptions of a company's ability to meet expectations of all its stakeholders

(In general, reputation is a combination of views and impressions held by people)

Corporate reputation is concerned with...

The overall estimation in which the organisation is held by its constituents

A reputation is a...

Snapshot that reconciles the multiple images of an organisation held by all its constituents. It signals the overall attractiveness of the company to its employees, consumers, investors and communities.

Four elements that make a good reputation:

- Credibility
- Trustworthiness
- Reliability
- Responsibility

Why do organisational reputations matter?

- To differentiate from their competitors
- To build relations with the public
- The reduce friction with government agencies and regulators

Three main concepts outlining the book:

1. Corporate reputation
2. Corporate branding
3. Corporate communication

Definitions of reputation:

1. Corporate reputation comprises social image, financial image, product image and recruitment image

2. Reputation is the overall estimation in which a company is held by its constituents

3. Reputation is an index of a company's worth or value

4. Corporate reputation is concerned with the overall estimation in which an organisation is held

Why does reputation matter?

1. Reputations provides competitive advantage
2. Consider the fall in reputation of once great companies
3. Recovering reputation is much more difficult than building and maintaining it

Three levels of information processing:

- Primary level: personal experiences
- Secondary level: friends and colleagues
- Tertiary level: 24-hour mass media

Average level of communication - aggregation:

- Individual level: individuals within the firm confirm reputation
- Corporate level: overall reputation of the firm

Internet is rapidly changing the playing field for reputations due to:

- Privacy settings
- Posted information
- Information spreading quickly
- Individuals demanding their rights
- People carrying mobile phones

Three criteria determining the identity of the organisation:

- Centrality: sharing characteristics by employees
- Continuity: characteristics stay similar over time
- Uniqueness: characteristics are different from other organisations

The AC2ID test - five identities:

- Actual
- Communicated
- Conceived
- Ideal
- Desired

Building blocks of corporate reputation:

Corporate personality -->
Corporate identity or brand -->
Corporate image -->
Corporate reputation

Corporate personality/characters:

Refers to the core nature of an organisation, existing of:
- Dominant corporate culture
- Strategy development process

Corporate identity:

- How an organisation wants to be perceived
- How it presents itself to internal and external stakeholders
- Existing of three elements:
1. Symbolism
2. Planned and unplanned communications
3. Behaviour of management and employees

Corporate image:

The perception that different audiences have of an organisation.
- Perception or image that the general public has of an organisation
- Image does not exist within the organisation

Corporate reputation:

Collective view of all stakeholders of an organisation (including corporate identity and image)

Types of corporate communications and their purpose:

- Management communications
- Marketing communications
- Organisational communications

Enables linkages between the building blocks.

Managing corporate reputation is about minimising the gaps between...

- Corporate identity and corporate image
- Corporate brand and corporate reputation

Main influences on corporate reputation:

1. External forces: uncontrollable, PESTEL
2. Internal forces: controllable, inside of organisation
3. Relational forces: the way the organisation competes, interacts and behaves itself in relationships with others & Porters 5 forces

Criteria that influence corporate reputation:

1. Product/service quality (including value)
2. Employee satisfaction
3. Customer satisfaction
4. Customer service
5. Innovation
6. Vision and leadership
7. CSR
8. Profitability
9. Market position
10. Comprehensive reputation

Who is responsible for corporate reputation?

- The CEO is linked with the reputation of the firm and is in the public eye
- Companies should not allow others to dominate the media agenda
- A key area is the corporate culture that has helped to shape that reputation

Definition of corporate culture:

The culture existing within a certain organisation/business (psychology, attitudes, beliefs, experiences, values of an organisation)

Corporate culture can be distinguished by three levels:

- Artefacts and behaviours: existing of objects, words and deeds. Visible, above the surface that can be observed. Tangible and identifiable elements of an organisation.

- Espoused values: existing organisation's belief system, below the water surface

- Assumptions: reflect the shared values within the organisation. Also below the water surface.

Types of Corporate Cultures (on the x and y axis):

- Sociability: amount of sincere friendliness and high level of communication
- Solidarity: ability to pursue shared objectives, regardless of personal ties

Types of Corporate Cultures:

- Networked
- Communal
- Fragmented
- Mercenary

Stages of reputational audit:

1. Diagnosis of the current state
- Identify analysis
- Image analysis
- Coherence analysis

2. Designing the future state
- Strategic analysis
- Competitor analysis

3. Managing the transition
- Task force involvement
- Information campaign

The broad indicators/measures of corporate reputation:

1. Physical
2. Financial
3. Intellectual
4. Reputational

Also: ROI, shareholder value, MRI

Reputational Quotient by Harris & Formbrun (six dimensions):

- Emotional appeal
- Products and services
- Vision and leadership
- Workplace environment
- Financial performance
- Social responsibility

Reputation Institute's RepTrak (7 dimensions):

Leadership
Citizenship
Governance
Workplace
Innovation
Products/services
Performance

Reputation Institute's RepTrak (Reputation is influenced by):

- Stakeholders' experiences
- Corporate messaging
- Media coverage
- Internal alignment

Measures of corporate reputation fall into two main areas:

1. Cognitive measures (rational)
2. Affective measures (emotional)

Levels of brand meaning:

Attributes
Benefits
Values
Culture
Personality
User

Classic branding as consisting of four types:

1. Unbranded - e.g. commodity goods
2. Brand as a reference - brand used for identificationa guarantee for quality
3. Brand as a personality - focus on emotional appeal
4. Brand as an icon - brand taps into higher-order values of society

Different definitions of a brand:

Legal instrument
Logo
Company
Shorthand
Risk reducer
Identity system
Image
Value system
Personality
Relationship
Adding value
Evolving entity

Brand identity prism:

Source / receiver
Externalisation:
- Physique
- Relationships
- Reflection

Internalisation:
- Personality
- Culture
- Self image

Porter and Kramer outline four reasons why companies should engage in CSR:

- Moral obligation
- Sustainability
- License to operate
- Reputation

Griffin (2008) claims there are two reasons for the use of CSR:

- To defend themselves from future CSR issues and possible lawsuits
- Good corporate citizenship, the idea of giving something back

The triple bottom line:

People, planet, profit

Ind (1997) states that there are three core attributes that define the corporate brand:

Intangibility
Complexity
Responsibility

Corporate branding involves P's beyond the marketing mix:

Philosophy
Personality
People
Performance
Perception
Positioning

Balmer & Greyser (2007) six C's of corporate marketing:

Character
Communication
Constituencies
Covenant
Conceptualisations
Culture

The services marketing mix:

marketing mix + physical evidence, process and people

Differences between product and corporate branding:

- Product brands are focused on consumer needs
- Corporate brands are focused on multiple stakeholders
- Responsibility for the brand lies with the whole organisation and not just the marketing department
- Compared with a product brand, the corporate brand contains a much wider range of associations
- The heritage and history of the organisation are the very essence of corporate branding
- Corporate brands appear in many different guises

Strategic problems - gaps in the corporate brand:

Vision
Image
Culture

(image vision gap)
(vision culture gap)
(image culture gap)

Pros of adopting a corporate branding strategy:

- The corporate brand creates a clear sense of internal coherence and simplifies internal co-operations
- The corporate brand helps demonstrate the strength and size of the organisation to outsiders
- It's cheaper to maintain a corporate brand than a range of different product brands

Cons of adopting a corporate branding strategy:

- Large sums were invested in order to build the product brands. The counter argument is that the over to corporate branding is just a development in strategic thinking
- Adopting a corporate brand can mean giving up a powerful local brand and perhaps losing market share
- Using a single corporate name will limit distribution options
- Increased importance of the corporate brand will reduce the influence of business unit management

ISO 10688 standard benchmark - the primary criteria for brand valuation:

Legal: Legal protection of a brand in an area

Financial: Market approach, cost approach, income approach

Behavioural decision: Market size, trends and contribution the brand makes to the purchase

Brand equity manifests itself in:

- Increased market share
- Price premiums
- Customer recognition
- Positive brand associations

Five dimensions of brand equity:

Uniqueness:

1. Awareness (rational)
2. Association (emotional)
3. Loyalty (emotional)
4. Perceived quality (rational)

Two ways of measuring brands:

1. Quantitative (financial) driven
2. Qualitative (projective) driven

Interbrand consultancy says its methodology has three key aspects that contribute to the overall assessment of brands as a business asset:

1. Financial performance
2. Role of brand
3. Brand strength

Millward Brown/WPP BrandZ - three steps in the brand valuation process:

Branded earnings - The intangible element, the proportion of the company's earnings generated "under the banner of the brand", e.g. company and analyst reports, industry studies and revenue estimates.

Branded contribution - Amount of branded earnings generated by bonds with the customers

Brand multiple - What is the growth potential of the brand-driven earnings? Financial projections and consumer data are analysed.

Brand value =

Brand earnings x brand contribution x brand multiple

Y&R's Brand Asset Valuator - four dimensions:

1. Differentiation (Uniqueness of brand)
2. Relevance (Meeting consumer needs)
3. Esteem (Authority of brand)
4. Knowledge (Part of consumer's daily life)

Difficulties when measuring brands:

- Methods not available for independent analysis
- Consultancy firms have a commercial goal to make a profit
- Not scientific

What is Harris Interactive's EquiTrend?

Equitrend is a "snapshot" evaluation of engagement with a brand

Harris Interactive's Equitrend measures brand engagement in four areas:

- Equity- a composite of familiarity, quality and purchase consideration
- Connection - a composite of emotional connection, aspirational fit, practical fit and brand expectations
- Commitment
- Energy

(Behaviour, advocacy and trust are also measured by Harris)

The firm Corebrand tracks corporate brands across the world, and measures them through the "Brand Power" measurement. What do they measure?

Familiarity
&
Favourability
- overall reputation
- perception of management
- investment potential

Aaker's dimensions of a brand's personality:

- Sincerity (down to earth, honest, wholesome, cheerful)
- Excitement (daring, spirited, imaginative, up-to-date)
- Competence (reliable, intelligent, successful)
- Sophistication (upper-class, charming)
- Ruggedness (outdoorsy, tough)

The Big 5 dimensions of human beings' personalities:

1. Open to experience
2. Conscientious
3. Extravert
4. Agreeable
5. Neurotic

Problems of third sector branding (non-profit organisations):

- Many non-profit organisations have been slow to recognise the benefits of branding

- Non-profit organisations are more complex to manage due to the diverse nature of stakeholders

The Edelman Trust Barometer shows:

Average trust in four major areas across nations:

- Business
- Government
- NGOs
- The media

Keller (2008) notes five potential problems with celebrity brands:

- The celebrity package (reputation and lifestyle) may not resonate with the product's personality and image

- Celebrities may endorse an abundance of products, reducing their worth as an endorser

- The celebrity may outshine (in performance or stature) the product, with the celebrity being more memorable than the product

- Consumers may be cynical as to the celebrity's ulterior motives for endorsing a brand

- Celebrities are only human and are thus liable to lapses in judgement. Allegations of impropriety, whether proven or not, can embarrass the brand associated with them

Dimensions of a retro brand:

Allegory (brand story)
Aura (brand essence)
Arcadia (idealised community)
Antinomy (brand paradox)

The two primary roles of corporate communication:

1. Influence stakeholders' view on the organisation
2. Inform, influence and guide corporate reputation

Three different corporate communication functions:

1. Management communications
2. Marketing communications
3. Organisational communications

Three levels of organisational communications:

1. Primary - through direct consumer experience (unofficial and unplanned)
2. Secondary - through planned communications
3. Tertiary - present among stakeholders and relevant networks (more official and planned)

The activities and tasks that corporate communications are expected to accomplish can be considered at two levels:

Level 1: Functional outcomes
Level 2: Transitional outcomes

Functional outcomes (level 1) that corporate communications should deliver:

- Linkages
- Profiling
- Positioning
- Communications

Transitional outcomes (level 2) that corporate communications should deliver:

- Exploring: stabilise the environment
- Informing: inform stakeholders through networks
- Relating: create stronger bonds with stakeholders
- Negotiating: aim to reach solutions that reflect levels of mutual dependencies

Three common corporate communication activities:

- Consistent messaging
- Demonstrating the importance of communication internally
- Coordinating work and activities

Two types of integrated corporate communications:

- Integrated marketing communication (IMC)
- Integrated corporate communication (ICC)

(Integrated corporate communication) Advantages of an integrated approach:

- More control over communications
- Embed in strategic top level organisation

Features of integrated corporate communication:

- Objectives (consistent with and integral to the organisation's goals)
- Planned approach
- Range of stakeholders (embrace targeted stakeholders)
- Contact management (suitable services to manage all forms of contact)
- Activity management (management of people and comm. activities)
- Reciprocal impact (how product/brand communications have an impact)
- Comm. tools (utilisation of comm. instruments)
- Message congruity (Incorporate product and brand messages into an agreed strategy)
- Media

Communication climate refers to:

The internal atmosphere concerning the way in which information is exchanged

Can be open (information is exchanged freely and without constraint) or closed (information moves through established formalised processes, often hierarchies)

What determines the successful or effective use of corporate communication?

- Form (should be suited to the task or expectation of audiences)
- Style (refers to the direction and inherent truth of the comm.)
- Timing (can be critical! Not too early nor too late, diminishes/upsets the impact of the message)
- Tone (level of formality - formal, informal, friendly etc)

Elements of corporate credibility:

Expertise
Trustworthiness
Likeableness

Reasons for corporate re-branding:

- Structural and ownership (merger, acquisition and divestiture)

- Marketplace realignment (previous poor performance, ethical issues or severe media comment)

- Changed internal dynamics (the current image has become outdated or stakeholders misunderstand what the organisation is or what is it trying to achieve)

Corporate identity mix:

- Symbolism (graphic elements are used to communicate the identity of an organisation)
- Planned communications
- Behaviour (is manifested in various ways. The behaviour of employees provide cues about the extent to which individuals support and understand the organisation)

Five main positioning themes that can be developed:

1. Functional (rational info and based on a claim not used by a competitor)
2. Expressive (differentiates through symbols and values)
3. Emotional (emotional theme to draw attention)
4. General (raise overall industry demand rather than differentiating)
5. First strike (claims superiority/differentiation by being the first to make claim)

Corporate storytelling into four categories:

1. Myths and origins (recall how a company started and what its principles are)
2. Corporate prophecies (predictions about an organisation's future, based on past stories about other organisations)
3. Hero stories (recall people from within the organisation who overcame a dilemma)
4. Archived narratives (collection of stories which trace its history and development)

Three codes of conduct:

- Compliance codes (what's not permitted and to provide guidance)

- Corporate codes (inform stakeholders about corporate commitment, values and objectives)

- Management philosophy statements (formal announcements about the way the company/CEO wants the business to develop and the approach that will be taken)

Dimensions of corporate responsibility messages:

1. Accuracy (provide accurate info)
2. Timely (keep stakeholders updated)
3. Transparency
4. Credibility

Key consumer perceptions of CSR:

- Human responsibility
- Product responsibility
- Environmental responsibility

The use of symbols in developing corporate reputation, 5 key dimensions:

- Visibility: Logos, signage, names
- Distinctiveness: Visual identity provides a powerful platform upon which to create organisational distinctiveness.
- Authenticity: Reference the organisation's roots. By using symbols to represent a historical factor.
- Transparency: Serves to reduce uncertainty and increase trust
- Consistency: Of visual comm. can enhance identity and reputation

Mainstream tools to deliver corporate communication?

Corporate advertising
Public relations
Sponsorship

Successful corporate advertising campaigns are characterised by two dimensions:

Professional campaigns: are distinctive, unique and credible, target particular audiences, offer a clear promise, and appeal to the organisation's own employees.

Creativity based campaigns: are striking, authentic, original, surprising, humorous and contemporary.

Legitimacy strategies:

Improvement
Manipulate
Distraction
Practical
Announce
Perceived complexity
Visual impact

Key opportunities concerning sponsorship?

1. Build awareness
2. Image transfer
3. Indirect communication
4. Integration

Two types of commercial activities for sponsors:

Function based sponsor
Image based sponsor

Dimensions of sponsorship interactions:

F-match: high in functional congruence but low in image congruence

Match: high in both functional and image congruence

No-match: low in both functional and image congruence

I-match: low in functional congruence but high in image congruence

Four PR strategies are:

Expansive: followed during periods of growth

Defensive: needed in times of crisis

Creative: use of digital technologies to deliver the corporate identity in novel/interesting way

Adaptive: used when an organisation experiences considerable change

Three main forms of corporate political communication strategies:

1. Providing information, knowledge and expertise

2. The provision of financial support

3. Constituency-building - concerns the creation of local support for specific public policy solutions and then creating and applying pressure to government agencies to favour these solutions

Lobbying:

Persuasive communication designed to influence policymakers

Dimensions in the internal communication matrix:

1. Internal line management communication (employees' roles, personal impact)

2. Internal team peer communication (team info, task discussions e.g.)

3. Internal project peer communication (project info, project issues and discussions e.g.)

4. Internal corporate communication (organisation issues, goals developments, initiatives, activities e.g.)

A range of activities designed to provide bloggers, journalists, editors and other media influential with information, by organising...

Press releases/conferences
Interviews
Publicity and events

Four categories of stakeholders, based on level of importance and supporting/opposing the organisation's position on the issue:

1. Problematic stakeholders: oppose but little power

2. Antagonistic stakeholders: oppose and have power (are important)

3. Low-priority stakeholders: support but little power

4. Supporter stakeholders: support and have power (are important)

Four strategic responses to issues and crisis management:

1. Silence strategy (no threat, just being aware, low attention)
2. Accommodation strategy (conform to changes in environment and adapt)
3. Reasoning strategy (discuss issue w. stakeholders to determine the action)
4. Advocacy strategy (change the perception of stakeholders)

Roles assumed by stakeholders during a crisis:

1. Rescuer
2. Hero
3. Victim
4. Protector
5. Ally
6. Enemy
7. Villain

Three crisis phases:

1. Pre-impact phase (scanning & planning)
2. Impact phase (crisis plan execution)
3. Readjustment phase (recovery and realignment of organisation)

Managing stakeholders' images;
Image restoration approaches:

- Simple denial

- Evasion of responsibility (provocation, defeasibility, accident, good intentions)

- Reducing offensiveness (the act was of minor significance/reduce the impact of the accuser)

- Corrective action (putting right what was damaged and taking steps to avoid a repeat occurrence)

- Mortification (an apology or statement of regret for causing the act that gave offence)

Three types of crisis clusters:

- Victim cluster (the organisation is seen as a victim of the crisis. There is only a mild reputational threat. Natural disasters, rumours, workplace violence etc.)

- Accident cluster (Threat to reputational status is moderate. E.g. stakeholder challenges to the operations, technical errors resulting in product defect and recall)

- Preventable cluster (the organisation deliberately placed people at risk, took inappropriate actions or violated regulations, and caused a strong threat to the reputation. E.g. human-error accidents, and product harm/defects, deception, misconduct and actions that lead to injury)

Best practise crisis communication:

1. Upload traditional tactics to the website
2. Integrating innovative tactics
3. Reducing uncertainty during product recalls
4. Informing organisation's side of crisis
5. Communicating with different stakeholder groups
6. Work with the government throughout the crisis

The 9 elements of the corporate brand identity matrix

Value proposition
Relationships
Position
Expression
Brand core
Personality
Mission and vision
Culture
Competences

Three layers of the corporate brand identity matrix:

- Internally oriented elements at the bottom
- External focused elements on the top
- Those that are both internal and external in the middle

Mapping the elements; guidelines to follow when answering questions related to the CBIM:

1. Be concise
2. Be straight forward
3. Seek what is characteristic
4. Stay authentic
5. Seek what is timeless

Use the corporate brand identity to:

- Strengthen the parent brand's identity
- Support business development
- Change the brand's image

4 forces/themes in the CBIM:

Diagonally: Competition and Strategy

Horizontally: Communications

Vertically: Interaction

The reputation factors surrounding the CBIRM:

Trustworthiness
Differentiation
Credibility
Performance
Responsibility
Willingness to support
Recognisability
Relevance

(Greyser, 2009) Sources of reputational trouble:

1. Product failure
2. Social responsibility gap
3. Corporate misbehavior
4. Executive misbehavior
5. Poor business results
6. Spokesperson misbehavior or controversy
7. Death of symbol of company
8. Loss of public support
9. Controversial ownership

Four key areas that organisations should examine to analyse an emerging issue that may threaten the brand's reputation:

1. The brand elements
2. The crisis situation
3. Company initiatives
4. Results (after initiatives)

(Greyser, 2009) Four contexts of authenticity:

1. Talking authentic (communications)
2. Being authentic (based on core values and track record)
3. Staying authentic (organisation's stewardship of its core values)
4. Defending authenticity (reputational reservoir)

(Greyser, 2009) Lessons learned concerning corporate brand reputation and crisis management?

1. Understand the organisation's brand essence and what could threaten it
2. The organisation must understand what and whom it's defending against
3. In a crisis, focus on forthrightness in communications, and on truly substantive credible responses in behaviour. Build a reputational reservoir.
4. The CEO is the ultimate guardian of the corporation's reputation

(Kotter, 1995) Eight steps to transforming your organisation:

1. Establishing a sense of urgency
2. Forming a powerful guiding coalition
3. Creating a vision
4. Communicating the vision
5. Empowering others to act on the vision
6. Planning for and creating short-term wins
7. Consolidating improvements and producing still more change
8. Institutionalising new approaches

(Augustine, 1996) Six stages of crisis management:

1. Avoiding the crisis
2. Preparing to manage the crisis
3. Recognising the crisis
4. Containing the crisis
5. Resolving the crisis
6. Profiting from the crisis

Message framing:

Enables selected materials, perhaps facts, values or beliefs, to become salient factors used by stakeholders in their decision making

The core of the RepTrak consists of:

Esteem
Feeling
Admire
Trust

There are three layers within networks:

Actors
Activities
Resources

The "strategy dimension" of the CBIM consists of:

Mission & vision
Core
Position

The "competition dimension" of the CBIM consists of:

Value proposition
Core
Competences

The "communication dimension" of the CBIM consists of:

Expression
Core
Personality

The "interaction dimension" of the CBIM consists of:

Relationships
Core
Culture

Questions such as "Who are we?", "What do we stand for?", "What is our core purpose?", and "What does it mean to be involved in this company?" concern:

Identity and identification

Questions that Greyser (2009) ask in a crisis:

- Is the crisis from the inside or outside?
- Does it relate to their brand core?
- Is it affecting a part of or the entire organisation?

Augustine (1996) thinks that one should "quote" in a crisis:

"Tell the truth and tell it fast"

What did Volkswagen do after their emissions crisis?

- Went through with their product launches anyway, but focused on e-mobility instead
- Invested in direct communications. Laid low in general, but contacted their most important stakeholders
- Set up regular phone conferences with dealerships
- Stated that "there is nothing wrong with the car"
- After the silent period, high availability towards media
- Always answered questions on their social media
- Always answered the phone when media rang
- "We are sorry" ad
- Created a special website

Results of the VW emission crisis:

- Today, they have a "speak up" culture
- Return of trust
- Sales record in Sweden
- A shift in debate from VW-engines to diesel engines in general
- Launches the most extensive electric vehicles models until 2028

What is a brand (according to Mats):

A brand is a promise. A strong brand is one with a clear positioning and an earned reputation

A brand oriented approach:

- Inside-out
- Brand identity is key
- Satisfying the needs and wants of the consumer, within the boundaries of the brand core identity

A market oriented approach:

- Outside-in
- The brand image is key
- Satisfying the needs and wants of the consumer

The brand building process:

1. Identity & position
2. Brand structure
3. Communication

and the two arrows below (covering all three steps):
- Brand management & positioning
- Internal commitment

The "hand" framework by P&G:

Catches attention
Inspires/holistic
User iconic assets
Connects emotionally
Simple

The elements of brand heritage (brand stewardship in the middle):

Track record
Longevity
History important to identity
Use of symbols
Core values

Corporate character scale - review the company as a human being:

- Agreeableness (warmth, empathy)
- Enterprise (modernity, boldness)
- Competence (drive, technology)
- Ruthlessness (arrogant, egoism)
- Chic (prestige, elegance)
- Informality (causal)
- Machismo (masculine)

Input and output of the strategic brand management process:

Input: Business model/strategy
Output: value/image/reputation

Principal categories for the use of corporate communication:

Strategic events
Strategic development
Strategic maintenance