3.1 Connecting the Dots (Part 1)

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Brand Management: Aligning Business, Brand and Behaviour

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University of London

Brand Management: Aligning Business, Brand and Behaviour

185 ratings

Professor Nader Tavassoli of London Business School contrasts traditional approaches to branding - where brands are a visual identity and a promise to customers - to brands as a customer experience delivered by the entire organisation. The course offers a brand workout for your own brands, as well as guest videos from leading branding professionals. The aim of the course is to change the conception of brands as being an organisation's visual identity (e.g., logo) and image (customers' brand associations) to an experience along "moments-that-matter" along the customer journey and, therefore, delivered by people across the entire organisation. Brands are thus not only an external promise to customers, but a means of executing business strategy via internal brand-led behaviour and culture change. You will learn and practice the following skills: 1. How to build brands from a broad organisational perspective 2. How to lead brand-led culture change with human resource practices at the core (i.e., brand as a lever and not just an outcome) 3. How to build brands in multi-brand companies, across cultures and geographies 4. How to measure brand health in new ways, that is, internally in addition to externally 5. How to value and capture returns to brands across the organisation - introducing the new concept of employee-based brand equity - and how this is different from the valuation of brands as intangible assets. This course allows you to develop the following aspects of yourself: 1. Head. Gain a deeper understanding of the evolving practice of brand management, one that goes further than practiced in most organisations today 2. Heart. Be motivated to engage in delivering your own brands – regardless of where you are in your organisation – thereby creating superior value for customers and for your organisation 3. Hands. Translate learnings into action. As Confucius is supposed to have said: “I hear and I forget. I see and I remember. I do and I understand.”

From the lesson

Brand Leadership and Alignment

Welcome to Module 3! In this module, we'll cover the following topics: Aligning the strategies for business, brand and behaviour; Strategic brand portfolio alignment; Delivering global brand alignment. As well as the lecture videos, you will also be learning through interviews with practitioners, Ije Nwokorie, CEO of Wolff Olins, Helen Casey and Henk Viljoen, both of Old Mutual and Keith Weed, CMO of Unilever. There are optional readings to supplement your understanding, a quiz with 7 questions to test your learning and a peer review assignment based on a task connected to this module.

3.1 Connecting the Dots (Part 1)6:41

3.2 Connecting the Dots (Part 2)10:23

3.3 From Silos to Synchrony (Part 1)10:52

3.4 From Silos to Synchrony (Part 2)5:37

3.5 Interview with Ije Nwokorie (CEO, Wolff Olins)13:28

3.6 Aligning the 3Bs at LBS13:47

3.7 Interview with Helen Casey (Head of Marketing, Old Mutual)13:43

3.8 Interview with Henk Viljoen (Group Head of Internal Communications, Old Mutual)8:27

3.9 Global Alignment (Part 1)6:31

3.10 Global Alignment (Part 2)9:43

3.11 Interview with Keith Weed (CMO, Unilever)17:14

3.12 Brand Portfolio Management (Part 1)8:39

3.13 Brand Portfolio Management (Part 2)5:46

Meet the Instructors

Nader Tavassoli
Professor of Marketing
London Business School

[MUSIC]

[SOUND] So, I've introduced Newton's cradle before, and

this module is very much about the alignment between the dots if you will,

the alignment between the three Bs that I've talked about between business,

brand and behavior, in the process of creating customer and consumer value.

So if you think about these three Bs, what does the alignment actually mean?

We'll focus on various aspects.

In this video, I'll focus mainly on the kind of codes of behavior,

that stand behind of each of these dots,

if you will, or each of these balls, which is really about.

Are we all kind of dancing to the same tune, in the organization or do we have

different tunes, at each of these stages, this is central to much of what I teach.

I use a tool called the three B aligner In my classes, and

it's really about on the business side, thinking about the organizational purpose,

your vision, your mission, your strategies.

At the brand level, it's about the customer value proposition,

your positioning.

And the behavior level, we can think of organizational values

maybe codes like your employee value proposition, your competency framework,

your leadership model.

All of these are various codes of behavior that we subscribe our people,

our employees to take part of.

And if you think about the relationship between these, are they all

pulling us in the same direction or are they pulling us in different directions.

And ultimately also think about the relationship between

these at a more fundamental level.

Think about your business, does it allow a certain brand

to come to fruition to build a certain brand, maybe your heritage.

On the other hand, if you think from the brand to the business, what is the right

business structures, systems, processes, that bring this brand to life?

That allow it to exist?

That support it?

If you think about the behaviors, it's also a two way street from the brand.

On the one hand, you can think about well, what is the organizational culture?

What are the behaviors, that I need to exist to deliver the brand?

But you could push this to the extreme, and

say well, if we have a strong organizational culture.

What are the types of brands that we can actually support?

So this alignment really goes both ways,

if you think about these balls swinging back-and-forth.

Now this is not just an internally focus exercise.

The public eye is increasingly on the alignments of these various components.

So this alignment between the three B's is not just something

that we need to be concerned with internally.

For operational; purposes but it's really part of our reputation,

they way we're seen in the market place.

And I've chosen two brands to really bring this to life.

Ive chosen them because they're recent examples,

but also they're brands that I admire, they're great brands, so

I think it's safe to point out these two incidents.

The first one is, recently Starbucks came out with a campaign called Race Together.

The baristas were encouraged, all the way from Howard Schultz down

to write race together, on the Starbucks cups.

This is in the United States, because of the racial tensions, that are really

very apparent, in the US still today, and this is not a bad idea in itself.

I think it's great to encourage discussions about race.

But you then have to think about, well, does this fit the brand and

does it fit the organization, the business?

So this behavior that baristas are encouraged to do.

So from the brand level, you might argue,

well, if you think about Starbucks as the third space, people go and

they can discuss, maybe that is a topic you'd like to discuss.

On the other hand people want their coffee and maybe they want to relax and

not talk about such serious concept.

So, from the brand level, this is questionable already.

But really when this kind of erupted in the media was

when a lot of the consumers started pointing towards Starbucks,

started pointing towards the composition of their executive committee,

which was not quite as diverse as this kind of a message would have required.

On the internal response, from the communications side overwhelmed with

this public attack, the communications director actually shut down,

I think their Twitter account it was.

And that certainly doesn't fit also with this idea of open discussion.

So on so many different levels, did the brand not fit.

The behaviour in the business did not fit this behaviour,

that they quickly shut this down.

The second example is a bit further back, but maybe equally dramatic,

because some blamed a fall in the stock prices in the billions tn this incident.

This is some years ago, the New York Times decided to publish an op-ed piece,

a letter from a disgruntled employee of Goldman Sachs.

And it's curious that the New York Times would think this is news, and

give this kind of space, but they did.

And if you think about Goldman Sachs if you go to their business principles and

their homepage, it's all about client focus.

That's the number one kind of business principle, that client always comes first.

And what this employee was saying, and

he wrote a book about it after the op ed piece Why I Left Goldman Sachs,

which is basically just a longer version of the book.

He basically said look, there's nothing about client focus in our daily

discussions, all we care about is making money and this is really not true.

Now, I don't whether it's true or not.

I think a lot of people from Goldman stood up and said no,

that is true, clients do come first.

But what I am trying to point here is that we really are in the public eye.

I call this sort of new reality brand naked in some sense,

because it used to we had very controlled corporate communications,

corporate PR But now, we really are in the public eye, our employees are out there,

our consumers are out there.

And they do very much care about this alignment.

[MUSIC].

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