2 min read
News, 19/12/2019
Topics
Values like integrity and teamwork mean little in a competitive environment featuring companies that most of your team would give up a limb to work for – the reason is that their culture and brand identity are aligned and have become famous.
This is according to a new article in the Harvard Business Review by the consultant Denise Lee Yohn, who argues that if you want to produce outcomes that differentiate the company, “you need to define a unique culture that cultivates the necessary kinds of employee attitudes and behaviors.”
Yohn stresses that these are not archetypes, which can aid in the development of narrative or tone but are less fundamental, less strategic, and manifest at a visible marketing level without necessarily informing the way in which the whole organisation makes decisions.
Her thesis centres this strategic definition in two core ideas: relative position in the market, the standard against which you are defined; and manner, guiding both behaviour and expression. For the nine types, Yohn sets these out as:
- Disruptive brands (e.g. Virgin)
Reference: category leader
Manner: rebellious, confident
- Conscious brands (e.g. Patagonia)
Reference: higher purpose
Manner: thoughtful, transparent
- Service brands (e.g. Ritz Carlton)
Reference: customer need
Manner: humble, dependable
- Innovative brands (e.g. Apple)
Reference: possibility
Manner: progressive, brave
- Value brands (e.g. IKEA)
Reference: higher priced brands
Manner: practical, straightforward
- Performance brands (e.g. AmEx)
Reference: performance standard
Manner: precise, reliable
- Luxury brands (e.g. Mercedes-Benz)
Reference: populist brands
Manner: refined, glamorous, discerning
- Style brands (e.g. Target)
Reference: functional brands
Manner: creative, contemporary
- Experience brands (e.g. Disney)
Reference: customer emotions
Manner: exciting, imaginative
Out of these two ideas, can be found core values. Yohn is vehement in her belief that the most important thing in a successful company brand is to make your culture distinct and clear, not vague and broadly progressive.
“You can achieve this whether your culture is friendly or competitive, nurturing or analytical,” she concludes, noting how, ultimately, “your company culture needs to be as distinct as your brand.”
Sourced from the Harvard Business Review
Latest
-
Opinion
Marketing AI adoption is soaring in Australia but will these campaigns succeed? -
Opinion
Avatars and generative AI: How to take your brand to the next level -
Opinion
Tom Roach on the IPA Effectiveness Awards: “They’re the gold standard but must explore new frontiers” -
Opinion
Tomorrow’s commerce, today: Preparing for the trends shaping commerce’s future -
Opinion
WARC Rankings 2024: Skinny’s ‘Phone It In’ embraces its challenger mindset -
Opinion
Marketing Truths #3: Creativity supercharges effectiveness across categories and industries – even the dull ones -
Opinion
How creativity supercharges the marketing impact of pharma ads -
Opinion
Marketing Truth No. 3: Creativity supercharges marketing’s impact – podcast transcription - View more News and Opinion
For WARC Subscribers only
- Marketer's Toolkit 2020: The pivot back to brand (Economy)
Part of WARC's Marketer’s Toolkit 2020, this chapter offers a deep dive into investment trends for brands in 2020.
- How Tata Steel injected digital culture into its 112-year-old legacy
V Narendran, chief executive officer and managing director, Tata Steel shares the benefits and lessons learnt from the 112-year-old organisation’s journey to embrace the tech and digital culture.
- Ben & Jerry’s sparks purposeful marketing with employee-driven acts
Ben & Jerry’s, the ice-cream brand, relies on bottom-up input in helping it deliver on its brand purpose of driving social change in important ways.
Topics
Send feedback
© Copyright 2024
All rights reserved including database rights. This electronic file is for the personal use of authorised users based at the subscribing company's office location. It may not be reproduced, posted on intranets, extranets or the internet, e-mailed, archived or shared electronically either within the purchaser's organisation or externally without express written permission from WARC.
Email this content