Summary of Denise Lee Yohn's What Great Brands Do , livre ebook

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32 pages

English

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Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 The three steps to rebuilding a brand’s culture are developing a strong internal corporate culture that aligns and integrates with your brand, rallying all your external stakeholders around those common cultural values, and using your culture to optimize the company’s operations and engage everyone who touches the brand in delivering a focused, unique customer experience.
#2 Palmisano had to lead IBM to meet the requirements of the company’s new business model and set expectations for how his employees would work within it. He knew that the company’s scope would continue to change, so he wanted to establish a globally consistent set of values.
#3 The IBM values are a good example of how a company can imbue its values with importance. The values describe what makes the IBM brand distinctive and valuable. Every company would like to have a strong culture and values supported by inspiring decisions, but with great brands, culture and values become the brand itself.
#4 A company’s brand is the strongest engagement tool it has. Employees who are engaged with the brand connect to customers more effectively, to each other more fully, and to the brand’s higher purpose.

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Publié par	Everest Media LLC
Date de parution	10 avril 2022
Nombre de lectures	0
EAN13	9781669382010
Langue	English
Poids de l'ouvrage	1 Mo

Informations légales : prix de location à la page 0,0150€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

Insights on Denise Lee Yohn's What Great Brands Do
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3 Insights from Chapter 4 Insights from Chapter 5 Insights from Chapter 6 Insights from Chapter 7 Insights from Chapter 8
Insights from Chapter 1

#1

The three steps to rebuilding a brand’s culture are developing a strong internal corporate culture that aligns and integrates with your brand, rallying all your external stakeholders around those common cultural values, and using your culture to optimize the company’s operations and engage everyone who touches the brand in delivering a focused, unique customer experience.

#2

Palmisano had to lead IBM to meet the requirements of the company’s new business model and set expectations for how his employees would work within it. He knew that the company’s scope would continue to change, so he wanted to establish a globally consistent set of values.

#3

The IBM values are a good example of how a company can imbue its values with importance. The values describe what makes the IBM brand distinctive and valuable. Every company would like to have a strong culture and values supported by inspiring decisions, but with great brands, culture and values become the brand itself.

#4

A company’s brand is the strongest engagement tool it has. Employees who are engaged with the brand connect to customers more effectively, to each other more fully, and to the brand’s higher purpose.

#5

Brand engagement is in short supply these days. The Gallup organization asked more than three thousand randomly selected workers to assess their agreement with the statement I know what my company stands for and what makes our brand different from our competitors. Only 41 percent of employees strongly agreed with this statement.

#6

The Method Products company had started out with a freewheeling seat-of-the-pants culture driven by the purpose of crashing the multibillion-dollar household cleaner and detergent industry. But rapid growth posed a problem of how to preserve the company’s magic without drowning it in workplace procedures and protocols.

#7

A Brand Toolbox is not a brand standards manual or style guide. It’s about substance. It’s not about what you express, but how you execute. A well-designed Brand Toolbox can unleash the power of your brand throughout your organization.

#8

The Brand Toolbox can help your company adapt to new opportunities by providing reinterpretations of its brand to fit the circumstances. When an upscale fitness retailer had to adjust to a larger market filled with less committed, less experienced customers, they developed a set of compelling customer profiles with images, descriptions, and quotes to represent these new target customers.

#9

Some companies build websites and mobile applications to increase access and integrate interactive elements. When I was at Sony, we used a section of our web-based Brand Toolbox as a virtual bulletin board for employee discussions about the brand.

#10

Creating a Brand Toolbox is the first step in developing a strong brand culture. These sessions should be held at all levels of the company, in all departments, across all functions.

#11

Brand engagement sessions help address one of the crucial points in the brand-as-business model. They help impress upon all employees that they must interpret and reinforce the brand through their roles and daily decision making.

#12

Brand Engagement Sessions can be used to equip groups or departments with the specific knowledge or experiences they need to operationalize the brand, or to engage them in working sessions to identify the strategies and programs they need to develop and implement to align their priorities with the brand.

#13

Measurement is another way to track your progress. Track how many and which groups and levels of employees are participating in brand programs like contests and downloading and using resources like brand tools.

#14

The light that shines out from your brand should be as bright as possible, reflecting the value you provide. Your brand should also reflect the values of your external stakeholders, who can help shine your light onto the outside world.

#15

The IKEA brand is extended to its thousands of global suppliers through The IKEA Way, which sets out clear standards for everything from environmental practices to employee working conditions. The partners in this sense include vendors, strategic alliances, distribution channels, service providers, franchisees, and investors.

#16

Other stakeholders that are often overlooked are your board members and key investors. By definition, these groups are profoundly invested in the success of your company, and if you can engage them and enlist them in your brand culture, they can be among your company's greatest drivers of value creation.

#17

The Brand Engagement Sessions should be held with different groups of stakeholders and the content, format, and style should be tailored to each group. The tools and activities help draw together everyone who works for or with your company in a common cultural bond and a common goal to create customer experiences that build your brand image and brand equity.

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