GETTING INTO ENTERPRISE BRANDING : Catching the Third Wave
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The document discusses enterprise branding through examples of Novo Nordisk and Johnson & Johnson. It describes the three waves of corporate branding development and how Novo Nordisk established a permanent corporate branding function to integrate internal and external branding under pillars supporting its vision. Johnson & Johnson centralized its corporate branding unit to revive the emotional appeal of its historical care and baby imagery. Both companies faced dilemmas around centralization vs decentralization and balancing old and new approaches that their corporate branding strategies aimed to manage.
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GETTING INTO ENTERPRISE BRANDING : Catching the Third Wave
- 1. GETTING INTO ENTERPRISE BRANDING Catching the Third Wave Chapter 9 in Hatch, M.J. and Schultz, M. (2008), Taking Brand Initiative Presented by Delphine Dubuis, Morteza Javadinia, Alesia Kabutkina, Sebastian Knebel, Bettina Maatz & Minnie Silfverberg
- 2. What will you learn during the next minutes? • What is Enterprise Branding? • How does Novo Nordisk deal with this topic? • How does Johnson & Johnson integrate Corporate Branding? • Discussion 28.02.2012 Team 4 - Presentation 1 2
- 3. The basic concept: the three waves 28.02.2012 Team 4 - Presentation 1 3 Source: Hatch, M.J. and Schultz, M. (2008), Taking Brand Initiative, page 207
- 4. The overriding question How can an organization create a permanent place for corporate branding in its structure? 28.02.2012 Team 4 - Presentation 1 4
- 5. NOVO NORDISK An example of a successfull Enterprise Branding 28.02.2012 Team 4 - Presentation 1 5
- 6. Set the stage Corporate BrandingCorporate Branding Showing 1 face to the world Create a permanent function to oversee the brand Danish company being market leader in China and Europe Danish company being market leader in China and Europe Core business = diabetes 28.02.2012 Team 4 - Presentation 1 6
- 7. Catching the 3rd wave Source: Hatch, M.J. and Schultz, M. (2008), Taking Brand Initiative, page 205
- 8. Changing the mind-set • The task of the new Corporate Branding unit: Internal branding External branding Brand design Brand tracking 28.02.2012 Team 4 - Presentation 1 8 People with values Sciences for people Care for people Healthy communities Changing Diabetes 4 pillars supporting the brand, open-ended principles
- 10. Dilemmas 1. Centralization & Decentralization Having a global cross-functional Corporate Brand But each corporate unit is primarily doing its core business 2. Old and new Using already established pillars (people, science, care and community) and putting Corporate Brand(Changing diabetes) as roof on top 3. Global and local Respond to a variety of stakeholders images by general basic but open-ended principles 4. Stability and change Some things remain the same but change in organizational structure and an all integrating vision How to face and manage them? 28.02.2012 Team 4 - Presentation 1 10
- 11. VCI Alignment Alignment Question Novo Nordisk Dynamic Corporate Branding? Establishing Changing Diabetes as roof of branding efforts, and organizational structure allows constant adjustments Anticipation of future by celebrating the past? Yes, taking existing principles and synthesize them under one roof, continue the fight against diabetes Listening & speaking volumes? Yes, cross functional teams and two way communication Serving customers by delighting employees? Yes, integrating all functions into the corporate branding process Thinking like an enterprise? Yes, creating one face for all 28.02.2012 Team 4 - Presentation 1 11
- 12. JOHNSON & JOHNSON An example of an emotional Corporate Branding strategy 28.02.2012 Team 4 - Presentation 1 12
- 13. Set the stage Corporate EquityCorporate Equity Centralized Corporate Branding Function Umbrella for related projects and programs World‘s most diversified health care companyWorld‘s most diversified health care company Core Identity build on care and baby imagery 28.02.2012 Team 4 - Presentation 1 13
- 14. Catching the 3rd wave Source: Hatch, M.J. and Schultz, M. (2008), Taking Brand Initiative, page 205
- 15. Dilemmas 1. Centralization & Decentralization Establishing a formal business unit to oversee all efforts for corporate branding Create dialogue between different units CBU* recognizes potential of commercial done by product branding unit 2. Old and new Care, Baby imagery efforts help to reviving emotional appeal * Corporate Branding Unit How to face and manage them? 28.02.2012 Team 4 - Presentation 1 15
- 16. VCI Alignment Alignment Question Johnson & Johnson Dynamic Corporate Branding? Corporate Equity = roof for corporate branding, but is culture affected? Anticipation of future by celebrating the past? Yes Listening & speaking volumes? Not necessarily Serving customers by delighting employees? Doubtful Thinking like an enterprise? Certain openness in perspective if using product ad for corporate branding 28.02.2012 Team 4 - Presentation 1 16
- 17. Finally, we can say… • Johnson & Johnson is doing quite well in building up a high reputation through emotional appeals … • Because these emotional appeals touch every soul 28.02.2012 Team 4 - Presentation 1 17
- 18. DISCUSSION 28.02.2012 Team 4 - Presentation 1 18
- 19. Let‘s discuss... • What will happen in the long run? • Which approach will give you a sustainable competitive advantage? • Which problems might occur? • What gives you Corporate Branding? • How revenues and profits influence the development of Corporate Branding? • How does Corporate Branding benefit your company? 28.02.2012 Team 4 - Presentation 1 19
- 20. Wrap Up: What is CB for? • Saving costs • To exploit Economies of Scale in advertising and marketing • Creates a sense of community • Willingness to pay might be higher for many customers for some “badge of identification”, like a logo, etc. • Provides a “seal of approval” • Strong CB provides an idea of what the customer can expect • Strong CB may also help company do defend itself against assaults from the outside • Creates a common ground • Successful CB is universal and can be used in many different cultures • Can also be dangerous for your company Source: Hatch, M.J. and Schultz, M. (2001), Are the Strategic Stars Aligned for Your Corporate Brand? 28.02.2012 Team 4 - Presentation 1 20
- 21. THANK YOU FOR YOUR ATTENTION! 28.02.2012 Team 4 - Presentation 1 21