Brand Culture Inside & Out
Brandingmag
The independent publisher narrating the global discussion on branding and culture.
At a time when political power and trust dwindles, brands big and small have the opportunity to make a real difference: to discover the rewards that come from giving their employees hope, creative freedom, and engaging work environments that go beyond bonuses and playful offices.?
Our organizations have the unprecedented ability to partner with our people, both employees and customers, in the creation and preservation of values worth “fighting the good fight” for. To learn more about how we can achieve this, we asked some of the speakers from Brandingmag’s global forum, REBELS AND RULERS, to share their thoughts and expertise on brand culture:
Q. Is longevity achievable, for a company, without harnessing a sustainable, active brand culture model?
Richard Swain: Most companies will go through numerous peaks and troths during their lifecycle. In times of uncertainty — whether that be driven by external market forces or internal change — a strong brand culture can help compensate for a lot. When employees have a clear understanding of the brand, they are able to make decisions autonomously in a way that supports external brand messaging, even if in reality they’re lacking any substantial strategic direction. Without it, the negative impact can be far worse, and sometimes terminal.
Hans Brouwer: I would say that everything is achievable in theory. Our world is too complex to rule out this possibility. I do believe that MassiveMusic’s strong brand culture helps us thrive.
Eric Solomon: In a word, NO. Without having a core, fundamental belief system that drives active brand culture, organizations end up simply “executing” on things. This can work for a while, but over time — typically a short time! — things become very disjointed. Employee morale goes down. Decision-making submits to the whims of only the senior-most leaders. Internal and external communications lack a consistent narrative thread. Things just stop making sense and consumers stop caring. That only can be the death of any organization.?
Dominik Prinz-Barley: This is a very interesting question. There is a lot of debate if brands should be as consistent as possible over time, or if they should constantly evolve to keep up with a changing world. The truth (as usual) is: There’s no black or white answer here — a successful brand needs both. And a strong brand culture has elements that are codified, non-negotiable, and should be consistent, and others that should flex and evolve over time.
Anuraag Trikha: Brands live in the minds of consumers while products live on the shelves of stores or households. Therefore, the way to give a company a long shelf life, I think, is to nurture the brand.
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Q. Is anticipation of culture possible in today’s rapid commercial environment? How can a brand create behavior based on anticipation?
Richard Swain: In the same way that it is important for a company to have a clear brand foundation, so that its external brand image can evolve to reflect changes in design trends without having to totally reinvent itself, brands that have a well-defined brand culture are able to evolve to reflect broader cultural expectations in society while still staying true to who they are at their core.?
Hans Brouwer: My question is: Has it ever been possible? I think resilience or being prepared for the future is not about knowing what will happen, but building your organization in such a way that it can adapt quickly to whatever the future might hold. Flexibility, understanding, and intuition above all.
Eric Solomon: Brands need to create behavior on what they believe at their core, not based on the latest trend or fad. Our modern world moves at warp speed, of course, but the most successful brand behaviors are those that can withstand the test of time. On the wall of Nike headquarters, for example, is the mantra: “If you have a body, you’re an athlete.” That mantra is not tied to a culture of anticipation, but rather a critical human truth. Nike’s “Just Do It!” behavior adapts to today’s rapid commercial environment, but their culture is admirably timeless.
Dominik Prinz-Barley: I am a firm believer that only brands who understand the current culture will thrive and survive. It’s absolutely critical for any brand to fully immerse itself into the (sub-)culture of the people it serves. You must understand what people want, what they need, and — ultimately — how they behave as a result of it.?
Again, this starts on the inside. So, send your employees out into the world. Have them spend time with customers. Make them visit the places your customers seek out. Embrace and breathe their culture. If you do that, it will inform how your culture needs to adapt to stay on top of important changes.
Anuraag Trikha: Culture is a constant, commerce is the change. If one confuses that or mixes them up, they risk being blown away in the next economic sandstorm. Brands can nudge behavioral change that can then mature into a habit. A lot like our daily habits are a result of small nudges in the beginning. But it must be designed as a chain of actions that the brand offers to create a positive habit in its consumers.
If you’re curious to read more about brand culture from these inspiring leaders, download the full edition of The Roundtable here .
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Global Business Development & Project Management Expert | Specialising in Strategic Partnerships & Cross-Regional Operations (Extensive African Experience)
2 年So very apt. Foundations of any good brand strategy.
Marketer, Writer. 16 years experience in Advertising, Brand, Communications, Client Servicing, Public Relations, Strategy.
2 年Always great to read these discussions learn from them.