In my fifth post of this series, The Brand Evolution, we looked at the continuing evolution of the brand. This final post on The Brand will squarely assign oversight responsibilities.
“The safekeeping of the brand is the CEO’s responsibility. The buck stops there.”
David F. D’Alessandro (2001)
Brand Warfare: 10 Rules for Building the Killer Brand.
New York, NY: McGraw-Hill.
“Many companies, and particularly those that have system brands, are realizing that creating a successful brand franchise involves mobilizing the entire organization. Every aspect of the organization, from the premises through the behavior of the employees (particularly those who work in customer-facing roles) to company letterheads and formal marketing communications, should reflect and reinforce the values of the brand.
In recent years, however, the brand manager’s task has become increasingly complex. Brands have proliferated, media have fragmented, and consumers have become more cynical. Brand owners have had to become more innovative, constantly reinventing their brands to keep one step ahead of their competitors and their consumers. Technology has facilitated increasingly sophisticated consumer segmentation techniques, and many brand owners are moving from a one-to-many to a one-to-one marketing model.”
Paul Stobart (2002)
Creating Powerful Brands,
Business: The Ultimate Resource.
Cambridge, MA: Perseus Publishing.