Branding

Examples of Branding in the following topics:

• The Challenge of Competition

  • For example, bottled-water producers are directly involved in such a framework and thus adopt two basic competitive strategies: low-cost and branding.
  • Branding, on the other hand, aims to convince the consumer that a higher price point is worth paying based upon the company's name, reputation, or other distinguishing characteristic.
  • For example, Dasani brand water costs more than generic store brand water, despite being essentially the same product.
  • Branding plays an important role here as well, though assessing niche consumer needs and filling them is the principal focus.
  • Quality competitive strategies, while related to branding, provide a particular level of quality to capture a specific income or interest demographic.

• Speed of Innovation

  • Therefore, while the big winners in the old economy were big corporations, today's big winners are often small, highly flexible groups that devise great ideas, develop trustworthy branding for themselves and their products, and market these effectively.
  • The winning competitors are those who are first at providing lower prices and higher value through intermediaries of trustworthy brands.
  • This also sometimes allows the first-mover to identify its brand with the new technology (i.e., saying "Google it" as shorthand for online search or calling any and all mp3 players an iPod).
  • These branding hurdles must be tackled by any competitor following in the footsteps of the first-mover.

• Types of Organizational Branding Deliverables

  • Choosing the right method to get each message across and making sure that the organizational brand is visible in the messaging can have a profound impact on how the public and potential investors view the organization.
  • Effective communication through use of deliverables such as annual reports and internal memos can allow an organization to provide important information to stakeholders while establishing and reinforcing the company brand.
  • In addition to providing detailed financial information, an annual report can also be a tool to convey, re-establish, and reinforce the brand message of an organization.
  • Through internal memos, leaders can also reinforce and remind workers of the organizational mission and brand.

• Impression Management

  • This is most commonly referred to as brand image or brand perception.
  • Management must ensure that all aspects of the organization conform to and fulfill the desired brand image, and communicate it to the public.
  • Managers have to ensure that they too are promoting the company brand image.
  • Outline the way in which impressions and impressions management affect management, organizations, and branding

• Divisional Structure

  • Geographic departmentalization is particularly important if tastes and brand responses differ across regions, as it allows for flexibility in product offerings and marketing strategies (an approach known as localization).
  • In this form, one parent company owns subsidiary companies, each of which uses its brand and name.
  • In the multidivisional structure, subsidiaries benefit from the use of the brand and capital of the parent company.

• Measuring Organizational Performance

  • Higher market share means a deeper brand awareness.
  • Customer retention rates underline brand loyalty and product quality.

• Differences Between Strategic Planning at Small Versus Large Firms

  • How does management create a strategy that doesn't confine these geographic regions (and lose localization) yet still maintains each region's alignment with the mission, vision, and branding of McDonald's?
  • From a strategic point of view, this involves creating a system of quality control, reporting, and localization that maintains the competitive advantage of scale economies and strong branding.

• Defining Communication

  • Business communication encompasses marketing, brand management, customer relations, consumer behavior, advertising, public relations, corporate communication, community engagement, reputation management, interpersonal communication, employee engagement, and event management.
  • Business communication takes place in marketing, brand management, customer relations, consumer behavior, advertising, and public relations.

• Accelerated Change and Adaptation

  • In the recent recession, this occurred within a number of organizations that thought that the best way to survive was to re-brand or reorganize their business strategy as a whole.
  • Changing a company's brand or overarching strategy (i.e., differentiation to low-cost or vice versa) is a massive overhaul that will undoubtedly upset a number of people internally and externally.

• Inside and Outside Forces for Organizational Change

  • Failing to keep pace can result in substantial fines and financial detriments, not to mention negative branding.
  • Integrating a new idea may require reallocation of resources, new hires and talent management, and new branding.