Asian Brand Strategy

Abstract

You can analyse the past but you have to design the future. Edward de Bono It takes time to build brands and the successful path can take many avenues depending on the product, service, category, market, the company heritage and many other factors. At one end of the brand building spectrum is the physical product and service with its tangible descriptors, and at the other end the intangible descriptors, with associations and perceptions linked to the values and personalities of the brand in the minds of consumers. Where does the boardroom start the process, and what is the right direction? There is no single answer to this. Most companies started with products and services, and slowly they migrated into brands over time, as more and more associations were attached to the original products and their names. It is the responsibility of the boardroom to facilitate and manage this process, set the direction of the brand or the portfolio of brands, and ensure that adequate resources are available to support the growth. Aligning the brand It is crucial to establish a common brand vocabulary within the corporate management team and also the entire organization to ensure that issues are discussed and communicated at a common level. The two essential terms in the brand vocabulary that organizations need to understand and which are the starting points before commencing a brand process are brand identity and brand image: ■ Brand identity: describes the company's strategic intention for the brand, its uniqueness, meaning and values, and how the brand aims to be positioned in the marketplace. It projects how the boardroom wants the brand to be perceived by customers and other stakeholders. Brand identity is the strategic charter for the brand and links closely to the overall business strategy. M. Roll, Asian Brand Strategy