doesn 't fully understand what makes great brands great. Kodak ranked as one of the ing principles of What Great Brands Do and their accompanying action steps and calgatunazi.cf 4. Hemp and. What Great Brands Do and millions of other books are available for instant access. However, these companies all adopted specific approaches and principles that transformed their ordinary brands into industry leaders. In other words, great brands can be built--and Denise Lee Yohn. In other words, great brands can be built—and Denise Lee Yohn knows exactly how to do it. Delivering a fresh perspective, Yohn's What Great Brands Do.
|Language:||English, Portuguese, Dutch|
|Genre:||Children & Youth|
|ePub File Size:||29.44 MB|
|PDF File Size:||19.32 MB|
|Distribution:||Free* [*Registration needed]|
The bestselling book What Great Brands Do by Denise Lee Yohn is available at major booksellers. WHAT GREAT BRANDS DO. 7The Seven Brand-Building. “Your brand is what your company does and how you do it,” she writes in her book,. What Great Brands Do. Branding isn't about showcasing a business through. Have you wondered what great brands - such as site, Starbucks, WHAT GREAT BRANDS DO: The Seven Brand-Building Principles that.
Wallis and Futuna Western Sahara Zambia. Valid Thru. Card Number We do not keep any of your sensitive credit card information on file with us unless you ask us to after this download is complete.
Expiry Date. CV Code. You'll need an account to access this in our app. Please create a password to continue. In What Great Brands Do, author Denise Lee Yohn draws on her over twenty-five years of experience in brand-building to demystify the branding process. Denise Lee Yohn is a recognized brand expert, speaker and writer who specializes in teaching companies how to implement their brands on an operational level.
What do you think of when you hear the word brand? An iPad, a Big Mac or a bottle of Coke, maybe?
These ideas give you the inside scoop about iconic brands: Keep on file Card Number We do not keep any of your sensitive credit card information on file with us unless you ask us to after this download is complete.
Your rental will be available for 30 days. Enter a password and we'll remember your credit card for next time. Forgot your password?
We are serving more people than ever before and our dramatic profit increase is enabling us to serve even more patients! These elite use their brand vision as a driver for everything their company does rather than just a goodwill producer. Insight 2 An actionable way to implement the Big Idea into your life Start inside "One mark of a great brand is that even former employees remain proud to say they helped make the brand great. It is the employees that will turn the brand promise into breakthrough customer experiences.
My ah-ha came when we discussed a visual around this idea. Imagine one person or department shining a torch outwardly eg. Now imagine if that person turned around and shone that torch inwardly. Her torch sparks the torches of all the employees. Now together, they have an inferno!
How can we turn that torch inwardly? We can think of it as moving our brand efforts from project based to personnel based. Do your people know what your brand promise is and what it means to them? Empower them with tools to infuse the brand into their daily decisions and behaviors. Please share them below. For every successful advertising campaign, there are at least five that have failed. Blame it on the fragmentation of media or peoples shrinking attention spans or the growing popularity of customer reviewswhatever.
The current uncertainties of advertis- ing effectiveness have caused businesspeople to look to other brand-building methods, and some are turning their focus inside. Theyve come to realize that culture change is the necessary first step when they want to define or re-define their brand. Their culture determines whether or not their brand is embraced and then appropriately interpreted and reinforced by employees in customer experiences that shape brand perceptions more powerfully than any advertising ever could.
ChangeThis Thanks to online data and social media, as well as new accounting and reporting regulations, people are now empowered with tools and information that reveal how companies treat their employees and other stakeholders, and how they impact their communities and the environment.
And customers no longer tolerate inconsistencies between a companys brand image and the way it runs its business. In this context, there can only be one set of company valuesbrand is how those values are manifested outwardly and culture is how theyre demonstrated internally. Great brands develop a symbiotic relationship between the two, using their brand identity and values to shape their culture, and leveraging their culture to bring their brands to life in everything they do.
Great brands know that brands are built not by what you say, but by what you do, and so they make brand culture not communicationsthe priority.
Consistency and predictability were once highly valued brand attributes, and a strong brand was built by presenting it in a tightly focused, steadfast manner. With the shortening of attention spans and more people feeling theyve been there, done that, novelty and creativity are now required for brands to stay fresh and sustain interest.
Companies have responded by relaxing strict branding standards and adopting more flexible branding practices. Thats why we see multiple logo renditions, variable tagline usage, and more salesperson empowerment. Great brands embrace this new, more open approach with one important prerequisitethey have clearly articulated their brand values and attributes and locked them in.
They know that flexibility only works within a framework and they dont assume that everyone knows the non-negotiables.
They rely on a clear brand core to guard against inappropriateness and guide innovation. It takes more than large attention-getting gestures to be truly socially responsible, and consumers have begun demanding a more integrated approach.
At the same time, great brands are ushering in a new age by using the power of their brands to inspire real change. Great brands align their social efforts with their brand values and business strategies and operations. They innovate new business models, design more sustainable supply chains, and ensure they create value for all their stakeholdersinternal ones including executives, employees, and inves- tors, and external including suppliers, agencies, strategic partners, industry influencers, local communities, and of course customers.
By replacing CSR corporate social responsibility with CSV creating shared value , great brands manage to increase their brand relevance and their profits.
Following trends has made sense for a long timeits often how managers have been assured that their brands would be noticed and inserted in to the social conversation of the day.
But now, products, ideas, themes, and personalities become popular overnight, saturate the collective consciousness, and then drop from fashion as quickly as they appeared.
Its difficult to differentiate trends from fads, and if you read the tea leaves wrong, there are serious product inventory and brand image consequences. The managers of great brands dont operate in a reactive mode, waiting to jump on the next bandwagon.
Instead they identify powerful ideas on the horizon and discover ways to advance them. They constantly scan the cultural environment for signs of meaningful, long-lasting change. They keep abreast of technology, demographics, consumer tastes, laws, resource prices, and competitive behavior, and then they identify possible ways to exploit movements in these areas that would be most relevant to their brands.
Great brands know that sustainable growth comes from being proactiveanticipating or leading change. A series of episodic, one-way transactions no longer automatically produces valuable customer relationships. People have come to expect regular, meaningful, differentiating, two-way interactions with the brands they do business with.
Its the result of the out of sight, out of mind syndrome combined with the what have you done for me lately mindset. Brands are learning how a good content strategy can help them meet these new expectations and the best brands are thinking of themselves as media companies. They not only provide relevant, timely, and compelling content, they make content their product.
They design and develop content to the exacting standards they usually apply to their products, and deploy it strategically to facilitate relationships.
Great brands develop a symbiotic relationship using their brand identity and values to shape their culture, and leveraging their culture to bring their brands to life in everything they do. Growing companies are struggling with the significant opportunity costs they incur when attempting to provide across-the-board excellence in customer service.
When theyve tried to treat everyone well, theyve usually ended up withholding exceptional treatment from their best, most loyal customers.
What Great Brands Do: The Seven Brand-Building Principles that Separate the Best from the Rest
The managers of great brands, by contrast, have the courage and commitment to nurture their appeal among and focus only on those they consider their ideal customers. They are willing to put their truly loyal and valuable customers at the front of the line, ahead of people who arent and never will be counted among their fans. They know that the most profitable customer strategies center on the companys brand identity, so they shape expectations and invite like- minded people to engage with them by putting their brand strategy, not customer service, at the center of their businesses.Networks no longer distinguish technology companies alone.
That leadership must protect, preserve and grow brand as an asset.
When your company adopts all these principles, your brand will be transformed to greatness! Denise summarizes the many things needed to build a great brand into seven principles.
What Makes a Brand Great
When theyve tried to treat everyone well, theyve usually ended up withholding exceptional treatment from their best, most loyal customers. It must be driven and embraced company wide. As a result, they enjoy brand appeal that is less dependent on a particular product, so issues of brand fit and credibility are minimized.
Because I work in the pharmaceutical industry, to understand this better, I imagined two pharmaceutical companies who both profess to be patient focused in their vision and mission statements their outward expression of their brand. They were first to get digital.