Professional Documents
Culture Documents
Chapter 3 Organizational Culture
Chapter 3 Organizational Culture
Understanding
Organizational Culture
for Successful Brand
Management
Contents
• Organizational culture
• Strategic brand wheel
• Brand mantras
• Internal branding
• Aligning staff with the brand performance
Introduction
• The top management provides the strategic framework that
‘takes the brand from current value to the potential value’ by
execution of the brand experience.
• ‘In an increasingly competitive environment with continuous
pressures of quarterly performance the operating team is
forced to focus on the short term objectives of meeting sales
and customer acquisition.
• This approach is myopic and completely overlooks the long
term value creation potential of the brand to the business’
(Unnikrishnan, 2010).
Introduction
• The top management needs to carefully delineate the core
brand values and design the brand identity based on their
corporate vision.
• This brand identity through an internal branding process is
clarified to the employees. The employees of the organization in
turn build the brand and deliver the brand experience to the
customers.
• The customers interpret the brand values according to their
own brand experiences. This results in the brand image that is
the perception of the customers of the brand identity.
Introduction
Specify core
Influences brand values
Marketing
communication
Consumers Organization
interpret and staff enact
redefine values
offering
The Organizational Culture
• Organizational culture is defined as the ‘company’s
overall philosophy, a set of values, and beliefs that
shape the way people think and behave’ (Hankinson
and Hankinson, 1999).
• It is ‘an amalgamation of values which gives rise to
behaviour’ (de Chernatony and Cottam, 2008).
• Thus, we can define organizational culture as ‘the
values of the organization that gives rise to and
influences the behaviour of employees.’
Organizational culture and brand performance
• Organizational culture is ‘the pattern of shared values and beliefs,’
which helps individuals in gaining an understanding of how the
organization functions. This understanding further provides them
‘norms for behaviour in the organization’.
• This means that the workings of the employees in organizations are
uniquely influenced by the prevailing culture of the organization.
• For the employees to ‘live the brand’ they need to be supported by
an appropriate organizational culture.
• Organizations need to build a culture which revolves around the core
brand values. This will influence the employees to perform their
duties in line with the brand identity the organization has delineated
Organizational culture and brand performance
Brand
External
Internal stakeholders
stakeholders
Perspective To ‘orient and motivate its customer- To ‘develop and reinforce a common
contact employees and supporting value-based ethos, typically attached
service people to work as a team to to some form of corporate mission or
provide customer satisfaction.’ (Kotler vision.’ (Mosley 2007)
et al. 2010)
Scope Only the customer-contact employees All the employees in the organization
Employee role Employees are used as a tool to deliver the Employees are strategically involved in
brand creating the brand
Stage 1:
Brand identity
(character clarity Planning
and preparation)
Communication
and commitment Stage 2:
Culture
Executing