Brand as a System: The Local meets the Global

Fang Wan, Ph.D.Professor of MarketingRoss Johnson Research FellowAsper School of BusinessUniversity of Manitoba, Canada

The 5th International Research Symposium on Branding in Emergent Markets, Dec 10, Nanjing

Fang Wan, Ph.D. 万方博士 , ，博士导师品牌中国规划院理事（国家级智库），品牌思为俱乐部联合创始人Director of International Executive Program，国际高管培训项目总监Professor of Marketing 市场营销教授Ross Johnson Research Fellow 罗斯约翰逊研究员Asper School of Business艾斯伯商学院University of Manitoba, Canada 加拿大曼尼托巴大学希伯来大学，泰国UTCC，中欧商学院，新加坡国立，南洋理工，清华，香港中文，香港理工，河北理工，陕西理工，西南财大，讲座 , 客座海外教授；Hebrew University,. UTCC Thailand, CEIBS, National University of Singapore, Nanyang Technological University, Hong Kong Polytech University, Qinghua, Chinese U of Hong Kong, Hebei Technological University, Shannxi Technological University, SWUFE,

万方

Managerial Hat

Brand China Planning and Strategy Institute 品牌中国规划院理事，海外部长，中国 Executive Committee Member of Einstein Legacy

Project 爱因斯坦品牌执行董事， 以色列 Founder, Book Club of Chinese Chamber of

Commerce, 加拿大华商会读书会创始人 Co-founder, Fella Club, 成都 FELLA 学社联合创始人 Co-founder, Branding Thought and Action, 品牌思为俱乐部联合创始人，清华大数据协会

我的穿梭 My Journey 品牌实战

Brand Practice品牌理论

Brand Theory

品牌实战家Coach

品牌学者Researcher

西方West

中国China世界

Global

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Interbrand: Top 100 Global Brands 2015

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7

8

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Part of My job during the past few years:Decoding/coaching

Learning/imitation/emulation/Innovation

洞见 insight真相 truth

新的视角 new多元视角 diverse perspectives

整合 , 运用 , 落地Integrate, landing

开脑洞 open up mind

执行，跟踪 , 反思Execute, track, reflect

My Intentions:我的框架

Three Anecdotes

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EmulationImitation

Learning of what?

Functional Beginning

Defining Beauty

Debunking Myths

Self Acceptanc

e

Evolution of

Evolution

Dove Real Beauty Models

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Ideal Me:Mainstream 99%

Authentic Happy Me:

Dove

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What branding is NOT?

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Visible and Invisible Facets of Branding

Visible

Brand artifacts:e.g., logos, graphics, Marketing tactics

CustomersChoice/

purchase

InvisibleDrivers

Internal brand processes: corporate culture

Employees: their endorsement

Mindset of leaders:long vs. short-term focus; vision; values

Brand Soul:Synchronization

The Invisible is the secret and fatal weapon

Truth: The how;The whys

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BrandSynchronization

Industry, Institution, Market conditionsSocio-Cultural-Political environment

BrandAdaptation

Future/Brand T2

Brand Audit

Brand Soul

Inte

rnal

bra

ndin

gExternal branding

Brand Triangle (Wan 2010)

Great Companies: Blend Strong Culture with Structure, Iconic,

Impactful, Soulful

Good Companies: Differentiation,

Efficiency

Mediocre Companies: Undifferentiated,

market nice

What kind of brands sustain to the future?

Sustainable

Future

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Case 1: Culture Brand:

Apple

Apple Brand

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What is Apple selling?

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We make beautiful computers. They are beautifully designed. Simple to use and user friendly.

Wanna buy me?

Everything we do we believe in changing the status quo. We believe in thinking thoroughly. The way we challenge status quo is by making our products beautifully designed, simple to use. We happen to make great computers

VS

iMac Apple Store

iPod/iTune

iPhone iPad

Lifestyle

Brand

Game Shaker

Apple: Winner of Identity Brand

Visionary (Leaders

hip)

Community (Consumers)

Team (Employees)

Visionary-driven brand (Apple)

Circular Structure

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Decode Apple Cultural DNA

Strong Visionary: Jobs Zen/Minimalism Authoritarian Perfectionist Art/Design-driven

Innovation=Aethestic+Constraints (No) +Integrative+Control

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Apple on the Inside

Apple's really efficient and very impersonal when it comes to making decisions [about killing a product]. There is never any illusion about what the company's focus is and that comes from the top, that came from people like Steve and Scott [Forstall, head of iPhone software], formerly [software chief] Bertrand [Serlet], Tim Cook, everybody, they know what Apple is supposed to be doing and the other side of that is they know what Apple is doing, they actually know what's going on in their back yards.”

- Former employee commenting to the Guardian Newspaper

Apple on the Inside

“[Jobs] was hands-on in a way I've never seen anywhere else, and it must have been exhausting and time-consuming for him.These were nail-biting occasions for us. We'd wait in our office to hear the verdict while the designer presented behind closed doors. Several times he never even got as far as showing off the features we'd been slaving over because Steve would immediately focus on a bad visual element in the interface. Whether it was an ugly button, a miss-aligned font, or a control panel with too many buttons, we'd never recover. All our work under the hood meant nothing, he had seen enough and we'd failed...it took me time to realise how effective his method was. Because we knew any surface sloppiness would negate everything else we did, the user experience became the true top priority.”

- Former employee comment to the Guardian Newspaper

Apple on the Inside“Steve Jobs has been described as "brilliant" and "mean" in the same breath. Brilliant because of his insight and vision, mean because he would let you know if your ideas weren't insightful or visionary.”

- Former employee comment to the Guardian Newspaper

“After looking at many different materials [for Apple’s new retail store], Jobs finally decided on a type of limestone called Pietra Serena that comes from a region of Italy near Florence. Although they could only find 5,000 square feet of the color Jobs liked, he insisted that 1,000 square feet of it be flown to Cupertino for his personal inspection.”

– Employee comment in Business Week

Jobs=Karl Lagerfeld

What is the driverOf Apple System ？Talents/geniuses

cannot be imitated and replicated

天才的 Jobs, 才有卓越的苹果没有 Jobs? 谁的苹果怎样的苹果？If no Jobs, whose and

what APPLE are we talking about?

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Case 2Culture Brand:

Google

 Google Founders:Larry Page and Sergey Brin

Senior Management

Team (Employees)

Community (Consumers)

Team -Driven Brand (Google)

2002 2003 2004 2005 2006 2007$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

$18,000,000

439 Millions

1.4 Billions

$3.19 Billions

6.13 Billions

10 Billions

$16 Billions

Google Revenue

Brand Core Values (e.g. Google)

1. Focus on the user and all else will follow.2. It’s best to do one thing really, really well.3. Fast is better than slow.4. Democracy on the web works.5. You don’t need to be at your desk to need an answer.6. You can make money without doing evil.7. There’s always more information out there.8. The need for information crosses all borders.9. You can be serious without a suit.10. Great just isn’t good enough.

Dr Wan_PA Brand Exercise

Google Jacuzzi

Google Campus

Google Campus

Google Campus

Google Campus: Happiness Design (visual)

Google Campus: Happiness Design (social)

[Nexus S][Galaxy Nexus]

[Google Search Appliance]

[Takeout]

6. Development Resources

[Google Chrome OS]

[Google profile]

2. Advertising Services[TV Ads]

[Google Website Optimizer][DoubleClick for Publishers by Google]

[Google AdWords]

[Accessible Search]1. Search Tools

Web-based products

[Google Scholar][Google Custom Search]

[Experimental Search][Google Finance]

[Life Search]

[Google News] [Google News archive][Google Patent Search]

[Product Search][Suggest]

[Google Video][Web History]

[Voice Local Search]

[Google Checkout]

[Google Image Search]

Product List TM

Mobile Applications

5. Operating Systems

3. Communication and Publishing Tools

7. Map-Related Products

8. Statistical Tools

9. Desktop Applications

1. Mobile Web Applications

2. Mobile Standalone Applications

5. Scheduled to be Discontinued

3. Hardware

6. Discontinued Products and Service

4. Services

[Google search]

[Google Alerts][Blog search]

[Dashboard]

[Google Books]

[Google Groups][Hotpot] [Language Tools][SMS]

[AdMob][Google AdSense][Google Certification Program]

[DoubleClick][Google Grants]

[FeedBurner]

[Google 3D Warehouse]

[Adwords Express]

[Google Apps]

[Blogger]

[Google Bookmarks]

[Boutiques]

[Google Business Solutions][Google Calendar]

[Google Docs]

[Google Friend Connect]

[Gmail][Google URL Shortener]

[Google+]

[iGoogle][Marratech e-Meeting]

[Orkut][Panoramio][Picasa Web Albums]

[Picnik][Questions and Answers][Google Reader][Google Sites][SMS Channels]

[Speak To Tweet][Google Voice]

[Web Fonts][YouTube]

[Google TV][Android]4. Account Management

Products[Google App Engine][Google Closure Tools][Google Code][Dart][Google Go][OpenSocial][Page Speed]

[Google Swiffy][Google Web Toolkit]

[Webmaster Tools]

[Google Body][Google Building Maker]

[Google Map Maker] [Google Maps][Google Mars]

[Google Moon][Google Sky]

[Google Transit][Google Analytics][Correlate][Google Fusion Tables]

[Google Insights for Search][Google Refine]

[Trendalyzer][Google Trends]

[Zeitgeist]

[AdWords Editor]

[Google Chrome][Google Earth][Gmail Notifier][input method editor]

[Google Japanese Input]

[Picasa][Picasa Web Albums Uploader]

[Google Pinyin][Quick Search Box]

[Wireless access][SketchUp]

[Google Toolbar][Visigami]

[Blogger Mobile][Google Calendar][Gmail]

[iGoogle]

[Google Latitude][Maps Navigation]

[Mobilizer][Google News][Google Offers][Orkut]

[Picasa Web Albums][Google Product Search]

[Google Reader]

[Google Wallet]

[Google Currents]

[Books][Google Goggles][Maps][Google Music]

[Reader][Google Sync]

[Talk][Google Voice app][Yinyue]

[YouTube Remote]

[Google Mini][Nexus One]

[Google Notebook][Google Wave] [Knol][Picnik]

[Google Public DNS][Google Crisis Response]

[Aardvark]

[Google Answers][Audio Ads][Google Base][Blogger Web Comments][Google Browser Sync]

[Google Buzz][Catalogs]

[City Tours][AdWords#Google Click-to-Call][Google Code Search][Dashboard Widgets for Mac]

[Desktop][Google Dictionary][Directory][Directory Project]

[Dodgeball]

[Google Fast Flip][Free Search][Google Desktop]

[Google Health][Gears]

[GOOG-411][Hello][Google Image Labeler][Google Labs][Jaiku][Joga Bonito][Google Lively][Mashup Editor][MK-14]

[Google Trends#Google Music Trends][Notebook][Google Pack][Google Page Creator][Personalized Search]

[Photos Screensaver]

[Google PowerMeter]

[Public Service Search][Real Estate]

[Rebang]

[Related Links]

[Google_Maps#Google_Ride_Finder]

[SearchMash]

[Google SearchWiki]

[Send to Phone][Shared Stuff][Google Sidewiki]

[Slide.com]

[Spreadsheets]

[Squared]

[University Search]

[U.S. Government Search][Video Player]

[Google Video Marketplace][Voice Search][Web Accelerator]

[Writely]

[Google X]

Senior Management

Middle Management

Engineers/Employees

Traditional Organization Structure

Google’s Organization Structure谷歌公司结构

Senior Management

Middle Management

Engineers/Employees

Peer to peer vs. manager to minion自我管理Inspirational and caring vs. managing启发激励 vs. 管理

Transforming Geniuses into Happy Teams

SoulWell-being

MoneyBody

CompetenceMotivation

people

Culture:Process

esPoliciesStructu

re

Culture is scientifically designed and executed to ensure growth of talents

Google Innovation DNA: 基因 集体天才：集体主义文化 + 个性创新文化Collective genius: True asset of Google is its talent pool and the culture to nurture and motivate the talents. 创新 = 工程师主导 + 自由 + 民主（好的） + 即兴 Innovation=engineer-driven+freedom+democracy (YES)

+ad-hoc

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Case 2Culture Brand:

Google

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Elements of Branding ：Differentiation

Focus/NicheTight system

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BrandSynchronization

Industry, Institution, Market conditionsSocio-Cultural-Political environment

BrandAdaptation

Future/Brand T2

Brand Sustainability

Brand Soul

Inte

rnal

bra

ndin

gExternal branding

Brand System Theory (Wan 2012)

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Part 2Manifestation of Brand Triangle

in SMEs: Five Prototypes

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1. The Infant

K7687Z

Brand Mantra: “Brand starts as a hobby and stays as a hobby.”

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2. The Rock

Mantra:“We are good. Come and find us.”

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The Rock

“Brand promotion is a virtue, not a vice!”

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The Rock

Reasons Confined by industry/regional norm Bias against external branding Lacks the will, skills, or mindset Lack of understanding of the importance

of external branding as part of holistic branding process

Lack of explicit awareness that internal values can be a strong tie to external stakeholders

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3. The Shell

Brand Mantra“Chasing the wind”

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The Shell

“Pause, reflect and Then ACT!”

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4. Old Man

Brand Mantra:“Why fix it if it is not broken?”

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Reasons A strong internal culture can impede

change Family control Homogeneity in internal members Content with status quo (but market

share will eventually shrink) Lack of competition at Time 1 Lack of Motivation

Old Man

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Recommendations Long term sustainability in a changing

market involves adopting an “adaptive” mind set

Implement brand tracking Activate incremental change

Diversity in work place to enact change Brand extensions to attract younger segments Brand can be rejuvenated by extension to

new segments

Old Man

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4. Old Man

“Wake up, Dude. You are stale!”

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5. The Star

Brand Mantra:“Aware, Active, Adaptive”

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Characteristics Synchronization 1—

external branding activities are driven by core brand value internally and brand soul.

Internal analysis precedes brand expression. Synchronization 2—

holistic understanding of brand identity. Situating brand in the market place with long

term focus. Adaptation to market change at T2 is

coordinated with the core brand value at T1.

The Star

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Reasons Resources, expertise, and culture are

in place A combination of organic growth and

corporate “hand-downs” Self-reflective with long-term goal

orientation Value system is gluing various

constituencies

The Star

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Overview of 5 Prototypes

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Brand Soul

Internalbranding

Fixation on external branding

visual identity

Obtuse Brand Growth ofPrivate Sector:

(guided by rationality and performance)

Flat Branding of NGOsStrong foundation of brand soul

Less conscious pursuit ofInternal and external branding

internalbranding

externalbranding

Solid, strong brand soul, guided bypubic engagement &

community orientation

Brand Triangle

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Unique Brand Challenges in Public Management

Silos Trap Prevents alignment, coordination,

interconnectedness of brand components Confidence/complacency Trap

Myopia (ego-centric view of external world)

Fear of Change Lack of brand adaptation and brand

valuation

Extern

al

Inte

rna

l

Soul

Dis-synchroniz

ed

Silo Trap

Extern

al

Inte

rna

l

Soul

Discon

nect

ion

Silo Trap; Overconfidence Trap

Change in public needsChange in culture

Change in market place

Extern

al

Inte

rna

l

Soul

X

Brand Adaption Complacency trap

X

Brand TrackingComplacency trapSisyphus TrapSilo Trap

Brand Review: T1T2

Fear of Change

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Glocal:Global meets the local

MNCs vs EMNs

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Decoding Canadian BrandsIs there a Canadian brand?--Good country brand; poor corporate brandsDiversity is a double-edged sword--lack of shared identity Integration is Necessary--no culture glue; no concerted efforts Scaling is necessary--entrepreneurial, regional

Decoding Global Brands (Wan 2012)解构全球品牌（万方 2012 ）

WinningBrands王者

Values价值观Internal:

Culture and Leadership内化：文化，领导团队

External:Competitive Strategies

Product Developments

Brand communication外化：竞争，市场，沟通

Proven Success 取得的成功

Promise 承诺

Vision (identity) 远略，身份

Evidence:Strategies

Tactics战略，战术

Evidence:ActionsMetrics

Brand equity品牌行为，品牌价值

Decoding Chinese Global Brands (Wan 2012)解读中国国际化品牌

Chinese Brands中国国际品牌

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The Heart of the Continent to China:

My journey

我的关怀 My Heart and My Dream

No one can escape from her homeIt does not matter how far we travel We always remember the road to homeWhen a person is growing olderWhen her body is more and more distant from home Her heart and soul will grow closer to homeThe complex of home starts from childhoodAnd it affects us for a life time

fang.wan@umanitoba.caWechat:

fangwan_aydan