Branding starts from a well conceived vision

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Striving for a coherent corporate brand:

From the low number of constituent elements in the model in figure 2 below, it is apparent there are several possibilities for tension to arise due to incongruity between those elements. An example of this, if senior management did not involve employees in the visioning process, the employees may find it difficult to behave in an desired manner, feeling uncomfortable accepting some aspects of the brand vision.

The corporate brand starts from a well-conceived vision. Yet, the first source of tension begins with senior managements reluctance to involve employees in the visioning process, and the employees unruly communication of the vision. Only a third of the organizations across Europe communicate their visions to employees. It is not enough for senior management to just communicate their vision to employees.

For the vision to be shared and internalized it has to have meaning for all employees.
Senior managers are wrong to think that just writing down the vision is sufficient its not-- its the start of the job. The vision has to be given meaning for employees.

• Understanding the diversity in values when determining brand
• Cause of diversity in interpreting the corporate brand
• The corporate brands values
• Values inherent in the vision of the corporate brand
• Values inherent in the organizations culture
• Values inherent in the corporate brand
• Values of individual employees

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