Values of corporate brand determins vision of company

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Values inherent in the corporate brand:

Referring back to the model of a brand in figure 1, pictured below, corporations should have a clear statement of their corporate brands values and promise. As time progresses, the significance, importance, and uniqueness of these values change. Therefore, there is a benefit to annually evaluating their suitability.

One way to do this is to have a facilitator interview members of the senior management
team individually, as well as representatives from each department. Each person is then asked to identify what believe to be are the three unique characteristic of the corporate brand. By using a laddering procedure they are encouraged to consider the consequences of the characteristic and what functional and emotional values this leads to.

The individual is shown the documented characteristics of the corporate brand. Any differences between their view of the brand and what is documented can be explored. An indication of the appropriateness of the corporate brand values can be found by analyzing the laddering results against the documented brand. While this means provided a time dependent relevance check on the values of the corporate brand, it assumes the views of the employees reflect those of their stakeholders, which is questionable (Eden and Spender 1998).

By following the same process, undertaking individual interviews with key representatives
of stakeholder groups, their insight of the corporate brands values can be exposed. These findings can then be compared against managers views to appreciate the similarity between managers and stakeholders awareness of the brands values.

Consequently, this work permits managers to measure tension in the values of their
corporate brand: Over time, against the values inherent in the vision and organizational
culture, and as alleged by managers versus stakeholders.

One way of doing this is to have a facilitator interview individually members of the senior management team, and a representative from each department. Each individual is asked to identify the three unique attributes of their corporate brand. Using a laddering procedure they are prompted to consider the consequences of the attribute and what functional and emotional values this leads to.

The individual is then shown the documented characteristics of the corporate brand and any differences explored. By then analyzing the laddering results versus the documented brand, an indication of the appropriateness of the corporate brand values emerges.
While this mechanism provides a time dependent relevance check on the values of the corporate brand, it assumes that the views of staff reflect those of their stakeholders, which is questionable (Eden and Spender 1998).

By following the same laddering procedure, undertaking individual interviews with representatives of key stakeholder groups, their perceptions of the corporate brand’s values can be surfaced. These findings can then be contrasted against managers’ views to appreciate the congruence between managers’ and stakeholders’ perceptions of the brand’s values.

Thus, this work enables managers to assess tension in the values of their corporate brand:

over time;
against the values inherent in the vision and organizational culture;
as perceived by managers versus stakeholders.

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