06. organizational culture in brands

THARAKA DIASMBA(USA), BBA(USA), Dip in Mgt, ACIM(UK),

FAEA(Dip in AEA-UK), FinstSMM(UK), CPM(Asia),

MSLIM

This focus on the organizational culture block of the process for building and

sustaining brands.

Key factor in this is evaluating how Key factor in this is evaluating how organizational culture helps to achieve the

brand competitiveness

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Brand Vision

Organizational culture

Brand Objectives

Brand evaluation

Audit brand sphere

Brand essence

Internal

implementation

Brand resourcing

Brand evaluation

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� The starting point for developing and sustaining a brand is

brand vision

� One of the components of powerful vision is the brands

values.

� These above are leading to organizational cultureThese above are leading to organizational culture

� Understanding of organizational culture there is better

appreciation of the organizational values and its linked to

those of the organization

� Corporate brands draw heavighly on the corporations name,

organizational culture provides a strong indicator about the

values that characterized the brand


� A clear understood organizational culture provides a basis for

differentiating a brand in a customers mind

� Brand can be considered as being a cluster of functional and

emotional values

� Most sustainable way to build brand is through emotional

values.

� Its not how much customer receive it , rather it is which way

customer receive it. customer receive it.

Eg: McDonalds / Piller house

� Organizational culture act as a glue uniting staff in desperate

location to act in a same manor

� Strong organizational culture can increase the confidence level

of stakeholders and enhance the overall performance.


Strong organizational culture

Motivation Staff

Ensures coherent staff behaviorEnsures coherent staff behavior

Enhance brand consistency

Building trust

Enhancing brand performance


Organizational culture

Integration paradigm

Differentiation paradigm


� This is conceptually appealing, since having a sheared

set of values and basic assumptions about cause and

effect relationships reflects employees need for order

and consistency in their work. and consistency in their work.


� This consider culture as a root metaphor for the

organization – i.e. a metaphor for the organization is

knowledge, or sheared symbols and meanings or the

unconscious mind

� In this sees culture as something a group of people � In this sees culture as something a group of people

“are”, the artefacts are no longer the visible layer of

culture

� Culture is not a mechanism for management to

change staffs values.


Understanding of the brand promise

Encouraging employees desires to want to deliver the brand promise promise

Stimulate staff to change their behavior to align with the brand promise

Develop staff so they have the skills to deliver the brand promise


The pattern of basic assumptions that a given group has invented, discovered or developed in learning to cope with the problems of external adaptation and cope with the problems of external adaptation and

internal and have worked well enough to be considered valid, and therefore to be taught to new members as the correct way to perceive, think and

feel in relation to those problems


Visible artefacts

• Car park, office layout, manor of dress, the way people talk, documentation and the firms technology

• A better understanding of why employees behave in a unique manner comes through understanding values

Values

• A better understanding of why employees behave in a unique manner comes through understanding values

Basic assumptions

• Peoples mental mapping, or schema, which are the rules they have formed to make sense of their environment and to predict out comes.


• The logo and organization uses provides clues about its cultures. (Apples uses Apple as icon) Material objectives

• An organizations building gives a clue about its culture. (Brandex Seduwa)

Architecture and office location

• Language the staff and the cooperation use provides insight about its culture. (British Council/Sri-Lankan)Language

• Informal dress code for advertising agencies. Dress Style

• Stories that you create to show their belief in customer service (Apiwenuwen appi for arm forces) Stories

• Ceremonies are celebration of organizational culture. A firms' annual sales conference in an exotic hotel .Ceremonies

• There are norms of behavior about which new employees soon become aware. ( Work time) Styles of behavior


� Whether there is a strongly held ideology of which all

employees are aware

� Whether there is a good induction programme for all new

employees

� Whether staff feel they belong to something special that Whether staff feel they belong to something special that

gives them an elitist pride

� Whether there is ongoing training

� How effective the job socialization by there peers

� Whether staff are exposed to the hero stories

� Whether there is a tight values based screening process at

the recruitment stage


� Whether incentives and career advancement

criteria are linked to the organization’s aspired

culture

� Whether there are public celebrations for

particularly successful staff particularly successful staff

� To what extent the office layout reinforces the

desired values.


Brand visioning CultureBrand visioning

• Envisioned future

Purpose

Values

• Supportive or constructive culture

Culture

• Artefacts

Values

Assumptions



• Employees adhere to the values of the dominant culture more notably than in the rest of the organization. (those directly in contact with customers are part of the enhancing sub culture will deliver the brand promise been given to customers more effectively.)

Enhancing subculture

Orthogonal • These are characterized by individuals who are aligned the dominant culture. But they also accept a separate non conflicting culture. ( those who work for international brands)

Orthogonal subcultures

• In this category of subculture , there exists a cohort of employees who have some important values that militate against the desired orgizational culture. ( Merger, or change of CEO)

Counter Culture


Take over and cooperate mergers are often hailed as opportunities for

strengthening brands, yet the attempted strengthening brands, yet the attempted marriage of the 2 cultures can be difficult to achieve and this can have an adverse

effect on staff moral, and brand performance


• What someone must do

• What they can get away with not doing

• What they must never do

Audit current culture

• Serving the client comes firstDefine desired

• Serving the client comes first

• Individualism

• Technical excellence and high professional standards

• Integrity

Define desired culture

• Passionate about working with client to deliver exceptional value

• People flourish and realize their full potential

• Continuously extends the frontiers of its shared knowledge

Implement change to achieve

desired culture


01. Building commitment amongst leaders to enable them to become effective role models

02. Personal and team development material to help people receive feedback and work on changing their behavior

03. Facilitating internal communications.

04. Guidance on how to carry out the different activities.

05. An explanation of the values, theoretical background and details of different parts of the programme.


� Hostede (1980) – was one of the early writers to argue the

association between strong cultures – i.e. those that are

unified and high performance

� in a strong culture the shared values engender greater

motivation. As staff feel proud to be associated with the

organizations brands. organizations brands.

� They are more committed and become loyal employees.

� The stronger culture provides a basis of a sustainable

competitive advantage


Under performance

Leaders

Fit

wit

h e

nvi

ron

me

nt Good

leggardsYesterdays

leaders

Strength of organizational culture

Fit

wit

h e

nvi

ron

me

nt

Poor

Week Strong


Long term success of organizations depends on organizations depends on

satisfying a coalition of stakeholders, not just one party


Thank you

Thank you


Business

06. organizational culture in brands