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
Tech - We Are Apple (Leading The Way) - YouTube.flv2AOT - www.tharakadias.com
Brand Vision
Organizational culture
Brand Objectives
Brand evaluation
Audit brand sphere
Brand essence
Internal
implementation
Brand resourcing
Brand evaluation
3AOT - www.tharakadias.com
� 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
4AOT - www.tharakadias.com
� 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.
5AOT - www.tharakadias.com
Strong organizational culture
Motivation Staff
Ensures coherent staff behaviorEnsures coherent staff behavior
Enhance brand consistency
Building trust
Enhancing brand performance
6AOT - www.tharakadias.com
Organizational culture
Integration paradigm
Differentiation paradigm
7AOT - www.tharakadias.com
� 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.
8AOT - www.tharakadias.com
� 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.
9AOT - www.tharakadias.com
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
10AOT - www.tharakadias.com
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
11AOT - www.tharakadias.com
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.
12AOT - www.tharakadias.com
• 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
13AOT - www.tharakadias.com
� 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
14AOT - www.tharakadias.com
� 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.
15AOT - www.tharakadias.com
Brand visioning CultureBrand visioning
• Envisioned future
Purpose
Values
• Supportive or constructive culture
Culture
• Artefacts
Values
Assumptions
16AOT - www.tharakadias.com
17AOT - www.tharakadias.com
• 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
18AOT - www.tharakadias.com
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
19AOT - www.tharakadias.com
• 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
20AOT - www.tharakadias.com
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.
21AOT - www.tharakadias.com
� 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
22AOT - www.tharakadias.com
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
23AOT - www.tharakadias.com
Long term success of organizations depends on organizations depends on
satisfying a coalition of stakeholders, not just one party
24AOT - www.tharakadias.com
Thank you
Thank you
25AOT - www.tharakadias.com