Download pptx - DLYohn Brand-As-Business Perspectives from Jim Stengel's GROW

brand-as-business bits

from Grow

denise lee yohn

brand perspectives from Jim Stengel’s Grow © 2012 Denise Lee Yohn, Inc.

Jim Stengel’s book Grow: How Ideals Power Growth and Profit at the World's Greatest Companies presents brand-building through the lens of ideals.Your brand ideal, Stengel says:• transforms the enterprise

into a customer-understanding machine.

• helps crystallize your business’s existing and potential points of parity and points of difference with the competition.

• illuminates your organizational culture’s strengths and weaknesses.

• generates effective new business models, strategies, and tactics before the current ones have lost their freshness and begun to produce diminishing returns.

• enables leaders to drive results by being absolutely clear and compelling about what they value.


This is very much in line with the benefits of the brand-as-businessTM management approach – that is, use your brand platform as a management tool to fuel, align, and guide every task you undertake.

So here are some of the best brand-as-business bits from Grow.


A brand is what a business is all about in the hearts and minds of the people most important to its future.


A brand defines who you are and what you stand for as a business to

everyone the business touches, from employees to end consumers.


John Kennedy, IBM’s vice president for corporate marketing, said, “The enduring idea that is the essence of IBM has meant different things at different points in our history. At one point, that meant automating the office. At another point, it meant helping put a man on the moon in the Apollo space program. Today it means all the systems that keep the world working in health care, transportation, the power grid, the infrastructures within industries.

We have to talk with many audiences about these things, and what ‘building a smarter planet’ does is it enables us to engage all these audiences at the level of deeply held beliefs about the world. The conversations we have with our customers, for example, they start with a shared way of looking at the world, a common belief in how technology can improve the world.”


Remember, if you’re in business, you’re in the relationship business.

You’re in the business of forging enduring bonds with the people who are most important to your future.


Method’s founders:If Method was going to grow, it had to brand itself from the inside out -- to “market ourselves as ourselves.”


HP executive:“Under founders Bill Hewlett and Dave Packard, people internalized the HP values and culture so deeply that they became the connective tissue that made HP what it was. Everybody knew that HP was about making great technology that made a contribution to society.

But that connective tissue was weakened through the tremendous growth by acquisition. And it was not being strengthened because it was no longer in the dialogue and the explicit values of the leadership. That this was missing was really a problem for HP people.”


Clark Bunting, President of Discovery Studios:

Great brands say no.

Jim Stengel: Let me put that in broader terms.

Great businesses makegreat choices.


Bernard Arnault, CEO and chairman LVMH has said:

“Star brands only stem from an artistic and creative mind,”

and he insists that every one of LVMH’s businesses must have an

operator and an artist.


Never cede the leading edge of your category. You always need to be

planting seeds for new business, and they’ve got to be the right seeds…

The better you understand how your ideal connects with people’s

fundamental values and aspirations, the better sense you have of where

to take the business next.


Brand experience and innovation go hand in hand.

An imperfect world and a desirable

brand experience that keeps changing -- that combination

creates a mandate for leaders to maintain a twin focus on

execution and innovation.


Each product innovation must also be an expression of the initial brand.


The more you strive to improve people’s lives and the more you

demonstrate that in your products and services and all your

interactions, the more customers and end consumers will reward you

by becoming loyal advocates for your business.


Nothing is more symbolic than changing what a company

evaluates; it goes to the core values of the company and its leadership. It shapes strategy making and governs who advances within the company.


Elizabeth Buse, Visa group president: “You have to perform, the

business results have to be there. But what you do is only half of the

evaluation; the other half is how you do it.

We manage the what and the how equally. Because if you have the

what and you don’t have the how, then the what will dry up over time.”


The so-called “soft stuff”is really the “hard stuff.”

Nothing is harder to get right than a culture change, and nothing pays

such huge dividends.


In 1980 virtually the entire market capitalization of the S&P 500 companies consisted of tangible assets (cash, offices, plants, equipment, inventories, etc.)

By 2010 tangible assets accounted for only 40-45% of the S&P 500 companies’ market capitalization. The rest of their capitalization consisted of intangible assets, and about half of that -- more than 30% of total market capitalization -- came from brand.

source: Millward Brown Optimor


The organizational work in bringing a brand ideal to life is never really

done.


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