l3 BM w24 Brand Foundations

BRAND FOUNDATIONS
ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS |

A REMINDER
These course materials were designed by Ashley Konson for

the personal use of students enrolled in Brand Management
W24. No further reproduction or distribution is permitted
w i t h o u t t h e w r i t t e n p e r m i s s i o n o f t h e a u t h o r.
ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 2

A FRAMEWORK: GBL BRAND FOUNDATIONS
LET ’S TALK STRATEGY

THE BRAND STRATEGY PROCESS
1. BRAND FOUNDATIONS
2. RESOURCES AND CAPABILITIES
3. DESIGN THE ORGANIZATION/
3. SHAPE AN ENABLING CULTURE
4. FUNCTIONAL STRATEGIES
New Market
Entrant

THE BRAND STRATEGY PROCESS
1. BRAND FOUNDATIONS
2. RESOURCES AND CAPABILITIES
3. DESIGN THE ORGANIZATION/
3. SHAPE AN ENABLING CULTURE
4. FUNCTIONAL STRATEGIES
Already In COMPANY
Market

GBL BRAND FOUNDATIONS FRAMEWORK™
EXTERNAL PERSPECTIVE INTERNAL PERSPECTIVE
T h e G B L B ra n d F o u n d a t i o n s F ra m e w o r k ™ i s a m a n a g e r i a l t o o l f o r
g u i d i n g s t ra t e g i c c o h e r e n c e f o r b u i l d i n g s t r o n g b ra n d s .
I t l e v e ra g e s l e a d i n g r e s e a r c h b y t h e E h r e n b e r g - B a s s I n s t i t u t e f o r
M a r ke t i n g S c i e n c e o n h o w b ra n d s g r o w, t o g e t h e r w i t h o u r o w n e t h o s
on the importance of making brands strong inside out™.
B ra n d b u i l d i n g t o d a y m u s t b e v i e w e d f r o m b o t h e x t e r n a l a n d i n t e r n a l
p e r s p e c t i v e s t o e n s u r e a c o h e r e n t a n d i n t e g ra t e d a p p r o a c h t o
b u i l d i n g s t r o n g b ra n d s .
T h e r e s u l t i s a c l e a r b ra n d s t ra t e g y a n d t h e i n t e r n a l c o h e r e n c e t o
achieve it. 7
GBL BRAND FOUNDATIONS FRAMEWORK™
EXTERNAL PERSPECTIVE INTERNAL PERSPECTIVE

BRAND IDENTITY L3 LEADERSHIP PHILOSOPHY L3
This is the collection of all the associations a This is the ethos of the team that stands
company aspires to create to portray the right behind the brand and its intent is to create
image for its brand to the buyer and to set it organizational focus, integration and
apart from competitors. coordination.
This desired image comprises associations for
This ethos comprises four related parts:
identifying, evaluating and evoking the brand.
The gap between brand identity and the current • The b r a n d ’s b e s t s e l f
b r a n d i m a g e r e p r e s e n t s t h e b r a n d ’s m e n t a l • The tension it seeks to resolve
availability challenge. • The brighter future it aspires towards
• The b r a n d ’s p u r p o s e i n b r i n g i n g a b o u t
BRAND POSITIONING L4 this future
“Developing a brand image (premium or youth
brand) to make the brand stand out, or to L4
differentiate it from competitors to appeal to
BRAND MANTRA
a specific target segment”– Byron Sharp
Simple expression of the brand promise we stand
L6 behind.
BRAND NAMING POLICY
Represents the rules and options for naming
8
a c q u i s i t i o n s a n d b r a nAdS HeLxEtYe Kn Os Ni oS nO sN | S E S S I O N T H R E E | BRAND FOUNDATIONS |
(Romaniuk, 2022)
A FRAMEWORK: BRAND IDENTITY
MARKET PENETRATION IS THE KEY FOR
GROWING YOUR BRAND AND BUSINESS.
IT REQUIRES EXPANDING TWO MARKET-BASED
ASSETS: MENTAL & PHYSICAL AVAILABILITY
Sharp, Byron. (2010). How Brands Grow

#1 MARKET BASED ASSET
MENTAL AVAILABILITY r e fe r s t o a b i l i t y o f b u y e r s t o n o t i c e o r
b r i n g t h e b ra n d t o m i n d i n b u y i n g s i t u a t i o n s
11
Y
T h e b a t t l e g ro u n d i s OR
t h e c u s t o m e r ’s m e m o r y EM
M

“Memory is the process of taking in information from the world
“Mem a roo ruyn di s utsh, ep rporcoecs e s isnsg oi tf , tsatkoirni ngg i n
i t iannfdo rl amt a
e rt i roenc aflrl oi nm g tt hhaet w o r l d a r o u n d
u s , ipn rf oo rcme as st iionng, isto, ms teot irmi negs imt aanny dy el aatr es rl arteecr.a l.”l i–nAgs h tl ehy aK otn sionn f o r m a t i o n , a t
t i m e s m a n y y e a r s l a t e r.” – MEMO
13
MEMO is a Multifaceted Examination of Memory and its Origins
“Memory is the process of taking in information from the world
a ru
“ Yo u m o su tn dc ouns t, ipnruooc u
e sssl yi n rg eict ,r us ti to rni ne gw i tb raanidn sl a tt eo r yroe uc ar l lbi n
r ag ntdh afto r i t t o g r o w.”
i n f o r m a t i o n , s o m e t i m e s m a n y y e a r s l a t e r. .” – A s h l e y K o n s o n - J e n n i R o m a n i u k
“ Yo u m u s t c o n t i n u o u s l y r e f r e s h t h e b r a i n s o f p r e v i o u s b u y e r s o f y o u r
b r a n d ( a n d o c c a s i o n a l l y a d d n e w s t r u c t u r e s ) f o r i t t o g r o w.” - A s h l e y K o n s o n
14
The Associative Memory Network Model
Building mental availability requires associating a brand with the
q u a l i f y i n g d i m e n s i o n s o f t h e c a t e g o r y, i m p o r t a n t c a t e g o r y e n t r y
points, distinctive brand assets and building fame.
E V O K E , I D E N T I F Y, E V A L U A T E , T H E B R A N D
Pillar 2
Brand Identity
Pillar 1 & Distinctive
Brand Assets Pillar4
Category Pillar 3 Fame
Entry Points Qualifying
Dimensions

C a t e g o r y E n t r y P o i n t s a r e p a t h w a y s t o t h e b ra n d i n m e m o r y. T h e m o r e
C E P s , t h e m o r e p a t h w ay s t h e r e a r e , a n d t h e m o r e o p p o r t u n i t i e s f o r t h e
b ra n d t o b e s a l i e n t i n b u y i n g o r c o n s u m p t i o n s i t u a t i o n s t h e r e a r e .
EVOKE THE BRAND
LUXURY BUSINESS
VA C AT I O N
HOTELS M E A L / C O C K TA I L
TORONTO
AMENITIES
AT T R A C T I O N S
PEOPLE LIKE ME
MYSELF
C E L E B R AT I O N S
W I T H FA M I LY
WITH
F R I E16N D S
“Larger brands have fresher memory structures for more category
buyers across more CEPs – which is the big(mental) difference between
b i g a n d s m a l l b r a n d s .” – J e n n i R o m a n i u k

AWARENESS VERSUS CATEGORY ENTRY POINTS
Awareness is a limited proxy for the broader concept of mental
availability – it is simply the link that buyers have between the brand
a n d t h e n a m e o f t h e c a t e g o r y.
M o r e b r o a d l y, w h a t w e w a n t t o k n o w h e r e i s t h e e x t e n t t o w h i c h b u y e r s
link the brand to various usage or buying cues (Romaniuk & Sharp,
2004).
This is an important distinction to the narrower concept of awareness,
b e c a u s e m a ny b u y e rs ‘e n t e r ’ t h e c a t e g o r y v i a n e e d o r u s a g e s i t u a t i o n s
that don’t necessarily involve explicitly naming or thinking about the
c a t e g o r y.
People wanting a short holiday to escape the winter blues might think
‘sunny be ache s and no t to o far away ’ – w hat de stinatio ns are linke d in
their minds to this mental picture?
Dawes, J. (2021).
D i s t i n c t i v e B r a n d A s s e t s a r e a n y n o n - b ra n d n a m e e l e m e n t t h a t h e l p s
c o n s u m e r s n o t i c e , r e c o g n i ze o r r e c a l l t h e b ra n d w h e n i t s a d v e r t i s i n g a n d
in buying situations.
EVOKE AND IDENTIFY THE BRAND
LUXURY
HOTELS
”We are Ladies and Gentlemen

serving Ladies and Gentlemen"

Romaniuk, Jenni. Distinctive Brand Assets
Qualifying Dimensions for a category are the minimum dimensions
e x p e c t e d b y a l l p o s s i b l e c u s t o m e r s i n a c a t e g o r y. T h e y d e f i n e t h e
minimum dimensions expected for a brand to compete effectively in a
category
E V O K E A N D E V A L U AT E T H E B R A N D
LUXURY
HOTELS
Luxury
Superlative
ambience
amenities
Highly
personalized
ASHLEY KONSON | SESSION T H R E Es |eBrRv
ANi cD eF OsU N D A T I O N S | 24
THE CHALLENGE?

“ Yo u r c u s t o m e r s a r e r e a l l y o t h e r p e o p l e ’s c u s t o m e r s w h o
o c c a s i o n a l l y b u y f r o m y o u .” - A n d r e w E h r e n b e r g

HOW DO WE GET THEM TO BUY US MORE OFTEN?
“ R i v a l b ra n d s s e l l t o h i g h l y s i m i l a r c u s t o m e r b a s e s , e a c h
made up of a very similar mixture of heterogenous
b u y e r s . T h e s t a r k d i f fe r e n c e i s t h a t s o m e b ra n d s h a v e
b i g g e r c u s t o m e r b a s e s t h a n o t h e r s .” – B y r o n S h a r p

“ The management of fame involves three
PILLAR 4 territories beside the most obvious one of
FAME IS THE ensuring that the intrinsic appeal of the
brand/celebrity/product is maintained.
ANSWER There must be a conscious strategy for
reaching mass audiences (repeatedly),
careful nurturing of distinctive assets, and
the use of many techniques which exist for
e n c o u r a g i n g s o c i a l d i f f u s i o n .”
Fame
Celebrity
fame
Legacy Dent
in Universe
(Binet
ASHLEY KONSON | SESSION THREE | BRAND FOU N D A&T Field,
I O N S2013)
| 29
PUT TING IT ALL TOGETHER

THE RITZ-CARLTON TORONTO BRAND IDENTITY
FAME
STRATEGIES
Highly* Vacation
personalized Business
service
Luxury* EVOKE,
ambiance
IDENTIFY
THE BRAND BRAND Celebration
NAME
Superlative* DISTINCTIVE
amenities
LUXURY BRAND LUXURY
HOTELS ASSETS HOTELS
Meal/
QUALIFYING ”We are Ladies and Gentlemen serving Ladies and Gentlemen"
CATEGORY Cocktail
DIMENSIONS ENTRY
Unique
From EVOKE, EVOKE POINTS
mainstream EVALUATE THE BRAND
brands
THE BRAND Luxury
Resonates Spa
with
how OTHER Yorkville
Storied
I see myselflf ASSOCIATIONS Toronto
heritage
(Secondary)
A S H L E Y K O N S O N | S E S S I O N T H R E E | 1B R A N D F O U N D A T I O N S | 31
BRAND IDENTITY
The collection of all the associations a company aspires to create to portray the
right image for its brand to the buyer and to set it apart from competitors.
This desired image comprises associations for identifying, evaluating and
evoking the brand.
The gap between brand identity and the current brand image represents the
b r a n d ’s m e n t a l a v a i l a b i l i t y c h a l l e n g e .
A S S O C I AT I O N S F O R E VA L U AT I N G A N D E V O K I N G B R A N D
• CEPs–Given importance of mental availability in getting brand
bought, rule of thumb is+- 60-70% of associations. (Evoking Brand)
• Qualifying Dimensions–Identify relevant dimensions as acceptable
member of category to ensure brand does not underperform. +-30%
of as s oci at i ons . ( Evoke and Eval uate Brand)
• Other associations–Aspects such as social responsibility or
environmental qualities might be useful for secondary purposes.
Limit to < 20% of the list of associations (Evaluating Brand)
(Romaniuk , 2022)
WHAT ABOUT BRAND PERSONALITY?
Abstract
This commentary is written in response to the paper ‘Brand Relationship and Personality Theory: Metaphor
or Consumer Perceptual Reality?’ This paper raises two issues regarding brand personality:
1. Do consumers see brands as having human traits, as per the ‘brand as human’ idea?
2. Is there a consistent consumer vision of brands that provides a distinct ‘personality’ which distinguishes
it from other brands, as per the idea of brand personality as a metaphor?
Based on our own empirical evidence, we would answer ‘no’ to both of these questions. Despite the
popularity of the personality concept, respondents rarely attribute personality-based traits to a brand (e.g.
Charming or Helpful). Further there is little evidence of distinct brand personalities for competing brands.
This leads us to question the value of brand personality to consumers when choosing brands, and therefore
to marketers when designing brand strategy.
Romaniuk, J. and A. Ehrenberg (2012). Do brands lack personality? Marketing Theory: An International Review, 12(3): 333?339.

WHAT ABOUT BRAND PERSONALITY?
Abstract
Purpose – The purpose of this paper is an examination of the role of brand personification in the
development of the concepts of brand personality and brand relationships.
Design/methodology/approach – The paper is a critical evaluation of literature from the 1950s and
onwards, examining the evolution and development of brand personality and brand relationship theory
and the role of brand personification.
Findings – The major finding is that brand personification was developed as a research “gimmick” and that
this “gimmick” provided the foundations for the development of the brand personality and brand
relationship concepts. Further, the paper traces the evolution of the brand personality concept and
identifies the ways in which it has been adapted from its original meaning.
Originality/value – The paper contributes to the branding literature by providing a critical evaluation of the
history of marketing concepts and by providing insights into the role that motivation research played in the
development of modern brand theory.
Avis, M. and R. Aitken (2015). Intertwined: Brand personification, brand personality and brand relationships in historical perspective. Journal of Historical Research in Marketing, 7(2).

#2 MARKET BASED ASSET
PHYSICAL AVAILABILITY Re fe r s t o m a k i n g a b ra n d a s e a s y t o f i n d
and buy as possible

THREE PILLARS
M a k i n g b ra n d a s e a s y t o f i n d a n d b u y a s p o s s i b l e
FOR BUILDING
PHYSICAL
AVAILABILITY
PRESENCE PORTFOLIO PROMINENCE
Are you where Are you Are you easy to
you should be? buyable? find?
Reduce Friction
A S H L E Y K O N S O N | S E S S I O N T H R E E | B R A N D F O(Romaniuk
U N D A T I&
OSharp,
N S | 2021) 36 36
A FRAMEWORK: G.B.L. LEADERSHIP PHILOSOPHY
BRAND
“ S t r a t e g i c c o h e r e n c e s t e m s f r o m a b r a n d ’s
BUILDING
l e a d e r s h i p p h i l o s o p h y, d i s t i n c t i v e b u s i n e s s
practices and culture. It is these facets of
STARTS ON
a brand that lead it to achieve its position
effe ctive ly in the m arketplace and to the
THE INSIDE
creation of distinctive and relevant
a s s o c i a t i o n s i n t h e m i n d s o f c u s t o m e r s .”

THE IMPORTANCE OF WHY?
A BRIEF LOOK AT THE HISTORY
What’s our Why
Brand Ideal
Brand Vision
Brand Purpose
Leadership Philosophy

“A b r a n d i s u l t i m a t e l y a b o u t n o t h i n g m o r e ( a n d n o t h i n g l e s s )
t h a n h e a r t . I t ’s a b o u t p a s s i o n . . . w h a t y o u c a r e a b o u t . I t ’s a b o u t
w h a t ’s i n s i d e – w h a t ’s i n s i d e y o u , w h a t ’s i n s i d e y o u r c o m p a n y.”
– To m P e t e r s

W START WITH WHY?
H
A How great leaders inspire action
T • Simon is best known for
‘S popularizing the concept of
W H Y i n h i s f i r s t Te d Ta l k i n
O 2009
U • It has since become one of
R the most watched talks of all
time on TED.com, with 61+
W million views
H
Y
(Sinek, 2009)
W START WITH WHY?
H
A
T “A s i t t u r n s o u t , a l l t h e g r e a t i n s p i r i n g l e a d e r s a n d
‘S organizations in the world, whether it's Apple or
t h e Wr i g ht b ro t h e rs , a l l t h i n k , a c t a n d co m m u n i cate
t h e s a m e w a y.
O
U And it's the complete opposite of everyone else.
R It's probably the world's simplest idea. It's called
t h e G o l d e n C i r c l e ”. - S i m o n S i n e k
W
H
Y
(Sinek, 2009)
Chapter 4: THIS IS NOT
W OPINION, THIS IS BIOLOGY
H
A
T • “The newest area of the brain, our Hom o sapien brain, is the
‘S n e o c o r t e x , w h i c h c o r r e s p o n d s w i t h t h e W H AT l e v e l
• The neocortex is responsible for rational and analytical thought and
O language
U
• The middle two sections comprise the limbic brain
R
• The limbic brain is responsible for all of our feelings, such as trust
W and loyalty
H • It is also responsible for all human behavior and all our decision-
Y making, but it has no capacity for language ”
(Sinek, 2009)
Chapter 4: THIS IS NOT
W OPINION, THIS IS BIOLOGY
H
A
T • “W h e n w e c o m m u n i c a t e f r o m t h e o u t s i d e i n , w e c o m m u n i c a t e W H AT
‘S we do first
• Ye s , p e o p l e c a n u n d e r s t a n d v a s t a m o u n t s o f c o m p l i c a t e d
O info rm at io n , like fac t s an d fe at u re s , b u t it d o e s n o t d rive
U b e h a v i o r.
R • But when we communicate from the inside out, we’re talking
directly to the part of the brain that controls decision-making , and
W our language part of the brain allows us to rationalize those
H d e c i s i o n s .”
Y
(Sinek, 2009)
W
H
THE GOLDEN CIRCLE
A
T “E v e r y t h i n g w e d o w e b e l i e v e i n c h a l l e n g i n g
‘S the status quo, we believe in thinking
d i f f e r e n t l y.
O We m ake pro ducts that are be autifully
U d e s i g n e d a n d u s e r f r i e n d l y.
R
We just happe n to m ake g re at co m pute rs.
W Wanna buy one? ”
H
Y
(Sinek, n.d.)
B “ T H E B I G I D E A L ™ I s O g i l v y ’s p h i l o s o p h y o n h o w b r a n d s c a n t h r i v e
R t o d a y.
A It was discovered, not invented. Looking at our success and at
N other brands we admire, we saw that they all had a higher ideal
D at their core: A point of view on how the world should be coupled
with a resolve to work for it. Big ideals can be fun or serious,
I g r a n d o r f r i v o l o u s , a n d e v e r y t h i n g i n b e t w e e n .”
D
E
A
L
(“O18_RED_PAPER_WhatsTheBigIdeaL.pdf,” n.d.)
HOW IDEALS POWER GROWTH
B • A b u s i n e s s ’s e s s e n t i a l r e a s o n f o r b e i n g , t h e
hig he r-o rde r be nefit it bring s to the wo rld
R
A • The factor connecting the core beliefs of the
N people inside a business with the
D fundamental human values of the people
they serve
I • Not social responsibility or altruism, but a
D program for profit based on improving
E p e o p l e ’s l i v e s .”
A
L
(Stengel, 2011)
FIVE CLUSTERS OF FUNDAMENTAL HUMAN VALUES
IMPACTING
SOCIETY
Affecting society
Dove exists to celebrate every woman’s broadly, including
B unique beauty by challenging the
status quo and
R ELICITING JOY
redefining
categories
A Moet & Chandon exists to transform Activating
experiences of
N occasions into celebrations happiness, wonder
and limitless EVOKING
D possibility
PRIDE
Mercedes-Benz exists to to epitomize Giving people
increased
I a life of achievement ENABLING confidence,
strength, security
CONNECTION
D Enhancing the ability of
and vitality
E Starbucks exists to create connections people to connect with

one another and the
A for self-discovery and inspiration. world in meaningful
INSPIRING
ways
L EXPLORATION
Helping people
Discovery communications exists to satisfy explore new
horizons and new
p e o p l e ’s c u r i o s i t y a b o u t t h e w o r l d a n d u n i v e r s e experiences
(Stengel, 2011)
B “Enduring great companies preserve their
R core values and purpose while their
A business strategies and operating
N practices endlessly adapt to a changing
D world. This is the magical combination of
p r e s e r v e t h e c o r e a n d s t i m u l a t e p r o g r e s s .”
V
I
S
I
O
N

B
R
A
N
D
V
I
S
I
O
N
(De Chernatony 2012)

A POWERFUL LEADERSHIP PHILOSOPHY
BECAUSE…
B
• T h e B r a n d ’s n o r t h s t a r. P r o v i d e s g u a r d r a i l s f o r
R
business strategy and underpins development
A of brand-aligned culture over time.
N
D • It informs why an organization does what it
does, and how it does it
V
I
S
I
O
N

THE ENVISIONED FUTURE
• Develop a vision of a welcomed business
B environment in 10 years
R
• Discourages incremental projections and
A encourages a challenging lateral view of the
N future
D
• F ro m re -e ng ine e ring and re -structuring m arkets
to reinventing them and acting differently
V
I
AN EXAMPLE
S
I “Orange – There will come a time when people will
O have their own personal number that goes with
them wherever they are, so there are no barriers
N to communication. A wire-free future in which you
call people, not places, and where everyone will
b e n e f i t f r o m a d v a n c e s i n t e c h n o l o g y.”

THE BRAND PURPOSE
B • Answers question: “How will world be a better
place as consequence of the brand? ” How will it
R help bring about the envisioned future?
A
N • Requires leadership mindset that view profits as
D consequence of creating value for customers
• Helps to attract employees and customers whose
V values align with the brand
I
S
EXAMPLES
I
O “Orange liberates people from the technology of
N c o m m u n i c a t i o n a n d a l l o w s t h e m t o c o m m u n i c a t e .”
“Hallmark helps people to express their feelings
and to strengthen the important relationships in
their lives“
THE BRAND VALUES
• Answers the question: “How will the brand act
B to deliver on its purpose?”
R • Clarifies the expectations of employees in
A customer value creation
N
D • Underpins the development of a brand-aligned
organization
V
I EXAMPLES
S
N i k e : P e r f o r m a n c e , a u t h e n t i c i t y, c o m m i t m e n t ,
I
innovation, teamwork
O
N Wa l m a r t : Re s p e c t fo r t h e i n d i v i d u a l , s e r v i c e t o o u r
customers, strive for excellence
L a n d r o v e r : I n d i v i d u a l i s m , a u t h e n t i c i t y, f r e e d o m ,
supremacy
L
E A FOUR-PART FRAMEWORK
A
D
FIND YOUR BRAND PURPOSE AT THE INTERSECTION
E
R
S
H
P
3
A BRIGHTER FUTURE BRAND’S BEST SELF
P GLOBAL OR LOCAL TENSION VALUES AND ACTIONS
H 2 BRAND’S PURPOSE 1
4
I
L
O
S
O
P
H
y ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 55
L
E
A THE PROCESS
D
E • It is highly iterative
R • O f t e n e a s i e r t o s t a r t w i t h t h e b r a n d ’s b e s t s e l f
S
• Reveal its values, beliefs, principles or standards and the
H
actio ns that m ake the m explicit
P
• Determine the tension the brand seeks to resolve and the
P brighter future it seeks to create.
H • Use two frames: “ Thinking global” and “ Thinking local”
I
• Discover your purpose
L
O • Wo rk back and fo rth
S • M ake sure e ach part re info rce s the o the rs
O
P
H
L
E
A THINKING GLOBAL THINKING LOCAL
D
E W h a t d o I s t a n d f o r ? A ga i n s t ? W h a t d o I s t a n d f o r ? A ga i n s t ?
R What do I want to see more of? What do I want to see more of?
S
Less of? Less of?
H
P
Po l i t i c a l Po l i t i c a l
P
H Economic Economic
I S o c i o - c u l t u ra l , d e m o g ra p h i c S o c i o - c u l t u ra l , d e m o g ra p h i c
L
O Te c h n o l o g i c a l Te c h n o l o g i c a l
S
L e ga l , r e g u l a t o r y L e ga l , r e g u l a t o r y
O
P Environmental Environmental
H
5
8
Let’s Practice

5
9
Let’s Practice

L BRANDS R US has been as ked by a cl i ent
E who wants to enter the “Premium Coffee
A Café” product-market to conduct a
D st rategi c anal ys i s of t hi s market s pace. As
part of your anal ys i s , you have been as ked
E to art i cul ate a l i kel y l eaders hi p phi l os ophy
R that inspired Howard Schultz, who joined
S S tarbucks as t he Di rector of Market i ng i n
H 1982 and purchased the company from its
founders in 1987 with the desire to
P transform the strategic direction of the
business.
P
H His desire to transform the company was
I Inspired by his experiences with the Italian
L coffee café culture during a buying trip in
O Milan…the quality of the espresso coffees,
the friendly service, and how the cafes
S served as community meeting places. He
O determi ned to make t hes e t hree factors
P core to the inspiration for the Starbucks
H brand. And we all know how successful
y S t a r b u c k s h a s b eA eS HnL EoY vKeO rN StOhNe| SyEeS aS IrOsN. T H R E E | B R A N D F60
OUNDATIONS |
L
E INFERRING A LEADERSHIP PHILOSOPHY
A FRAMEWORK FOR STARBUCKS
D
E Using the GBL Framework determine:
R
1 . T h e B r a n d ’s B e s t S e l f. I t s v a l u e s
S
H 2 . T h e Te n s i o n i t ’s s e e k i n g t o r e s o l v e
P 3. A Brighter Future
4. The Brand Purpose
P
Start by doing some quick internet
H research to determine if any of these
I parts of the framework are publicly
L stated by the brand. If so include them
O in your framework and solve for the
S others
O
P
H
y ASHLEY KONSON | SESSION THREE | BRAND F61
OUNDATIONS | 61
L BRAND’S BEST SELF: The principles we live by are:
E
When we show up at our best, we deliver performance through the lens of humanity.
A
D Craft
E We delight in the rigor of the details—no matter what our job is. We learn and teach in the pursuit
of growth. We deliver excellence with passion and creativity
R
S Results
H We consistently achieve our goals with focus, integrity, and drive. We continuously innovate to stay
P ahead. We exceed the expectations of the people we serve.
P Joy
We take pride in our work and have fun while doing it. We celebrate each other and our wins. We
H
create great vibes to bring the best out of others
I
L Courage
O We embrace the difficult conversations, with respect, to make us better. We pursue audacious ideas
S beyond our comfort zone. We do the right thing, even when it's hard.
O
P Belonging
We actively listen and connect with warmth and transparency. We recognize every person for who
H they are. We treat each other with dignity and care
L CRAFT
RESULTS JOY BELONGING
E
COURAGE
A
D T E N S I O N T O R E S O LV E : T h e i n c r e a s i n g
E fragmentation of American society given
R changing family dynamics and declining
S memberships in institutions that once
H c o n n e c t e d u s , s u c h a s f a m i l y, o u r
P neighbourhoods and religion are
increasingly disconnecting us from one
P a n o t h e r.
H
I A BRIGHTER FUTURE: One in which
L there is greater opportunity for human
O connection and the joy that it inspires.
S
O BRAND PURPOSE: With every cup, with
P every conversation, with every
H community -- we nurture the limitless
y p o s s i b i l i t i e s o fA ShH LuE m
Y Ka
ONnS OcNo| nS EnS SeI OcNt iT o
H Rn
E E. | B R A N D F63
OUNDATIONS | 63
6
4
Let’s Practice

L BRANDS R US has been as ked by a cl i ent
E who wants to enter the “Silent Outdoor
A Apparel ” product-market to conduct a
D st rategi c anal ys i s of t hi s market s pace. As
E part of your anal ys i s , you have been as ked
to art i cul ate a l i kel y l eaders hi p phi l os ophy
R t hat i ns pi re d Yvon Choi na rd, a we l l k nown
S “c l e a n c l i m b i n g ” e n t h u s i a s t a n d
H environmentalist to launch Patagonia, a
P privately owned benefit corporation, in
1973. Since its inception, Patagonia has
donated 1% of its sales annually to
P environmentally friendly causes.
H
I To d a y, t h i s s u c c e s s f u l b r a n d w i t h i t s l o y a l
L franchise, designs, manufactures and
O retails, premium and innovative apparel
S a n d g e a r o f t h e h i g h e s t q u a l i t y, b a s e d o n
its ethos to limit the harm done to the
O environment by “silent sports” such as
P climbing, skiing, snowboarding, surfing, fly
H fishing, trail running and mountain biking.
y A S H L E Y K O N S O N | S E S S I O N T H R E E | B R A N D F65
OUNDATIONS |
L
E INFERRING A LEADERSHIP PHILOSOPHY
A FRAMEWORK FOR PATAGONIA
D
E Using the GBL Leadership Framework
R determine:
S 1 . T h e B r a n d ’s B e s t S e l f. I t s v a l u e s
H 2 . T h e Te n s i o n i t ’s s e e k i n g t o
P resolve
3. A Brighter Future
P 4. The Brand Purpose
H Start by doing some quick internet
I research to determine if any of these
L parts of the framework are publicly
stated by the brand. If so include
O
them in your framework and solve for
S the others
O
P
H
y A S H L E Y K O N S O N | S E S S I O N T H R E E | B R A N D F66
OUNDATIONS | 66
L
E
BRAND’S BEST SELF: Our values guide our actions every day:
A
D Quality
E Build the best product, provide the best service and constantly improve everything we do. The best product is useful,
R versatile, long-lasting, repairable and recyclable. Our ideal is to make products that give back to the Earth as much as they take.
Integrity
S
Examine our practices openly and honestly, learn from our mistakes and meet our commitments. We value integrity in both
H senses: that our actions match our words (we walk the talk), and that all of our work contributes to a functional whole (our sum is greater
P than our parts).
Environmentalism
P Protect our home planet. We’re all part of nature, and every decision we make is in the context of the environmental crisis challenging
humanity. We work to reduce our impact, share solutions and embrace regenerative practices. We partner with grassroots organizations
H and frontline communities to restore lands, air and waters to a state of health; to arrest our addiction to fossil fuels; and to address the
I deep connections between environmental destruction and social justice.
L Justice
Be just, equitable and antiracist as a company and in our community. We embrace the work necessary to create equity for
O historically marginalized people and reorder the priorities of an economic system that values short-term expansion over human well-being
S and thriving communities. We acknowledge painful histories, confront biases, change our policies and hold each other accountable. We
O aspire to be a company where people from all backgrounds, identities and experiences have the power to contribute and lead.
P Not bound by convention

H Do it our way. Our success—and much of the fun—lies in developing new ways to do things.
L INTEGRITY ENVIRONMENTALISM
E QUALITY JUSTICE INNOVATION
A DO IT OUR WAY NOT BOUND BY CONVENTION
D T E N S I O N TO R E S O LV E : T h e i n c r e a s i n g
E popularity of silent sports is leading to
R serious environmental harm due to the
S actions of some participants who don’t
H respect the sanctity of nature.
P
A BRIGHTER FUTURE: One in which silent
P sports thrive and participants find joy in
H communing with nature while doing no
I harm.
L BRAND PURPOSE: We’re in business to
O
save our home planet
S
O To i n s p i r e m o r e p e o p l e t o d i s c o v e r t h e j o y
P of silent sports though doing no harm to
H the environment.
y ASHLEY KONSON | SESSION THREE | BRAND F68
OUNDATIONS | 68
RESOURCES AND CAPABILITIES
“ R e s o u r c e s a r e t h i n g s t h e o r g a n i z a t i o n h a s o r h a s c o n t r o l o f, s u c h
a s k n o w l e d g e a b l e s t a f f, w e l l - d e v e l o p e d s y s t e m s , i n f o r m a t i o n
re so urce s (database s, m arket know le dge ), o r pe rhaps pro ductio n
t e c h n o l o g y.
Capabilities are things the organization can do with its resources.
Examples are: The business has a high-level capability to develop
new products; or is excellent at conducting training seminars to
clients, or perhaps a food catering business has a superior
capability to produce gourmet food in a fairly short timeframe to
a high standard, or a rural services company that has staff who
are expert at dealing with farmers and know all about the rural
b u s i n e s s c o n t e x t .”
(Dawes, 2021)
PEOPLE STRATEGY
• Leadership
philosophy
• HR Strategy
§ Recruitment
ND
§ Onboarding
O U R CES APLAN
§ Performance R ES B I L I T I ES
management CAPA E T IN G
§ Rituals/ MARKITY PLAN
celebrations A C T IV
§ Service Language
§ Service Wardrobe

IT’S A WRAP!

A VIEW OF MY
BOOK SHELVES

ARGUMENTS AGAINST BRAND PURPOSE
The flawed Stengel Study of Business Growth – Byron Sharp
B rand purpo se is w ishful se e ing fro m m arkete rs w ho want it

to be true – Richard Shotton
If brand purpo se is so flawe d, w hy are m arkete rs ke e n to

adopt it?” – Byron Sharp
Mark Ritson: Stop propping up brand purpose with contrived

data and hypocrisy – Mark Ritson
h t t p s : / / w w w. m a r k e t i n g w e e k . c o m / m a r k - r i t s o n - g o o d - p u r p o s e -
bad-purpose/ – Mark Ritson
ARGUMENTS AGAINST BRAND PURPOSE
The f l awed S tengel S t udy of Bus i nes s Growt h | Market i ng S ci ence. ( n.d.) .
Retrieved January 26, 2020, from
htt ps : / / byrons ha r p.wordpre s s .com/ 2011/ 12/ 30/ f l awe d - ste nge l - st udy/
Shotton, R. (2018, May 15). Brand purpose is wishful seeing from

marketers who want i t to be t rue. Mumbrel l a.
https://mumbrella.com.au/brand-purpose-is-wishful-seeing-from-
marketers -who-want-i t-to-be-t rue-517649
Sharp, B. (2018, May 15). “If brand purpose is so flawed, why are
marketers keen to adopt i t ? ”htt ps ://mumbrel l a.com.au/brand-purpos e-
i s -wi s hful -s eei ng-f rom-marketers -who-want-i t-to-be-t rue-517649 …
[ Twe e t ] . @ P ro f By ro n .
Mark Ritson: Stop propping up brand purpose with contrived data
a n d h y p o c r i s y. ( n . d . ) . R e t r i e v e d J a n u a r y 2 6 , 2 0 2 0 , f r o m
https://outline.com/XL4AgB
(Stengel, 2011)
BIBLIOGRAPHY
Sinek, S. (n.d.). How great leaders inspire action. Retrieved from
https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action?language=en (Sinek, n.d.)
Sinek, S. (2009 ). Start with why: How great leaders inspire everyone to take action. London, England: Penguin Books. (Sinek, 2009)
O18_RED_PAPER_WhatsTheBigIdeaL.pdf. (n.d.). Retrieved from https://www.ogilvy.com/uploads/O18_RED_PAPER_WhatsTheBigIdeaL.pdf
(“O18_RED_PAPER_WhatsTheBigIdeaL.pdf,” n.d.)
Stengel, J. (2011). Grow: How ideals power growth and profit at the world’s greatest companies. New York, NY: Crown Publishing. (Stengel, 2011)
Collins, J. Porras , J. (1997). Built to last: Successful habits of visionary companies. New York, NY: HarperCollins. (Collins & Porras, 1997)
De Chernatony, L. (2012). From Brand Vision to Brand Evaluation: The strategic process of growing and strengthening brands. (3rd ed.). New York.
NY: Routledge. (De Chernatony 2012)
Dawes, John. (2021). Marketing Planning & Strategy (p. 28). SAGE Publications. Kindle Edition.
Mission Statement. (n.d.). Retrieved September 26, 2018, from https://www.starbucks.com/about-us/company-information/mission-statement
(“Mission Statement,” n.d.)
Patagonia Mission Statement - Our Reason For Being. (n.d.). Retrieved September 26, 2018, from https://www.patagonia.com/company-info.html
(“Patagonia Mission Statement - Our Reason For Being,” n.d.)
Value Proposition | Patagonia Inc. (n.d.). Retrieved September 26, 2018, from https://patagoniacompany.wordpress.com/2012/05/10/value-
proposition/ (“Value Proposition | Patagonia Inc,” n.d.)

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BRAND FOUNDATIONS

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS |

These course materials were designed by Ashley Konson for

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 2

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 4

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 5

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 6

EXTERNAL PERSPECTIVE INTERNAL PERSPECTIVE

EXTERNAL PERSPECTIVE INTERNAL PERSPECTIVE

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 10

Sharp, Byron. (2010). How Brands Grow

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 12

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 15

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 17

”We are Ladies and Gentlemen

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 19

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 25

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 26

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 28

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 30

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 33

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 34

Sharp, Byron. (2010). How Brands Grow

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 35

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 38

What’s our Why

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 39

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 40

E Starbucks exists to create connections people to connect with

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 49

(De Chernatony 2012)

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 51

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 52

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS |

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS |

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS |

P Not bound by convention

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 70

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 71

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS |

The flawed Stengel Study of Business Growth – Byron Sharp

B rand purpo se is w ishful se e ing fro m m arkete rs w ho want it

If brand purpo se is so flawe d, w hy are m arkete rs ke e n to

Mark Ritson: Stop propping up brand purpose with contrived

Shotton, R. (2018, May 15). Brand purpose is wishful seeing from

ASHLEY KONSON | SESSION THREE | BRAND FOUNDATIONS | 76

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