Brand culture by Jonathan E Schroeder; Miriam Salzer-Mörling; Søren

By Jonathan E Schroeder; Miriam Salzer-Mörling; Søren Askegaard; et al

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For example, the healthcare company Novo Nordisk has institutionalized a value-driven brand management process, in which local business units are carefully assessed by a team of ‘culture facilitators’ who evaluate whether they are living the brand according to corporate values and business principles. com/). Paradox of involving: cultural heritage and contemporary relevance Finding the right balance between respecting the cultural heritage of the brand and making this heritage relevant to current and future stakeholders is an ongoing concern for any company pursuing a corporate brand strategy, particularly in a time of increasing stakeholder involvement.

These experiences influenced the second round of the brand school, which was more concerned with ‘living the brand’ by creating role models among LEGO managers for how the LEGO brand values should be enacted on an everyday basis. When developing the second brand school, the people responsible teamed up with the LEGO Learning Institute, which is a network dedicated to understanding children’s learning and play. This generated new ideas about how knowledge of playful learning can contribute to the interpretation process of LEGO company values along with creating stronger consumer understanding.

In LEGO Group’s case, management’s need to lead the branding process in order to achieve global coherence was continuously offset by the need to involve employees and other stakeholders and to build the brand upon their activities and interests. LEGO management balanced the risk of too much brand policing versus total chaos by continually shifting between centralizing and decentralizing modes of managing its corporate brand. Given the scope and scale of the intended changes, it is little wonder that LEGO’s corporate branding effort met internal resistance.

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