New Brand Leadership
Managing at the Intersection of Globalization, Localization and Personalization
Published on 30. June 2015
Book
Hardback
240 pages
978-0-13-419382-3 (ISBN)
Description
New Brand Leadership delivers the first complete, proven blueprint for organizing and executing on global brand marketing. It reflects the authors' 50+ years of combined experience driving global brand leadership and measurable results across a wide range of industries, at companies ranging from Mars to Nissan, IHG to YUM! Brands.
Larry Light and Joan Kiddon show how to drive value by successfully managing at the intersection of globalization, localization, and personalization. They introduce Arcature's proven Collaborative Three Box Model, guiding you step-by-step through creating brand vision, defining brand framework, bringing your brand to life, and then measuring your performance.
They offer specific, high-value recommendations regarding cultural change, organizational responsibilities, structure, metrics, and much more. You'll find proven solutions to tough real-world global branding challenges, including managing tensions between global and local, central and regional, and brand leadership vs. brand management.
For wide audiences of C-suite and other current and prospective business leaders; HR officers, marketing executives and agency professionals, top executives, business leaders, prospective business leaders, and MBA/executive MBA students.
Larry Light and Joan Kiddon show how to drive value by successfully managing at the intersection of globalization, localization, and personalization. They introduce Arcature's proven Collaborative Three Box Model, guiding you step-by-step through creating brand vision, defining brand framework, bringing your brand to life, and then measuring your performance.
They offer specific, high-value recommendations regarding cultural change, organizational responsibilities, structure, metrics, and much more. You'll find proven solutions to tough real-world global branding challenges, including managing tensions between global and local, central and regional, and brand leadership vs. brand management.
For wide audiences of C-suite and other current and prospective business leaders; HR officers, marketing executives and agency professionals, top executives, business leaders, prospective business leaders, and MBA/executive MBA students.
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Larry Light | Joan Kiddon
New Brand Leadership
Managing at the Intersection of Globalization, Localization and Personalization
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Persons
Larry Light is the Chairman and CEO of Arcature. Larry was Global CMO of McDonald's from 2002 to 2005. More recently, as the interim Global Chief Brands Officer of IHG from 2011 to 2013, Larry led global organizational and marketing process change to increase the effectiveness of IHG's global and local marketing. Light was formerly the Executive Vice President at BBDO and was Chairman and CEO of the international division of Bates Worldwide and was also a member of the Bates' Board of Directors. In 2004, Brandweek selected Larry as one of the top ten marketers of the year and McDonald's won "Marketer of the Year" from Advertising Age. In its report on Best Marketers of the Decade, AdWeek reported that "Larry Light, who turned around McDonald's as CMO from 2002 to 2005 finished second to Steve Jobs." Summarizing the top ten ideas of the decade, Ad Age selected Larry Light's "Brand Journalism" as "arguably the most realistic description of marketing today--perhaps ever." In 2013, in partnership with the Association of National Advertisers, the Internationalist recognized Larry among 100 marketing leaders from around the world who are consistently moving business forward.
Joan Kiddon is President and COO of Arcature. Joan began her career in 1976 as a market researcher at BBDO Worldwide in New York. In 1978, she moved into Account Management. She was the head of marketing and market research for BBDO West, Los Angeles, from 1980 until 1986. In 1990, she joined Arcature. Joan consulted to McDonald's during its brand turnaround from 2002 until 2005. Kiddon with Light consulted to IHG from 2010 to 2014. Joan Kiddon is the co-author of Six Rules for Brand Revitalization: Learn How Companies Like McDonald's Can Re-Energize Their Brands.
Joan Kiddon is President and COO of Arcature. Joan began her career in 1976 as a market researcher at BBDO Worldwide in New York. In 1978, she moved into Account Management. She was the head of marketing and market research for BBDO West, Los Angeles, from 1980 until 1986. In 1990, she joined Arcature. Joan consulted to McDonald's during its brand turnaround from 2002 until 2005. Kiddon with Light consulted to IHG from 2010 to 2014. Joan Kiddon is the co-author of Six Rules for Brand Revitalization: Learn How Companies Like McDonald's Can Re-Energize Their Brands.
Content
Introduction 1
PART I: THE CHANGING CONTEXT FOR GLOBAL BRAND MARKETING 5
Chapter 1 Overview: A New Approach to Global Marketing 7
Raising the Issues 7
The Globalization of Marketing 8
Localism 9
Personalization 10
Game-Changers 10
Changed Perception of Value 13
Trustworthy Brand Value 13
Build Trust 14
The Collaborative Three-Box Model 14
Creating the Metrics 16
Plan to Win 16
Gaining Alignment: Overcoming the Negatives 17
What Can I Do Differently? 17
Aligning for Action 18
Brand Journalism 18
Making The Collaborative Three-Box Model a Reality
Endnotes 19
Chapter 2 Globalization, Localization, Personalization 21
We Are Already Affected by the Three Forces 21
The Collision of Three Forces 22
Globalization 22
Localization 23
Personalization 25
Personalization and Privacy 25
Implications for Organizational Structure 26
Organized Leadership 27
How We Define Leadership 27
Cross-Functional Teams (CFTs) 28
Alignment 29
Global, Local, and Personal Implications for Brand Management 29
The Role of the Three Forces 31
Endnotes 32
Chapter 3 Game-Changing Trends 35
Future-Proofing Your Brands 35
Game-Changing Trends as Problems 36
1. The Demographic Conundrum 36
2. The Challenges of Rising Personalization 41
3. The Paradox of the Age of I 43
4. The Puzzling Changes in the Definition of Family 46
5. The Quandary of the Decline of Trust 48
Trends and the Forces of Globalization, Localization, and Personalization 50
Opportunities 51
1. Opportunity: Demography 51
2. Opportunity: Personalization 52
3. Opportunity: The Age of I 52
4. Opportunity: Families 54
5. Opportunity: Trust 54
Endnotes 55
Chapter 4 New Definition of Brand Value: Trustworthy Brand Value 59
What Is Value? 59
Value Is Customer Defined 60
Price Segmentation 62
Quality 64
The Evolution of Value 64
Social Benefits 66
Trust as a Multiplier 67
One-Think Shopping 68
Need for Simplicity 68
Deal Loyalty versus Real Loyalty 69
Endnotes 70
Chapter 5 Build Brand Trust 73
Trust in a World of Distrust and Mistrust 73
Definitions of Trust 75
Two Kinds of Trust 76
Brand Trust 77
Organizational Trust 79
Trust and the Value Equation 80
Trust Capital 80
Corporate Social Responsibility 81
Right Results the Right Way 83
A Strong Corporate Brand 84
Endnotes 84
PART II: THE COLLABORATIVE THREE-BOX MODEL 87
Chapter 6 The Evolution of Global Marketing and The New Collaborative Three-Box Model 89
Organizational Implications 89
The One-Box Model: Global Standardization 90
The Two-Box Model: "Think Globally. Act Locally." 92
The Matrix 94
Management and Manager 96
Leadership and Leader 97
Putting the Right People in the Right Places 98
Results Are Local 98
Responsibility: Global or Local 99
Sharing 99
The Collaborative Three-Box Model 100
The Kinship Economy 102
Guided Decentralization 102
Is It Federalism? 103
Endnotes 104
Chapter 7 The Collaborative Three-Box Model: Box 1-Create the Brand Vision 105
Begin with the Corporate Strategies and Ambition 105
Cross-Functional Teams (CFTs) 106
Box 1: Defining the Brand North Star 106
The Four Steps of Box 1 107
1. Situation Analysis 108
2. Trends 111
3. Market Segmentation 113
4. SMART Objectives 115
Making Box 1 Work 116
1. Make It Everyone's Job to Take Responsibility 116
2. Make Sure That Your CFT and Your Enterprise
Become a Learning Organization 117
3. Stay Positive When the Killer Questions Are Raised About Your Synthesized Trends 117
4. Ensure That the Situation Analysis Will Be Updated Each Year 118
5. Market Segmentation Is a Market Fundamental 118
Lessons Learned: Box 1 118
Lesson One: Avoid the Wholesale Importing of Concepts with No Adaptation 118
Lesson Two: Avoid Analysis Paralysis 119
Lesson Three: Use Occasion-Based Needs Segmentation as a Brand-Building Tool 120
Endnotes 121
Chapter 8 The Collaborative Three-Box Model: Box 2-Define the Global Brand Plan to Win 123
1. Brand Pyramid 125
How to Create a Brand Pyramid 127
2. Brand Promise 128
3. Brand Lotus Blossom 130
Not a Slogan 130
The Guiding Principles 130
Lotus Blossom 131
4. Brand Framework 133
Freedom within the Framework 133
5. Brand Book 136
6. Global Brand Plan to Win 136
Making Box 2 Work 138
Lessons Learned: Box 2 140
Endnotes 143
Chapter 9 The Collaborative Three-Box Model: Box 3-Bring the Brand to Life 145
Not a Hand-Off 146
Decision Rights 146
1. Local Brand Ambition and SMART Objectives 147
2. Local Total Brand Experience 148
3. Local Problems and Solutions 152
4. Local Brand Plan to Win 153
Brand Journalism 154
A Little Background 154
Making Box 3 Work 157
1. Trust Regional Brand Leadership to Localize and Personalize Well 157
2. Let the Regions Take Accountability for Delivering the Local Brand Experience 158
3. Support the Brand Journey at All Its Stages 158
Lessons Learned: Box 3 158
Lesson One: Manage the Hand-Off Mentality 158
Lesson Two: Meet the SMART Objectives 159
Endnotes 160
PART III: REFRESHING THE ENTERPRISE 163
Chapter 10 Building a Brand Business Scorecard 165
Bigger 166
Familiarity 166
Penetration 166
Better 167
Brand Reputation 167
Overall Satisfaction 168
Stronger 168
Brand Preference Ladder 168
Trustworthy Brand Value 170
Trust 171
Brand Power 171
Additional Considerations 173
Five Action Ps 173
Say Goodbye to Norm 173
Endnotes 174
Chapter 11 How Does It All Come Together in an Effective Plan to Win? 175
Build Real Loyalty, Not Deal Loyalty 175
Consider Both the Long Term and the Short Term 176
Make the Brand Plan to Win a Force for Alignment 177
Measure Performance 179
Evaluate the Five Actions Ps 179
Endnotes 181
Chapter 12 Breaking the Bad Habits That Inhibit Brand Building 183
Complacency 184
Change for the Sake of Change 184
Financial Engineering as a Growth Strategy 185
Cost-Managing the Way to Profitable Growth 185
Focusing on Customers You Do Not Have at the Expense of Customers You Do Have 186
Failing to Keep the Brand Relevant 186
Price Segmentation Instead of Market Segmentation 187
Thinking the Lowest Price Is the Same as the Best Value 187
Failing to Instill a Quality Mind-Set 187
Silo Mentality 188
Focusing on the Short-Term Rather Than Creating a Short-Term/Long-Term Strategy 188
Not Sharing Across Functions, Geographies, and Brands 189
Believing the Regions Are Not as Sophisticated as the Center 189
Believing That Brand Management Is All About Marketing Communication 189
Allowing Data to Decide 190
Endnotes 191
Chapter 13 Guiding Principles 193
1. Define the Common Ambition 194
2. Clarify Roles and Responsibilities 195
3. Realize That Brand Leadership Is Global; Brand Management Is Regional/Local 195
4. Build Trustworthy Brand Value 196
5. Establish Cross-Functional Teams 196
6. Acknowledge That Great Ideas Do Not Care Where They Come From 197
7. Share the Knowledge 197
8. Implement Brand Journalism 198
9. Build Trust Capital 200
10. Institute a Brand Business Scorecard 201
11. Allow Freedom within the Framework 202
Endnotes 202
Conclusion: Moving Forward 205
Endnotes 209
Index 211
A complete blueprint for successful global brand marketing, drawing on 50+ years of in-the-trenches experience at the highest levels of global enterprise.
PART I: THE CHANGING CONTEXT FOR GLOBAL BRAND MARKETING 5
Chapter 1 Overview: A New Approach to Global Marketing 7
Raising the Issues 7
The Globalization of Marketing 8
Localism 9
Personalization 10
Game-Changers 10
Changed Perception of Value 13
Trustworthy Brand Value 13
Build Trust 14
The Collaborative Three-Box Model 14
Creating the Metrics 16
Plan to Win 16
Gaining Alignment: Overcoming the Negatives 17
What Can I Do Differently? 17
Aligning for Action 18
Brand Journalism 18
Making The Collaborative Three-Box Model a Reality
Endnotes 19
Chapter 2 Globalization, Localization, Personalization 21
We Are Already Affected by the Three Forces 21
The Collision of Three Forces 22
Globalization 22
Localization 23
Personalization 25
Personalization and Privacy 25
Implications for Organizational Structure 26
Organized Leadership 27
How We Define Leadership 27
Cross-Functional Teams (CFTs) 28
Alignment 29
Global, Local, and Personal Implications for Brand Management 29
The Role of the Three Forces 31
Endnotes 32
Chapter 3 Game-Changing Trends 35
Future-Proofing Your Brands 35
Game-Changing Trends as Problems 36
1. The Demographic Conundrum 36
2. The Challenges of Rising Personalization 41
3. The Paradox of the Age of I 43
4. The Puzzling Changes in the Definition of Family 46
5. The Quandary of the Decline of Trust 48
Trends and the Forces of Globalization, Localization, and Personalization 50
Opportunities 51
1. Opportunity: Demography 51
2. Opportunity: Personalization 52
3. Opportunity: The Age of I 52
4. Opportunity: Families 54
5. Opportunity: Trust 54
Endnotes 55
Chapter 4 New Definition of Brand Value: Trustworthy Brand Value 59
What Is Value? 59
Value Is Customer Defined 60
Price Segmentation 62
Quality 64
The Evolution of Value 64
Social Benefits 66
Trust as a Multiplier 67
One-Think Shopping 68
Need for Simplicity 68
Deal Loyalty versus Real Loyalty 69
Endnotes 70
Chapter 5 Build Brand Trust 73
Trust in a World of Distrust and Mistrust 73
Definitions of Trust 75
Two Kinds of Trust 76
Brand Trust 77
Organizational Trust 79
Trust and the Value Equation 80
Trust Capital 80
Corporate Social Responsibility 81
Right Results the Right Way 83
A Strong Corporate Brand 84
Endnotes 84
PART II: THE COLLABORATIVE THREE-BOX MODEL 87
Chapter 6 The Evolution of Global Marketing and The New Collaborative Three-Box Model 89
Organizational Implications 89
The One-Box Model: Global Standardization 90
The Two-Box Model: "Think Globally. Act Locally." 92
The Matrix 94
Management and Manager 96
Leadership and Leader 97
Putting the Right People in the Right Places 98
Results Are Local 98
Responsibility: Global or Local 99
Sharing 99
The Collaborative Three-Box Model 100
The Kinship Economy 102
Guided Decentralization 102
Is It Federalism? 103
Endnotes 104
Chapter 7 The Collaborative Three-Box Model: Box 1-Create the Brand Vision 105
Begin with the Corporate Strategies and Ambition 105
Cross-Functional Teams (CFTs) 106
Box 1: Defining the Brand North Star 106
The Four Steps of Box 1 107
1. Situation Analysis 108
2. Trends 111
3. Market Segmentation 113
4. SMART Objectives 115
Making Box 1 Work 116
1. Make It Everyone's Job to Take Responsibility 116
2. Make Sure That Your CFT and Your Enterprise
Become a Learning Organization 117
3. Stay Positive When the Killer Questions Are Raised About Your Synthesized Trends 117
4. Ensure That the Situation Analysis Will Be Updated Each Year 118
5. Market Segmentation Is a Market Fundamental 118
Lessons Learned: Box 1 118
Lesson One: Avoid the Wholesale Importing of Concepts with No Adaptation 118
Lesson Two: Avoid Analysis Paralysis 119
Lesson Three: Use Occasion-Based Needs Segmentation as a Brand-Building Tool 120
Endnotes 121
Chapter 8 The Collaborative Three-Box Model: Box 2-Define the Global Brand Plan to Win 123
1. Brand Pyramid 125
How to Create a Brand Pyramid 127
2. Brand Promise 128
3. Brand Lotus Blossom 130
Not a Slogan 130
The Guiding Principles 130
Lotus Blossom 131
4. Brand Framework 133
Freedom within the Framework 133
5. Brand Book 136
6. Global Brand Plan to Win 136
Making Box 2 Work 138
Lessons Learned: Box 2 140
Endnotes 143
Chapter 9 The Collaborative Three-Box Model: Box 3-Bring the Brand to Life 145
Not a Hand-Off 146
Decision Rights 146
1. Local Brand Ambition and SMART Objectives 147
2. Local Total Brand Experience 148
3. Local Problems and Solutions 152
4. Local Brand Plan to Win 153
Brand Journalism 154
A Little Background 154
Making Box 3 Work 157
1. Trust Regional Brand Leadership to Localize and Personalize Well 157
2. Let the Regions Take Accountability for Delivering the Local Brand Experience 158
3. Support the Brand Journey at All Its Stages 158
Lessons Learned: Box 3 158
Lesson One: Manage the Hand-Off Mentality 158
Lesson Two: Meet the SMART Objectives 159
Endnotes 160
PART III: REFRESHING THE ENTERPRISE 163
Chapter 10 Building a Brand Business Scorecard 165
Bigger 166
Familiarity 166
Penetration 166
Better 167
Brand Reputation 167
Overall Satisfaction 168
Stronger 168
Brand Preference Ladder 168
Trustworthy Brand Value 170
Trust 171
Brand Power 171
Additional Considerations 173
Five Action Ps 173
Say Goodbye to Norm 173
Endnotes 174
Chapter 11 How Does It All Come Together in an Effective Plan to Win? 175
Build Real Loyalty, Not Deal Loyalty 175
Consider Both the Long Term and the Short Term 176
Make the Brand Plan to Win a Force for Alignment 177
Measure Performance 179
Evaluate the Five Actions Ps 179
Endnotes 181
Chapter 12 Breaking the Bad Habits That Inhibit Brand Building 183
Complacency 184
Change for the Sake of Change 184
Financial Engineering as a Growth Strategy 185
Cost-Managing the Way to Profitable Growth 185
Focusing on Customers You Do Not Have at the Expense of Customers You Do Have 186
Failing to Keep the Brand Relevant 186
Price Segmentation Instead of Market Segmentation 187
Thinking the Lowest Price Is the Same as the Best Value 187
Failing to Instill a Quality Mind-Set 187
Silo Mentality 188
Focusing on the Short-Term Rather Than Creating a Short-Term/Long-Term Strategy 188
Not Sharing Across Functions, Geographies, and Brands 189
Believing the Regions Are Not as Sophisticated as the Center 189
Believing That Brand Management Is All About Marketing Communication 189
Allowing Data to Decide 190
Endnotes 191
Chapter 13 Guiding Principles 193
1. Define the Common Ambition 194
2. Clarify Roles and Responsibilities 195
3. Realize That Brand Leadership Is Global; Brand Management Is Regional/Local 195
4. Build Trustworthy Brand Value 196
5. Establish Cross-Functional Teams 196
6. Acknowledge That Great Ideas Do Not Care Where They Come From 197
7. Share the Knowledge 197
8. Implement Brand Journalism 198
9. Build Trust Capital 200
10. Institute a Brand Business Scorecard 201
11. Allow Freedom within the Framework 202
Endnotes 202
Conclusion: Moving Forward 205
Endnotes 209
Index 211
A complete blueprint for successful global brand marketing, drawing on 50+ years of in-the-trenches experience at the highest levels of global enterprise.