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					This guide describes corporate branding, the value of logos, and the influence of
employees, and their cultures. The document includes information regarding brand
architecture, different branding platforms, the corporate mission statement,
implementing the corporate culture and personality into your branding, and a naming
and branding decision tree to help users identify their company logos. Use this
document to assist a person or entity when making decisions on how to successfully
brand a product or service.
2013



   Branding
   Your Company Logo
        Corporate Branding
        The Value of Logos
        Managing Your Corporate Brand/Logo
                       Branding Company Logo s

Table of Contents
Introduction ......................................................................................... 2
What is Corporate Branding? .................................................................. 2
Brand Architecture ................................................................................ 3
  Kinds of Brand Architecture ................................................................. 4

Corporate Brand Platforms ..................................................................... 4
Positioning ........................................................................................... 5
The Corporate Principle Statement .......................................................... 6
The Corporate Mission ........................................................................... 6
Communicated Corporate Composition .................................................... 7
Corporate Culture ................................................................................. 8
Corporate Personality ............................................................................ 9
Key Tools to Use .................................................................................. 9
Naming & Branding Decision Trees ....................................................... 10
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Introduction
What is Corporate Branding?



C
        orporate branding is when your company’s name is used as a
        product brand name in an effort to influence corporate brand equity
        and to build product brand recognition.        It is a kind of family or
umbrella branding. As an example: Disney includes the word “Disney” in
the name of many of its products. Other examples are Heinz and IBM. This
strategy is different from individual product branding. In individual product
branding, each product has a unique brand name and the corporate name is
not promoted to the consumer.

      Corporate     branding   can   produce   major   economic    opportunities
because one advertising campaign can be used for several different
products.   It also helps when introducing new products for acceptance
because prospective buyers already recognize the name. This strategy can
be harmful when creating distinct brand images or identities that are
designed for different products. An overarching corporate brand reduces the
company’s ability to position a brand with an individual identity, and can veil
the unique characteristics that a different product may have.

      Corporate branding is not limited to a specific mark or name.
Branding can incorporate many touch points; and can include:

    logo, customer service,
    employee treatment and training
    packaging
    advertising,
    stationery
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    the quality of the products and services

         Any way that the general public comes into contact with a specific
brand represents a touch point that can affect the consumer’s perceptions of
the corporate brand.

         The long standing debate has been that successful corporate branding
often stems from a strong coherence between what the strategic vision of
the company’s top management is, from what the company’s employees
know and believe; and from the company image as viewed by the external
stakeholders. Misalignments among these three components may indicate a
corporate brand that is underperforming.          This kind of corporate brand
analysis is often referred to as the Vision-Culture-Image (VCI) Alignment
Model.


Brand Architecture
         Brand   architecture   is   the   arrangement   of   brands   within   an
organizational entity.    It is how brands that are contained in a company’s
portfolio relate, and differ from each other. The architecture should identify
the different groups of branding within the company. It should outline just
how the corporate brand and sub-brands relate to and support each other;
and how the sub-brands reflect or reinforce the core purpose of the
corporate brand to which they belong. Architecture can be described as an
integrated process of brand building by establishing brand relationships
among branding options in the competitive environment.                 The brand
architecture of a company by and large, is a legacy of past management
decisions, and the competitive realities that the company faces in the market
place.




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Kinds of Brand Architecture

      Branding has three main levels:

    Corporate brand, umbrella brand, and family brand – Examples include
      Virgin Group and Heinz. These are brands that are used across all the
      firm's activities.    The name is how they are recognized by their
      stakeholders who are the consumers, employees, shareholders,
      partners, suppliers and other parties. These brands may also be used
      along with product descriptions or sub-brands: like Heinz Cream of
      Tomato Soup, or Virgin Trains.

    Endorsed brands, and sub-brands – For example, Nestle KitKat,
      Cadbury Dairy Milk, Sony PlayStation or Polo by Ralph Lauren. These
      brands include a parent brand that can be a corporate brand, an
      umbrella brand, or a family brand as an endorsement to a sub-brand
      or an individual product brand.        In the eyes of the consumer, the
      endorsement adds credibility to the endorsed sub-brand.

    Individual product brand – For example, Procter & Gamble’s Pampers
      or   Unilever’s    Dove.      The   individual   brands    are   presented       to
      consumers, and the parent company name is given little or no
      prominence.       Other    stakeholders,   for   example    shareholders         or
      partners, will know the producer by their company name.


Corporate Brand Platforms
      These are actionable articulations of management’s intentions broken
out into six separate parts.       They are broken out
into three sections which are:

      1. The vision or defining the destination
           a. Positioning
           b. Purpose


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           c. Mission
      2. The desired culture
           a. Personality statement
      3. The communicated work

      In practice, it helps to break the 'vision' piece into three elements
(positioning, purpose and mission) and to add a 'personality' statement to
the 'culture' piece.

      Responses to these six expressions of the leadership intentions are the
most useful for specifying the purpose of planning, designing and managing
the corporate brand:

      1. Positioning – What we hope to be instilled in our consumer’s minds
         in comparison with other companies?
      2. Purpose – What are we in business to accomplish?
      3. Mission – Aside from the economics, why is it worth doing it?
      4. Composition – How the company is viewed. Is it structured enough
         to achieve its purpose?
      5. Culture – What are the distinctive and shared behaviors that best
         support the company’s common purpose and mission?
      6. Personality – What is our chosen style and manner? How does it
         set us apart from our competitors?

      All companies are not able to articulate all six statements. Sometimes
their units will not share a common purpose that is meaningful to the
agency’s mission or culture. In circumstances like this, the corporate brand
is made weaker by definition because the units themselves may constitute
the stronger and more relevant brands. This six-part process is proven to be
an effective identity planning tool.




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Positioning
      "Positioning" offers a short, specific, definitive statement of the
exclusive ‘position’ that the company hopes to earn, in the minds of its
audiences, and in relation to other companies. The statement should cover
three areas:

     1. Industry – The definition can be conventional or creative. For Dow
        Jones, a “business knowledge” category was created in which it
        could believably be a leader.
     2. Geographic scope – Establishes the regional, national, or global
        scope of the entity’s leadership ambitions.
     3. Ranking – Establishes a comparative position that the entity aims
        for within its chosen industry and geography, and generally is tied
        to ‘the leading, ‘premier’, ‘preferred’, or one of the ‘industry
        leaders’.

     The ideal positioning statement is ambitious; it defines a "goal;" that
must be earned daily. The positioning statement offers the essential one-line
press release and oftentimes is the basis for the company tag line. Examples
include:

    Dow Jones – “The world’s preferred source of business knowledge.”

    Eastman Chemical – “The world’s preferred chemical company.”

    Malden Mills – “Innovative fabrics, engineered for performance and
      beauty.”

    Celera Genomics – “The definitive resource for human genome
     knowledge and its medical application.”

    Flowserve – “The world’s premier provider of industrial
     flow management services.”




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The Corporate Principle Statement
       The corporate principle statement articulates the company’s functional
reason-for-being, including what it does and what it makes or provides daily.
The corporate principle is not to just make money.        To clarify this, it is
beneficial to add verbiage that suggests that “by doing this well, we will
provide exceptional returns to our employees and to our shareholders.” The
principle statement gives a sustained focus for corporate decisions, and for
communications. Examples include:

      Dow Jones
       “Our corporate purpose is to comprehend the business of the world. By
       sharing that comprehension as universally as we can, helping people
       everywhere to understand the business in their lives, we will provide
       an exceptional return to our shareholders."

      Flowserve
       "We are in business to provide industrial customers with the world's
       most effective, efficient, durable and reliable flow management
       capabilities."

The Corporate Mission
       If the corporate principle statement depicts “what we do,” the Mission
statement is “why, beyond economics, it is worth doing.” When defining
them, they are both quite different. Separating the "what" from the "why"
makes      it      easier   to    distinguish    and     to    write     them.
In every big company, leaders and employees are inspired beyond earnings
and dividends.     They are inspired by the belief that by achieving its daily
purpose, the company, in some way makes the world (or its branch of the
world) a better place. If formulated properly, the Mission statement
expresses this contribution.
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       The premise that a company’s contribution is distinctively meaningful
to human society is the most robust driver of management, employees,
customers and even investor loyalty. It is as close as you can get to a
corporate soul.

       A credible Mission statement that is compelling is not easy to
articulate, but definitely worth the effort. As a rule, Mission statements are
usually written for internal audiences.



       Here are some examples:

      Dow Jones
       “We are motivated by the conviction that the free flow of business
       knowledge is fundamental to free markets, and free people.”

      Celera Genomics
       “By helping the world fully know the human genome, we will
       contribute health and well being to human life in current and future
       generations”

Communicated Corporate Compos ition
       What are the principal components that define the company? How do
they relate to one another so as to achieve the corporate purpose?
Recognizing the many audiences’ need to understand the company’s basic
composition,   this   statement    explains   the   company   in   terms   of       its
organizational concept and/or components.

       More specifically, the question is “to best support our positioning, and
how we want people to identify with our make up?” The communicated
composition is what matters, which may differ from the legal, the reporting
or the accounting configuration.




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       The Composition statement gives the strategic platform for unit
branding and naming. It provides for the unit signature system, for product
endorsement, and for other characteristics of the sub-corporate identity.

       A useful Composition statement may emphasize convergence with the
parent brand, as in the Dow Jones illustration. More often, it will merely list
four or five basic areas of competence that support the overall purpose. Or it
can predict evolving specializations, as in the Celera Genomics instance like
in these examples:

      Dow Jones
       “Although historically we are formed of strong, freestanding
       businesses, today convergence and coherence are more important to
       us than division. Our purpose is best served by an open flow of ideas,
       skills, people and information throughout Dow Jones.”




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      Celera Genomics
       “Today we are one team, wholly focused on decoding the genome. As
       we learn more, we expect to divide into more specialized teams, each
       a global leader in a human health field.”

Corporate Culture
       The Culture statement identifies any specific, distinctive behaviors that
actually help to differentiate or further characterize the corporate brand.
The corporate leaders believe this is helpful if not critical to achieving the
corporate purpose. Considerations include how the company culture relates
to those of its industry, its national base, and its owners and founders.

       In some companies, the stronger culture is at the division or the
subsidiary level. When this is intentional, the Composition and the corporate
brand statement will indicate its supportive role. When it doesn’t, that
means work needs to be done with the company leadership.
To be of any assistance, the Culture statement has to extend
beyond the boilerplate, beyond parity expressions of quality
and the like. Examples:

      Dow Jones
       “Our most fundamental passion is for the integrity,
       accuracy and relevance of the information we provide. This Dow Jones
       value crosses all unit lines.”

      Celera Genomics
       “We are at home in the cultures of pharmacology and medical care, of
       information technology, and entrepreneurial commerce. We contain all
       these but above them we are scientists, driven by the need to know
       and understand.”

      Commonfund




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       “Our corporate culture easily, indeed proudly captures the aggressively
       competitive, performance-driven values of finance, in service to our
       educational mission.”




Corporate Personality
       Culture identifies a company’s basic behavioral values.
On the other hand, Personality identifies a company’s preferred
style and manner.

       The Personality statement is particularly useful when
developing a consistent corporate “voice” and visual design. It can also drive
the design of the corporate logo. This is particularly clear in the Dow Jones
example, where the preference was to design a "bronze plaque" kind of logo.
It was strong but it was wrong, and it had to be directly dealt with.

      Dow Jones
       “We are not a bronze plaque. Our defining personality is dynamic, fast-
       moving, real time. We are innovators.”

      Celera Genomics
       “We are proudly aggressive and impatient... focused by our purpose,
       and driven by our mission.”

Key Tools to Use
       The information that follows outlines the key instruments that can be
used when diagnosing, planning, and managing identity solutions.




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      Components of Identity – Come up with three factors that need to
       be understood in order to settle on and fashion the company’s
       identity.

      Corporate Identity Process – The four universal phases of an identity
       program:
         1.   Analysis & planning
         2.   Creative development
         3.   Application design
         4.   Documentation/launch/maintenance

      Corporate Brand Platforms – Come up with three factors that need to
       be understood in order to settle on and fashion the company’s
       identity.

      Corporate Brand Matrix – A comprehensive means for planning an
       institutional rebranding. In a sense, it is an attempt at defining a
       'universal theory' of corporate branding, on one page and with clarity.

      Decision Trees – A powerful tool that controls naming and branding
       decisions all through the company, using a method that everyone
       accepts and understands.

      Naming – A more disciplined method for brand naming.

      Guidelines & Standards Manuals – Examples of the documents that are
       needed to maintain great brands.

      Implementation Checklists – The corporate media that usually requires
       auditing and re-design.

      Links that are useful – To associations and top agencies.

Naming & Branding Decision Trees
       The big companies adore creative entrepreneurial managers. It stands
to reason that creative managers thoroughly enjoy giving creative names to
everything they create or manage. They will give it its own logo if they are



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able to. This can be a good thing because it can create new brand wealth.
Unless it is controlled, it is also be a recipe for brand chaos, confused
customers, lowered quality impressions, excessive marketing budgets and
eventually a corporate brand that has been diminished.

        Should a proposed business product, service or unit be descriptively
named under the corporate brand? Should it have a descriptive name with a
creative twist, with just enough distinction to warrant "TM" designation? Or,
should it be more free standing under its own unique proprietary name,
registered ®, and perhaps distanced from the parent? The best answer is
almost always a question of optimum balance between the product or unit's
legitimate     business   interests   and      the   corporation's   strategic   and
communications interests.

        It is pointless to attack questions as merely a "logo cop," acting on
self-directed principle. You need the support of clear, unarguable policy that
everyone from the product manager to the CEO can understand and will
accept. The Decision Tree is a magical tool that almost makes this easy. To
get a good fix on the best strategic branding balance in any given business
situation, there are only four or five questions that need to be asked. The
four questions that follow are universal and applicable to all industries. In
situations where the company is a multi brand organization, the fifth
question can help. It is the planned offering that is best thought of as an
extension to an existing brand family. For each of the questions, there are
three possible answers.

   1.   Is the business [product, service, whatever] fully controlled by our
        management?
          a.   Yes (proceed to question 2 ),

          b.   No (can't use our brand! save for required legal disclosure, in
               small print) -- Or it's a cooperative or joint venture, under


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                contract, in which case a separate set of brand policy guidelines
                [not discussed here] comes into play.

   2.   Is management committed, long term, to this initiative?
           a.   Yes
           b.   Not yet (for example it's a learning experience or market test)
           c.   No (a rare answer... applies to one-time opportunity businesses)

   3.   How do we think this business will impact our master brand?
           a.   It will reinforce our current brand image
           b.   It will help to expand our brand in desired directions
           c.   Its effect on our master brand will be neutral, possibly even
                negative (And as a practical matter 'neutral' is also negative, to
                the extent that any further stretching of the master brand will
                tend to dilute it.)

   4.   Only then, ask how the corporate or master brand will impact the
        proposed business. Again there are three choices:
           a.   Positive – The master brand will help launch/establish/support
                the business.
           b.   Positive if secondary – It will help, but only if it's in a secondary
                role as sponsor, as ultimate parent and endorser; the business
                needs to feature its own 'flag.'
           c.   Neutral or negative impact – The master brand is not an asset
                for the proposed product or business.

        And that's it. With these four questions, you can construct your own
"Branding and Naming Decision Tree." Each situation, each "branch," will
lead to a logical and understandable approved signature type... that is, the
kind of name (and visual presence) that makes strategic sense for the
offering, and its verbal and/or visual association to the parent brand.
(Although there are some twenty-four possible branches, there may be only
a handful of signature options, six or seven at most.

        Why is this "tree" approach effective, in gaining support for (often) an
ultimately tougher branding discipline? I think it clarifies the issue of



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balance, between corporate and business-level perspectives. The two
'impact' questions -- impact of the brand and impact on the brand -- are fair
and reasonable. They make room for legitimate business marketing
initiatives, while reminding everyone of the equally legitimate corporate
                                                         1
reputation interests in the business's success.




1
    Information source: http://www.identityworks.com/tools/corporate_brand_platforms.htm



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DOCUMENT INFO
Description: This guide describes corporate branding, the value of logos, and the influence of employees, and their cultures. The document includes information regarding brand architecture, different branding platforms, the corporate mission statement, implementing the corporate culture and personality into your branding, and a naming and branding decision tree to help users identify their company logos.  Use this document to assist a person or entity when making decisions on how to successfully brand a product or service.
This document is also part of a package Top Marketing and Branding Tools 9 Documents Included