Brand as a System:

The Local meets the Global

Fang Wan, Ph.D.

Professor of Marketing

Ross Johnson Research Fellow

Asper School of Business

University of Manitoba, Canada

The 5th International Research Symposium on Branding in

Emergent Markets, Dec 10, Nanjing

Fang Wan, Ph.D. 万方博士, ，博士导师

品牌中国规划院理事（国家级智库），品牌思为俱乐部联合创始人

Director of International Executive Program，

国际高管培训项目总监

Professor of Marketing 市场营销教授

Ross Johnson Research Fellow 罗斯约翰逊研究员

Asper School of Business艾斯伯商学院

University of Manitoba, Canada 加拿大曼尼托巴大学

希伯来大学，泰国UTCC，中欧商学院，新加坡国立，南洋理工，清华，香港中文，香港理工，河北理工，陕西理工，西南财大，讲座, 客座海外教授；

Hebrew University,. UTCC Thailand, CEIBS, National University of Singapore, Nanyang

Technological University, Hong Kong Polytech University, Qinghua, Chinese U of Hong Kong,

Hebei Technological University, Shannxi Technological University, SWUFE,

万方

Managerial Hat

Brand China Planning and Strategy Institute

品牌中国规划院理事，海外部长，中国

Executive Committee Member of Einstein Legacy Project 爱因斯坦品牌执行董事， 以色列

Founder, Book Club of Chinese Chamber of Commerce, 加拿大华商会读书会创始人

Co-founder, Fella Club, 成都FELLA学社联合创始人

Co-founder, Branding Thought and Action, 品牌思为俱乐部联合创始人，清华大数据协会

我的穿梭 My Journey

品牌实战

Brand Practice

品牌理论

Brand Theory

品牌实战家

Coach

品牌学者

Researcher

西方

West

中国

China 世界

Global

Interbrand: Top 100 Global Brands 2015

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Part of My job during the past few years:

Decoding/coaching

Learning/imitation/emulation/Innovation

洞见 insight

真相 truth

新的视角 new

多元视角 diverse perspectives

整合,运用, 落地

Integrate, landing

开脑洞

open up mind

执行，跟踪, 反思

Execute, track, reflect

My

Intentions:

我的框架

Three Anecdotes

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Emulation

Imitation

Learning of what?

Functional

Beginning

Defining

Beauty

Debunking

Myths

Self

Acceptance

Evolution of

Evolution

Dove Real Beauty Models

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Ideal Me:

Mainstream 99%

Authentic

Happy Me:

Dove

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What branding is NOT?

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Visible and Invisible Facets of Branding

Visible Brand artifacts: e.g., logos, graphics,

Marketing tactics

Customers

Choice/purchase

Invisible

Drivers

Internal brand

processes: corporate culture

Employees:

their endorsement

Mindset of leaders: long vs. short-term

focus; vision; values

Brand Soul: Synchronization

The Invisible is

the secret and fatal weapon

Truth:

The how;

The whys

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Brand

Synchronization

Industry, Institution, Market conditions

Socio-Cultural-Political environment

Brand

Adaptation

Future/Brand T2

Brand

Audit

Brand Soul

Brand Triangle (Wan 2010)

Great Companies:

Blend Strong Culture with

Structure, Iconic, Impactful,

Soulful

Good Companies:

Differentiation, Efficiency

Mediocre Companies:

Undifferentiated, market nice

What kind of brands sustain to the future?

Sustainable

Future

20

Case 1:

Culture Brand:

Apple

Apple Brand

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What is Apple selling?

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We make beautiful

computers. They are

beautifully designed.

Simple to use and user

friendly.

Wanna buy me?

Everything we do we

believe in changing the

status quo. We believe in

thinking thoroughly.

The way we challenge

status quo is by making

our products beautifully

designed, simple to use.

We happen to make

great computers

VS

iMac Apple Store

iPod/

iTune iPhone iPad

Lifestyle Brand

Game Shaker

Apple: Winner of Identity Brand

Visionary

(Leadership)

Community (Consumers)

Team (Employees)

Visionary-driven brand (Apple)

Circular Structure

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Decode Apple Cultural DNA

Strong Visionary: Jobs

Zen/Minimalism

Authoritarian

Perfectionist

Art/Design-driven

Innovation=Aethestic+Constraints (No)

+Integrative+Control

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Apple on the Inside

Apple's really efficient and very impersonal when it comes to making decisions [about killing a product]. There is never any illusion about what the company's focus is and that comes from the top, that came from people like Steve and Scott [Forstall, head of iPhone software], formerly [software chief] Bertrand [Serlet], Tim Cook, everybody, they know what Apple is supposed to be doing and the other side of that is they know what Apple is doing, they actually know what's going on in their back yards.”

- Former employee commenting to the Guardian Newspaper

Apple on the Inside

“[Jobs] was hands-on in a way I've never seen anywhere else, and it must have been exhausting and time-consuming for him.

These were nail-biting occasions for us. We'd wait in our office to hear the verdict while the designer presented behind closed doors. Several times he never even got as far as showing off the features we'd been slaving over because Steve would immediately focus on a bad visual element in the interface. Whether it was an ugly button, a miss-aligned font, or a control panel with too many buttons, we'd never recover. All our work under the hood meant nothing, he had seen enough and we'd failed...it took me time to realise how effective his method was. Because we knew any surface sloppiness would negate everything else we did, the user experience became the true top priority.”

-Former employee comment to the Guardian Newspaper

Apple on the Inside

“Steve Jobs has been described as "brilliant" and "mean" in the same breath. Brilliant because of his insight and vision, mean because he would let you know if your ideas weren't insightful or visionary.”

- Former employee comment to the Guardian Newspaper

“After looking at many different materials [for Apple’s new retail store], Jobs finally decided on a type of limestone called Pietra Serena that comes from a region of Italy near Florence. Although they could only find 5,000 square feet of the color Jobs liked, he insisted that 1,000 square feet of it be flown to Cupertino for his personal inspection.”

– Employee comment in Business Week

Jobs=Karl Lagerfeld

What is the driver

Of Apple System？

Talents/geniuses

cannot be imitated

and replicated

天才的Jobs,

才有卓越的苹果

没有Jobs?

谁的苹果怎样的苹果？

If no Jobs, whose and

what APPLE are we talking about?

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Case 2

Culture Brand:

Google

Google Founders:

Larry Page and Sergey Brin

Senior

Management

Team

(Employees)

Community

(Consumers)

Team -Driven Brand (Google)

439 Millions

1.4 Billions

$3.19 Billions

6.13 Billions

10 Billions

$16 Billions

$0

$2.000.000

$4.000.000

$6.000.000

$8.000.000

$10.000.000

$12.000.000

$14.000.000

$16.000.000

$18.000.000

2002 2003 2004 2005 2006 2007

Google Revenue

Brand Core Values (e.g. Google)

1. Focus on the user and all else will follow.

2. It’s best to do one thing really, really well.

3. Fast is better than slow.

4. Democracy on the web works.

5. You don’t need to be at your desk to need an answer.

6. You can make money without doing evil.

7. There’s always more information out there.

8. The need for information crosses all borders.

9. You can be serious without a suit.

10. Great just isn’t good enough.

Dr Wan_PA Brand Exercise

Google Jacuzzi

Google Campus

Google Campus

Google Campus

Google Campus: Happiness Design

(visual)

Google Campus: Happiness Design (social)

[Nexus S] [Galaxy Nexus]

[Google Search Appliance]

[Takeout]

6. Development Resources

[Google Chrome OS]

[Google profile]

2. Advertising Services [TV Ads]

[Google Website Optimizer] [DoubleClick for Publishers by Google]

[Google AdWords]

[Accessible Search] 1. Search Tools

Web-based products

[Google Scholar] [Google Custom Search]

[Experimental Search]

[Google Finance]

[Life Search]

[Google News] [Google News archive]

[Google Patent Search]

[Product Search] [Suggest]

[Google Video]

[Web History]

[Voice Local Search]

[Google Checkout]

[Google Image Search]

Product List TM

Mobile Applications

5. Operating Systems

3. Communication and Publishing Tools

7. Map-Related Products

8. Statistical Tools

9. Desktop Applications

1. Mobile Web Applications

2. Mobile Standalone Applications

5. Scheduled to be Discontinued

3. Hardware

6. Discontinued Products and Service

4. Services

[Google search]

[Google Alerts]

[Blog search]

[Dashboard]

[Google Books]

[Google Groups] [Hotpot] [Language Tools]

[SMS]

[AdMob] [Google AdSense]

[Google Certification Program] [DoubleClick] [Google Grants]

[FeedBurner]

[Google 3D Warehouse]

[Adwords Express]

[Google Apps]

[Blogger]

[Google Bookmarks]

[Boutiques]

[Google Business Solutions] [Google Calendar]

[Google Docs]

[Google Friend Connect]

[Gmail]

[Google URL Shortener]

[Google+]

[iGoogle] [Marratech e-Meeting]

[Orkut] [Panoramio] [Picasa Web Albums]

[Picnik] [Questions and Answers]

[Google Reader] [Google Sites] [SMS Channels]

[Speak To Tweet] [Google Voice]

[Web Fonts] [YouTube]

[Google TV] [Android]

4. Account Management

Products

[Google App Engine] [Google Closure Tools] [Google Code] [Dart]

[Google Go] [OpenSocial] [Page Speed] [Google Swiffy]

[Google Web Toolkit] [Webmaster Tools]

[Google Body]

[Google Building Maker] [Google Map Maker] [Google Maps]

[Google Mars]

[Google Moon]

[Google Sky]

[Google Transit]

[Google Analytics] [Correlate] [Google Fusion Tables]

[Google Insights for Search] [Google Refine]

[Trendalyzer] [Google Trends]

[Zeitgeist]

[AdWords Editor]

[Google Chrome] [Google Earth]

[Gmail Notifier] [input method editor]

[Google Japanese Input]

[Picasa] [Picasa Web Albums Uploader]

[Google Pinyin] [Quick Search Box]

[Wireless access]

[SketchUp] [Google Toolbar]

[Visigami]

[Blogger Mobile] [Google Calendar] [Gmail]

[iGoogle]

[Google Latitude] [Maps Navigation]

[Mobilizer] [Google News] [Google Offers] [Orkut]

[Picasa Web Albums]

[Google Product Search] [Google Reader]

[Google Wallet]

[Google Currents]

[Books]

[Google Goggles] [Maps] [Google Music] [Reader]

[Google Sync]

[Talk] [Google Voice app] [Yinyue]

[YouTube Remote]

[Google Mini] [Nexus One]

[Google Notebook] [Google Wave] [Knol] [Picnik]

[Google Public DNS] [Google Crisis Response]

[Aardvark]

[Google Answers] [Audio Ads] [Google Base]

[Blogger Web Comments] [Google Browser Sync]

[Google Buzz]

[Catalogs] [City Tours] [AdWords#Google Click-to-Call]

[Google Code Search] [Dashboard Widgets for Mac]

[Desktop] [Google Dictionary] [Directory] [Directory Project]

[Dodgeball]

[Google Fast Flip] [Free Search] [Google Desktop]

[Google Health]

[Gears]

[GOOG-411] [Hello] [Google Image Labeler] [Google Labs] [Jaiku] [Joga Bonito] [Google Lively] [Mashup Editor] [MK-14] [Google Trends#Google Music Trends] [Notebook] [Google Pack] [Google Page Creator] [Personalized Search]

[Photos Screensaver]

[Google PowerMeter]

[Public Service Search]

[Real Estate]

[Rebang]

[Related Links]

[Google_Maps#Google_Ride_Finder]

[SearchMash]

[Google SearchWiki]

[Send to Phone] [Shared Stuff] [Google Sidewiki]

[Slide.com]

[Spreadsheets]

[Squared]

[University Search]

[U.S. Government Search] [Video Player]

[Google Video Marketplace] [Voice Search] [Web Accelerator]

[Writely]

[Google X]

Senior Management

Middle Management

Engineers/Employees

Traditional Organization Structure

Google’s Organization Structure

谷歌公司结构

Senior Management

Middle Management

Engineers/Employees

Peer to peer vs.

manager to minion

自我管理

Inspirational and

caring vs. managing

启发激励vs.管理

Transforming Geniuses into Happy Teams

Soul

Well-being

Money

Body

Competence

Motivation

people Culture:

Processes

Policies

Structure

Culture is scientifically designed and executed to

ensure growth of talents

Google Innovation DNA: 基因

集体天才：集体主义文化+个性创新文化

Collective genius: True asset of Google is its talent pool and

the culture to nurture and motivate the talents.

创新=工程师主导+自由+民主（好的）+即兴

Innovation=

engineer-driven+freedom+democracy (YES) +ad-hoc

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Case 2

Culture Brand:

Google

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Elements of Branding：

Differentiation

Focus/Niche

Tight system

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Brand

Synchronization

Industry, Institution, Market conditions

Socio-Cultural-Political environment

Brand

Adaptation

Future/Brand T2

Brand

Sustainability

Brand Soul

Brand System Theory (Wan 2012)

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Part 2

Manifestation of Brand Triangle

in SMEs: Five Prototypes

1. The Infant

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K7687Z

Brand Mantra:

“Brand starts as a hobby and stays as a hobby.”

2. The Rock

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Mantra:

“We are good. Come and find us.”

The Rock

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“Brand promotion is a virtue, not a vice!”

The Rock

Reasons

Confined by industry/regional norm

Bias against external branding

Lacks the will, skills, or mindset

Lack of understanding of the importance of external branding as part of holistic branding process

Lack of explicit awareness that internal values can be a strong tie to external stakeholders

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3. The Shell

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Brand Mantra

“Chasing the wind”

The Shell

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“Pause, reflect and Then ACT!”

4. Old Man

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Brand Mantra:

“Why fix it if it is not broken?”

Reasons

A strong internal culture can impede change

Family control

Homogeneity in internal members

Content with status quo (but market share will

eventually shrink)

Lack of competition at Time 1

Lack of Motivation

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Old Man

Recommendations

Long term sustainability in a changing market involves adopting an “adaptive” mind set

Implement brand tracking

Activate incremental change

Diversity in work place to enact change

Brand extensions to attract younger segments

Brand can be rejuvenated by extension to new segments

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Old Man

4. Old Man

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“Wake up, Dude. You are stale!”

5. The Star

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Brand Mantra:

“Aware, Active, Adaptive”

Characteristics

Synchronization 1— external branding activities are driven by core brand

value internally and brand soul.

Internal analysis precedes brand expression.

Synchronization 2— holistic understanding of brand identity.

Situating brand in the market place with long term focus.

Adaptation to market change at T2 is coordinated with the core brand value at T1.

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The Star

Reasons

Resources, expertise, and culture are in place

A combination of organic growth and

corporate “hand-downs”

Self-reflective with long-term goal orientation

Value system is gluing various constituencies

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The Star

Overview of 5 Prototypes

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Brand Soul

Internal

branding

Obtuse Brand Growth of

Private Sector:

(guided by rationality

and performance)

Flat Branding of NGOs

Strong foundation of brand soul

Less conscious pursuit of

Internal and external branding

internal

branding

external

branding

Solid, strong brand soul, guided by

pubic engagement &

community orientation

Brand Triangle

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Unique Brand Challenges in Public Management

Silos Trap

Prevents alignment, coordination, interconnectedness

of brand components

Confidence/complacency Trap

Myopia (ego-centric view of external world)

Fear of Change

Lack of brand adaptation and brand valuation

Soul

Dis-

synchronized

Silo Trap

Soul

Silo Trap; Overconfidence Trap

Soul

Brand Adaption

Complacency trap

Brand Tracking

Complacency trap

Sisyphus Trap

Silo Trap

Fear of Change

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Glocal:

Global meets the local

MNCs vs EMNs

Decoding Canadian Brands

80

Is there a Canadian brand?

--Good country brand; poor corporate brands

Diversity is a double-edged sword

--lack of shared identity

Integration is Necessary

--no culture glue; no concerted efforts

Scaling is necessary

--entrepreneurial, regional

Decoding Global Brands (Wan 2012)

解构全球品牌（万方 2012）

Winning

Brands

王者

Culture （文化）

Synergy (System) （系统）

•Integration 整合

•Consistency连贯

Age传承

•Heritage传统

•Experience经验

•History历史

Value 价值观

•Reputation美誉

•Image形象

•Meaning意义

Innovation创新

•Newness新

•Usefulness可用性

Proven Success

取得的成功

Promise

承诺

Vision (identity)

远略，身份

Decoding Chinese Global Brands (Wan 2012)

解读中国国际化品牌

Chinese Brands

中国国际品牌

Speedy

Imitation 快速模仿

R&D

Focus

聚焦研发

Flexible

Adaptive

灵活适应

Ambition

Passion

野心激情

Village

to City 农村包围城市

The Heart of the Continent to China:

My journey

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我的关怀 My Heart and My Dream

No one can escape from her home

It does not matter how far we travel

We always remember the road to home

When a person is growing older

When her body is more and more distant from

home

Her heart and soul will grow closer to home

The complex of home starts from childhood

And it affects us for a life time

fang.wan@umanitoba.ca

Wechat:

fangwan_aydan