branding An organization that embraces values like integrity and teamwork is really no different from any other. If you want to produce the kinds of specific outcomes that will allow your company to differentiate from others, you need to define a unique culture that cultivates the necessary kinds of employee attitudes and behaviors.  Companies that do this well also identify a desired brand identity and align their company culture to that identity. Building this unique culture goes beyond internal aspirations. Companies that do this well also identify a desired brand identity, ‘how you want your organization to be perceived and experienced by customers and other external stakeholders.’ If your company culture is aligned and integrated with that identity, your employees are more likely to make decisions and take actions that deliver on your brand promise. Brand types differ from brand archetypes, which classify brands according to classic storytelling character types such as the Hero, the Joker, and the Sage. While brand archetypes can be helpful in creating a narrative and tone of voice to use in advertising campaigns and other communications, the brand types referred to here are strategic ways that brands compete and are positioned relative to each other. For example, Patagonia falls into the “conscious brand” type because it is characterized by its sustainability mission, while Apple is an “innovative brand” type given its pursuit of new products. Some of these brand types overlap, and some characteristics are—or should be—embraced by all brands. All brands should offer good service, for example. But a brand that falls into the service brand type prioritizes delivering high-quality customer care and service above anything else — and its strategies, operations, and ultimately customer value propositions are all centered around differentiating through great service. Each of the nine brands types is distinguished by two main characteristics. The first one is its point of reference — that is, the standard that your brand is positioned relative to or how you want customers to understand your brand. A disruptive brand like Richard Branson’s Virgin is all about challenging the leader in every category, so Virgin brand’s point of reference is the category leader.  The second characteristic that distinguishes a brand type is its tone and manner, which is how the brand usually behaves or expresses itself. For example, Walmart and Subway fall into the value brand type and they tend to act in down-to-earth, practical, and straightforward ways. Once you know the type of brand you have or want to build, the next step to aligning external brand and internal culture is to identify the kind of culture required to deliver on it.  Different types of brands are achieved through different types of cultures. If you want to position your brand as disruptive, for example, then you must cultivate a culture of risk-taking so that your people are inclined to

1. Branding
Human and physical resources
Presented by
Jeffrey Nsamba

2. Brand Strategy
Understand how brands are defined and positioned to add value to organisations
Assess the elements of brand strategy
Brand Management
Understand the factors that drive brand identity and success
Develop a brand plan to deliver the brand strategy
Brand Metrics
Apply a range of techniques to manage the resources to deliver the brand plan
Interpret brand metrics and adapt the brand plan for continuous improvement

3. Analyse the human and physical resources
needed to support the brand plan
 Culture
 Skills
 Outsourcing vs in-house
 Global vs Local control of brand
 Budget

4. Culture
Define your organization's culture.
• Begin building a brand that meshes with that culture.
• Create a long-term plan to clearly and repeatedly communicate
the values, culture and brand to your employees, current
customers and potential clients.
• Rely on that culture to organically yield brand ambassadors.

5. • An organization that embraces values like integrity and
teamwork is really no different from any other.
• If you want to produce the kinds of specific outcomes that will
allow your company to differentiate from others, you need to
define a unique culture that cultivates the necessary kinds of
employee attitudes and behaviors.
• Companies that do this well also identify a desired brand
identity and align their company culture to that identity.

6. • Building this unique culture goes beyond internal aspirations.
Companies that do this well also identify a desired
brand identity, ‘how you want your organization to be perceived
and experienced by customers and other external
stakeholders.’
• If your company culture is aligned and integrated with that
identity, your employees are more likely to make decisions and
take actions that deliver on your brand promise.

7. • Brand types differ from brand archetypes, which classify brands
according to classic storytelling character types such as the
Hero, the Joker, and the Sage.
• While brand archetypes can be helpful in creating a narrative
and tone of voice to use in advertising campaigns and other
communications, the brand types referred to here are strategic
ways that brands compete and are positioned relative to each
other.
• For example, Patagonia falls into the “conscious brand” type
because it is characterized by its sustainability mission, while
Apple is an “innovative brand” type given its pursuit of new
products.

9. Cont’d

10. • Some of these brand types overlap, and some characteristics
are—or should be—embraced by all brands. All brands should
offer good service, for example.
• But a brand that falls into the service brand type prioritizes
delivering high-quality customer care and service above
anything else — and its strategies, operations, and ultimately
customer value propositions are all centered around
differentiating through great service.

11. • Each of the nine brands types is distinguished by two main
characteristics. The first one is its point of reference — that is,
the standard that your brand is positioned relative to or how you
want customers to understand your brand.
• A disruptive brand like Richard Branson’s Virgin is all about
challenging the leader in every category, so Virgin brand’s point
of reference is the category leader. The second characteristic
that distinguishes a brand type is its tone and manner, which is
how the brand usually behaves or expresses itself. For
example, Walmart and Subway fall into the value brand type
and they tend to act in down-to-earth, practical, and
straightforward ways.

12. Brand and Core Values
• Once you know the type of brand you have or want to build, the
next step to aligning external brand and internal culture is to
identify the kind of culture required to deliver on it.
• Different types of brands are achieved through different types of
cultures. If you want to position your brand as disruptive, for
example, then you must cultivate a culture of risk-taking so that
your people are inclined to act boldly and break market
conventions.

13. Core values
• Core values — the essential and enduring principles and
priorities that prescribe the desired mindset and behavior of
everyone who works at your company — are the cornerstones
of your culture.
• They reflect what’s important to your organization and, if used
properly, they shape your people’s attitudes and actions. If you
know the types of core values you need to manifest your
particular brand type, you can design the other aspects of your
culture to align with, build on, and reinforce them.

14. Types of core values that correspond to
each brand type.
• Disruptive brand: Competition,
standing out, and risk taking.
• Conscious brand:
Purposefulness, high
commitment, and transparency.
• Service brand: Caring, humility,
and empathy.
• Innovative brand:
Inventiveness, experimentation,
and continuous improvement.
• Value brand: Accessibility,
fairness, and
pragmatism/rationalism.
• Performance
brand: Achievement,
excellence, and consistency.
• Luxury brand: Sophistication,
distinction, and status.
• Style brand: Design,
discernment/taste and creativity.
• Experience brand:
Entertainment, enjoyment, and
originality.

15. Acknowledgements
• Denise Lee Yohn is a leading authority on positioning great
brands and building exceptional organizations, and has
25 years of experience working with world-class brands
including Sony and Frito-Lay. Denise is a consultant, speaker,
and author of What Great Brands Do: The Seven Brand-
Building Principles that Separate the Best from the Rest and
the new book FUSION: How Integrating Brand and Culture
Powers the World’s Greatest Companies.

17. Brand Management Skills: How to Be a
Good Brand Manager
A good set of brand management skills delivers important benefits to
companies and can help them inspire consumer trust. According
to industry research:
• It takes 5 to 7 impressions for people to remember a brand.
• Presenting a brand consistently across all platforms can increase revenue by
up to 23%.
• Over 70% of brand managers consider building an audience more important
than converting sales.
• 86% of consumers prefer an authentic and honest brand personality on social
networks.
These numbers demonstrate the importance of having a person with
the right brand manager skills. Whether they’re working in-house or at
a third-party agency, your business brand manager plays an integral
role in creating lasting impressions of your company and driving the
growth of your brand.

18. What Does a Brand Manager Do?
A brand manager is responsible for developing the overall image
of a company. Key elements of this role include:
• Understanding the marketplace to find where the brand can fit in and
resonate
• Defining the brand positioning and thinking strategically about a
brand’s functional and emotional benefits
• Performing competitor analysis to gain a strategic market advantage
• Collaborating with sales and marketing teams, public relations, content
marketers, and designers to inspire creative execution and develop
campaigns that are in line with the brand image, vision, and promise
• Practicing sound brand reputation management to improve the visibility
and public perception of the brand

19. • Brand management also often involves other similar activities
and responsibilities, from setting style and brand guidelines to
managing the advertising budget and monitoring online
reviews and social media.
• The objective of these brand management skills is to maintain
brand integrity across all types of products and
communications, and continuously develop positive brand
perception among your target audience.

20. Brand Management Skills: What Makes a
Great Brand Manager?
• Brand managers tend to have several years of marketing experience, along with
post-graduate qualifications and even a few marketing certifications. The type of
brand management skills required often depends on the industry, the company,
and the job itself.
• However, the best of them share several common traits and qualities. Here’s a list
of essential brand management skills:
• Collaboration and relationship management
• Strong communication skills
• Relentless customer focus
• Analytical thinking and creative storytelling
• Tech and social media savvy
• Data-driven approach
• Collaboration and Relationship

21. Final Thoughts
• Whether you currently work as a brand manager, are delving into the career,
or are simply interested in evaluating your company’s need for this position,
these essential brand management skills will help produce exceptional work
and drive brand growth.
• By having someone on your team with these qualities, you can build a brand
that’s sought out by customers, proudly represented by employees, and
uniquely different from the competition.

22. Outsourcing Vs Inhouse
• One of the great debates in the business world is the benefits of
in-house vs. outsourcing for projects.
• While outsourcing can be cheaper and more efficient, in-house
resources can give more direct control over the day-to-day
operations. Understanding both these methods and their pros
and cons can help you decide which method works best for
your needs.