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2008 | Buch

Brand Engagement

How Employees Make or Break Brands

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Über dieses Buch

This book debunks the notion that the Chief Executive is the primary figurehead and places line managers at the forefront. Using a mixture of unique but tried and tested bespoke management models and case studies, line managers are identified as the critical community in the war between brands.

Inhaltsverzeichnis

Frontmatter
Prologue
Brand Engagement in Context
Abstract
Capitalism and consumerism are two sides of the same coin. Brand management and capitalism go hand in hand. So when arguably the preeminent anti-establishment establishment figure in one of the leading world economies links capitalism, consumerism, and global warming, it’s time brand managers sat up and listened. In an interview with the Observer (April 8, 2007), Sir Jonathon Porritt said:
I think capitalism is patently unable to go on growing the size of the consumer economy for any more people in the world today because the levels of consumption are already undermining life support systems on which we depend. We’ve got to rethink the basic premise behind capitalism.
Very strong words from the former director of Friends of the Earth and now chairman of the UK government’s Sustainable Development Commission. Depending on how you look at it, in what I believe has been hailed by Tom Peters, amongst other notable management gurus and commentators, as the century of the brand, brands certainly have the power to influence the globe for better, or worse.
Ian P. Buckingham
Act 1. Brand Engagement, Everyman and the Death of the Hero Leader
Abstract
Everyman is on his way to work on the 7.30 a.m. commuter train. He’s rereading George Orwell’s Keep the Aspidistra Flying, in between elbows, coughs, sneezes, and newspapers. The banality of its antihero Gordon Comstock, who resigned from his job with a lucrative advertising agency in favor of the life of a penniless poet, to romantically rage against Mammon, seems so childishly idealistic. How society has advanced since Orwell’s pessimism between the wars. Looking around the smart suits in his carriage and out of the windows at the houses flashing by, he reflects on how he and his partner, like so many of his traveling peers, have made it onto the property ladder on the back of a free university degree, state welfare, and a job in the City with a generous pension package. They live at 8 New Road, a much-envied corner plot with solid middle-class neighbors; a teacher and his executive assistant wife. Nice couple. This is what his grandparents had suffered depression, conflict, and austerity for, the chance to create a landed generation of “baby boomers,” who would, in due course, hand down the baton of middle-class affluence to their own lucky children.
Ian P. Buckingham
Act 2. Deconstructing Brand (“but we don’t even brand animals any more”)
Abstract
Everyman is watching business breakfast TV out of the corner of his eye. Someone has just sold an obscure Lowry painting for over a million dollars and he finds himself humming that awful song “Matchstick men and matchstick cats and dogs.” Funny how the most annoying tunes get filed away in the memory. The images are very familiar — the long lines of people bent double, trudging to the mills in northern England. “What’s the attraction of having something like that on your wall, depressing, naive art? A million dollars eh!?” he mutters into the mirror while he finishes his tie.
Ian P. Buckingham
Act 3. Through the Looking Glass
Abstract
It’s a Friday night; it’s been a tough month. Everyman has taken his new team out for the night to celebrate the successful delivery of the pitch document. There have been the usual pressure-driven squabbles but he’s struck by how well they all get on, once through the revolving door and guards are lowered. Morale’s been a bit tricky just lately so they could really do with nailing this project but judging by the team creative meeting, there’s a lot to be cheerful about. The weekend starts here!
Ian P. Buckingham
Act 4. Culture as a Weapon of Mass Construction
Abstract
It’s halfway through the vision launch for the Top 500. A faceless someone at the podium has just quoted Virgin’s Richard Branson saying words to the effect of “a business has to be fun and involving if it’s going to bring out your creativity.” Pretty ironic given that Everyman’s struggling to keep his eyes open.“I guess this means I’ve made it though,” he sighs to himself during one of the many zoning out sessions he lapses into during the day’s proceedings. “At least one aspect of today has been particularly useful,” he reflects, “I’ve managed to spend quality time with my team at last, even though most of it’s been over breakfast and dinner.”
Ian P. Buckingham
Act 5. Bring Yourself to Work
Abstract
Everyman has finally married. It’s a lot later than his parents did (and the decision had nothing to do with their constant reminders), but he likes to think it’s all the better for the wait, and will hopefully last a lot longer. “Who was it who said that men shouldn’t even consider tying the knot until at least 32?” They have a young family (scandalously started out of wedlock) and, as they have both battled to maintain a footing on their respective career ladders, are helped out by a full-time nanny and a punishing schedule of structured activities for the kids. It seems there just hasn’t been enough time to kick a ball around in the park anymore, so something has had to give.
Ian P. Buckingham
Postscript
Abstract
I use the journey metaphor a great deal in my work and throughout this book. The creative and production process has been an exhilarating journey in its own right. As with all epics, it has not been without its challenges which have called upon reserves of collaboration and compromise.
Ian P. Buckingham
Backmatter
Metadaten
Titel
Brand Engagement
verfasst von
Ian P. Buckingham
Copyright-Jahr
2008
Verlag
Palgrave Macmillan UK
Electronic ISBN
978-0-230-57950-7
Print ISBN
978-1-349-36447-3
DOI
https://doi.org/10.1057/9780230579507