read all about it - how english speaking world service failed humanity in spite of at least 16 years time to live up to this 1984 tech-wizard charter of sustainability to 2025

queenofhearts.city invites you help fix this join first 100 person zoom in memory of Queen Elizabeth - greatest public servant English speaking world
goats OF PUBLIC SERVICE: BLUNTLY PUT-SUSTAINABILITY'S LAST CHANCE DEPENDS ON cooperations of VALUING DEVELOPMENT FROM BIRTH OF CHILDREN MORE THAN WHITE MEN PRINTING MONEY- UN FINAL REPORT PUBLISHED 8/9/22 DAY QE2 DIED
M3 crisis: 1/1/2000 missing 2025 report's media good
(chapter 6 pdf download written 1984) opportunity of majority of world being aware of humanity's greatest risk = greatest mis-timing of my life; hope its not 2020s terminal mistake for our uniting species
Can 100 times more tech per decade since 1930 advance enough COOPERATION to sustain millennials out of every inhabited GPS? tick tock by 2030 it is mathematics (of chaos) likely that we will know whether 2020s being saved us from mother nature's wrath and irreversible species destruction. Most exciting decade to be alive. Cooperation needed at www.sdgmetaverseprize.org and every game worldrecordjobs can help you and yours and meta-soc play
From our archives- 1860 17 years into founding Economist, James Wilson's most ambitious project partnering queen victoria in launching chartered bank by and for the quarter of peoples on india subcontinent stalls.
Wilson dies of diarrhea 9 months after landing in calcutta. 85 years later sir kenneth kemp (father in law of Economist's Norman Macrae writes up legalese of Indian Independence. Sir Ken did not know that partitioning was about to happen. Peoples of East pakistan draw colonial aera's shorterst straw - not only a colony of West Pakistan but blocked out of access to what have been south asia's superport. 23 years later cyclone kills a million peoples and shell oils regional young superstar ends his contract to start helping women build the new nation of Bangladesh. The greatest economic miracle produced by a billion asian mothers begin. The first network cooperation - oral rehydration ; 112 years after wilson's death illiterate village mothers first homework is how to mix boiled water sugar and salt to stop diarrhea killing one thord of infants in tropical villages. Inspired by this abed and 1 billion women map 30 cooperation platforms 1972-2019 - BRA-C (Bangladesh Rural Advancement Cooperation). First meta partnership BEAC UNICEF Tropical china; from 1996 leapfrog partners beyong vilages without electricity start to web end poverty's races. Japan and silicon valley ask abed to go international - vrac university with james grant as first world class colege begins 2001
meanwhile in 1890s london 2nd editor walter bagehot continues queen victoria's project - can the English Constitution end the slave making mentality of corpoartesd like East India company with a commonwealth constitution. Although many believe Victoria did plant this legacy for the 20th C royal family - not in time for east Insia comoany to ruin another quarter of the world's lives - the chinese after 1960 clsoe themselves to global trade rather than accept ultimatum to accept opium as a currency. Just as it takes peoples of the place we now call bnagaldesh 110 yeras to start freeing their own trade, so too contenetal china. By 1972 out of desperation both bangaldesh and china depend on raiing womens productivity from mear 0 to more than that of men in every community developing children. On the Bangladesg side follow the mapping of the reforemd oil company ceo fazle abed; on china tropical side note that one child polict meand half of all familiyies start to be dependednt on how brillainatly entrepreneurial their 20s something daughter becomes

Dedication: Sir Fazle Abed 50 years (2019-1970) supporting billion women end poverty:.Notable learning curve exponentials of diarists of Economist & global village audience interactions teachforsdgs.com-before impact of global viewspaer disapperaed did first 150 yeras of our diarists map enough intel for millennials to be the sustainability generation?
. what if human development determined by family's social network quality situated within web 3 2 1 0 after electricity before webs 00 before electricity
Primary purpose founder (London Scot James Wilson 1843) can global viewspaper mediate goals 2 and 1 end hunger and end poverty- changing slave making tdae toward multi-win commonwealth: wilson's pjhilosophy Smithian (last writings morality of markets before engines; first 16s of engines impact on national branding; wislons 2 signature partnership with queen victoria - end corn laws starving half of ireland's population; go to calcutta to start chrater banking by and for the people; sadly wilson diee of dairrhea withing first year in vacutta but son-in-lam bagehot continues transfolrmation of Englsh Constitution
From 1951 given greatest scoop by vin neuamann - ask what peoples do with 100 times more tech per decade 1930 to 2020s-particularlycan zero sum games be resplaced by sustainable above zero sum trades - eg networks applying life critical knowhow multiplky value in use opposite to consuming up things
Norman Macrae's learning curve in 28 years before being mentored by Neumann: first 13 years home schooled btitish embassies including Stalin's moscw; then soend s last days as teen navigating airplaned bomber commandnd Burma before 6 years of good fortune; last class taught by keynes cambridge; mentired at Economist by sur geiffrey crowther autoboigrapher of Economist's first century
stories from mapping 100 times moore: best ever western leader decade fyt=ure chalenge - kenned'y's moon race primarily biproduct satellite telecoms (alumnisat) and interdendence - 2 atlantic segments : america's new european; Euro's old; asian about two thirds of humans dependent on pacific coast's world trade (that leaves up to 15% to decide which ocean integrated their muti-win games0; age 39 macrae permitted one signed survey a yera- begins with 10 years of surveys of what futures do peoples want - 1962 Japan and rising Asian neighbors; 1963 people of Russia; 1964 peoples of Brazil & Latin America ...1968 peoples of south africa; 1969 rainbow peo[ples of USA- from 1972 alarmed by nixon's exit of dolar from gold standard begins 40 tyear future histiry genres with early fici on fintech, edtech, healthtec as well as energy markets; from 1976 joined by prodi argues for future capitalism grounded by sme networks not just bigger and bigger corporate and gov; 1984 prepares for last 5 y years at Economist with 2 genres - 2025 report book first published with chris macrae on updating sustainability deadlines and opportunities/threats of web1-3; biography of von neumann ; last article dec 2008- huge risk web 2 age of millennials will be underinvested with youth having to bail out elders; can blockchain distributed finance be last chance antidote to every greater political havoc of printing paper money?
Systems truth - big organisations hate innovation (ironically artificial intel best at integrating deepest real time data in way no human gov can do real time)- notably powerful western people blocked from transparent unlearning by media & lawyers; gov2.0 is about how hard one transformation of gov is since horse was fastest way to communicate; industrial revolution 4 shows how hard for big corporates to innovate beyond past system; 2020s last chance crises may involve privileged gamesters racing into web3 societies who havent yet learnt from billion poorest women attempts to leapfrog from web00 (without electricity)in 2001 friends of billion poorest women proposed solution - new universities who share their alumni's open community to community sdg solutions- see abedmooc.com and discuss meta challenges to sdgs.games- as predicted in 1984's 2025 report transformation of edu essential to survival of human beings (echoing HG Well's civilisiation race between edu and catastrophe)
Abedmooc.com .. women4empower; herstory's turning points - some dates approx as took decades- if we've missed or wronged herstory (valuing womens planet Xponential multipliers with men's) -please rsvp chris.macrae@yahoo.co.uk - all errors mine alone gandhi 1906 thrown off south african train-starts 40 years of chnaging education from infant up (see underknowns.com) -seeds future of mandela nets; 2020s gteatest ever network multiplier gandhi &montesorri; remultiplied einstein 1940s; in 12 post war yers greatest ever maths networkers leave legacy of 100 times more ytech per decade; from 1951 scoop of what to do with 100 times more etch relayed tp economist journalist for humanity; by 1960 ai labs twinned to face both coasts (pacific 75% of human sustainability; atlantuc 25%); by 2020s media's last chance at transparency see metaerseprize.org) as too much data streaming from every gps not to blockchain and humansAI (see nftssdg.com); 1843 smihian james wilso starts royal society newsletter gossiping why royal family need to celebrate sdg1 and 2 end starvation of eg Irish; ebd impoversiation of british raj; biggest underknown -did queen voctoria despatche wilson with idia's own chartered bank to get rid of him or to design multi-win commonwelath trading; in any event wilso dies of diarrhea within 12 months landing cacutta; it tales 112 years and partitionining of india subcontinnent before former oil company regional ceo fazle abed fimaces solutions of end diarrheas as killing tropical asian infants and end starvation by maximis vilage rice tech (borlaug)- having celebrated 100000 vilages first demonstartion of these solutions - unicefs japmes grant sonsors transai extension; coming from china missionary epidemiologist family - abed and grant partner in nationwide vaccination against infant diseases; thats 3 of the first 30 mass colaborations of the 1billiongirls.com who ended poverty 2019-1972 (as for other models of western aid, who knows but data shows whatever else thy did it wasnt the vast majority of extreme povery ending); see the irony of web00 world (no electricy ) contributing more to sustainability than ever other world at 2025report.com - finders crossed web3 starts to emulat development economic leaps of web00 women; 1758-62: very intersting adam smith scotnds worldwide contribution to human development let alone emotional intel; bes ever summary of nature and humans market purpose before endines; best ver plea to startup engine applications everywhere not juts london 1760 east idia company's admin MOMENTS OF THE ECONOMIST - founded 1843 to mediate sustainability 2 primary goals - end hunger & poverty by Smithian James Wilson; 1943 centenary's autobiogtraphy compelling testinmong on what went wrong with negineerings in 20 most advanced nations (19 white); from 1945 Economist takes on Neumann's suggestion of greatest journalist scoop ; what to do with 100 times more tech per decade 2025-1945?; is there an optimistic rational way out of Orwellian Big Brother endgam?. If so how will educators and youth web & do what economists and elders cant even imagine/ ANNOUNCEMENT - from june 1 2022, the first post of every month will often linkin the previous month's update of CodesMeta.com - In turn this is one of the main celebration collabs of 2025Report and friends celebrating progress along the roadmap to UN secretary general's digitalisation "UN2.0". Codesmeta welcomes co-editors rsvp chris.macrae@yahoo.co.uk help AI make 2022 youth's most collaborative year-
2016 glory to every natural deity sept 2016- after 1st year review of SDGs jim kim makes his biggest move- what unhq and unesco have just reported is sdg4 wont happen before 2100- so he starts a pre-nft club on digotally cooperative education in geneva (getting unctad blessing to intro any educatir interested in etch to itu); just in time for engineer guterres to take up 10 year chair ofiun2.0 - from summer 2017- digital cooperation research becoems the bo=iggest chnage movement the world has ever seen with any government invited to benchmark nay unite un2.0) 2122 unga summit on ed no longer fit for purpose 22-23 school year of greatest every pprize sdgmetaverseprize.orh and more unseen wealth compounding out of ed3 nfts than all the oil wells on earth

Wednesday, May 31, 1995

Chapter 9 : brand UMBRELLA CONNECTIONS
Every manager wants to meet performance goals set by the company (s)he works for. Moreover, every manager wants to be seen by peers, bosses and subordinates to be doing the right thing. But, do those who organise the roles and responsibilities of brand managers take account of these basic human motivations? Who helps whom when it is time to implement new practices across the whole organisational process of branding? We will keep on asking these questions in the remainder of this book.

The threat of overbranding
By overbranding I mean that until a few years ago, particularly if you were an fmcg company - foods, toiletries things like that - the way to develop markets was within country and within product category. So you had a different brand in each country and product category and that was the level at which brands were operated. But now business competition is going truly international; most brands have become so fragmented that they really do not have any share of voice in the global public's minds; so the result is that having hundreds and hundreds of separate brand channels actually puts the company at disadvantage.
The real key is the legacy and history of how brands have been managed in the 1970s and 1980s. Many companies are now saddled in the 1990s with huge portfolios of small minority brands which do not justify themselves and are not supportable economically in the current communications environment nor on any future competitive scenarios.
Extracts from BBC for Business video "Branding - The Marketing Advantage"
In the previous chapter we suggested that winning brand organisations will pioneer internal teamworking cultures so that brand processes flow reassuringly as smart service relationships with consumers and customers. The revolutionary topic of this chapter is at once more simple and more complex. Most of the literature and inherited conventional wisdom from the era of classic brand management used a vocabulary of marketing that was all about targeting at and propositioning to consumers. A proper frame for thinking about powerful umbrella branding turns many conventional rules of thumb outside in. Out goes the selling proposition, in comes sustainable marketing of a leader's purpose. Instead of being conditioned to respond like targets, a different world of consumer interpretations evolves with perceptions of all the valuable "connections" which a smart brand relationship cultivates.
Strong umbrella brands need to embody top level values like delightful service process, world-leading competence and trust guaranteed by the corporate reputation. This poses extraordinary challenges for those companies which need to changeover from a history of investing in product-based brand equity to higher level equity platforms for brand organisation.
Structurally this chapter begins with a short history of what mental baggage marketing people no longer need to carry. Then we start to catalogue how umbrella brand campaigns help consumers to make connections with smart relationships of a longer, deeper and broader sort than a locally presented product brand.

Beyond positioning

Unfortunately, we now have to recognise an episode in marketing history where many marketing and advertising people have set to sea - like the owl and the pussy cat of Edward Lear - in a beautiful pea green boat. One which is now sailing into history and must therefore be quickly jettisoned by those who want to enjoy the future of brand organisation.
Most of the terms of reference for brand positioning trace back to the seventies when Americans Trout and Ries (T&R) popularised a theory of positioning consumers' minds that was anchored almost exclusively in the brand's first power base of 'value'. Their schooling emphasised that effective product positionings required a different brand for every product. Moreover, T&R castigated the mere thought of umbrella branding across product or national territories (of consumers' minds) as a corporate sickness. In effect, T&R positioned positioning to delight managers of the short-term.
I first started researching umbrella brands seriously ten years ago. The Japanese office of a leading fmcg multinational had not been making any headway with product brands and was prepared to tear up T&R's approach to positioning. In Japanese markets, product sub-brands were the lowest form of brand with Japanese consumers wanting to know what quality of corporate guarantee was on the line whenever they chose a product. In positioning umbrella brands in consumers minds', we started to discover that in addition to the product positionings of T&R, it was necessary to invest in an inventory of identities (enabling consumers to recall, wear and recognise the umbrella brand in as many ways as possible - see Chapter 2) and an integrating brand essence (which works as an emotional platform, service vision or corporate guarantee connecting up a wide range of products - see chapter 1).
In the nineties, one of the biggest problems facing international consumer goods companies is the ownership of too many fragmented product brands whose marketing budgets just do not have minimum critical mass. You might have thought that the positioning school of T&R would already be defunct. Yet recently, while working for the same multinational but a different national office, their advertising agency's local account executive made a cautionary presentation on the dangers of line extending drawing totally on the T&R syllabus. Moreover, I have become accustomed to the sad fact that the T&R gospel of the more brands the better has often suited marketing clients (eg the more brand managers the better) and their agencies (because umbrella branding can expose how poorly many agencies cater for the vital branding need of integrated communications - eg identities created by packaging design and advertising should always be a unifying source of a brand's impact).
Chris Macrae, personal diary entry, 1994
From an umbrella frame of reference, which all brand organisations now need to keep thinking about, we suggest retaining what you wish from the classic T&R school of positioning as a framework for sub-branding. Product sub-brands will always have impact in those contexts where the name of the game is to position consumer minds within product categories or segments thereof. But each of these is by definition a highly fragmented channel of communication whose scale as a marketing platform is no longer a brand strategy in itself except possibly in very big product categories. And consumers who become used to umbrella brands are smart enough to perceive their values play at higher levels. Consequently, many consumers have leaped ahead of marketers in looking down on brand values conceived only in product positioning terms.
Brand Architecture works by linking up high and low levels of branding. High level brands play by new rules as banners reflecting corporate leadership. If you need a slogan to popularise this, try out that of Haim Oren of Israeli ad agency Kesher-Barel : "there is Positioning if you want product sub-brands, and there is now Compositioning for Company brands - integrated messages for organisations whose intent is to lead added value across a sphere of business."
Brand Architectural knowhow requires new explorations of marketing thinking in two ways which we need to learn as rapidly as possible:
·what new rules of the game do umbrella brands play by to communicate connecting messages? - a topic for the remainder of this chapter
·where does brand architecture lead to organisationally and strategically? - a topic which we address from Chapter 11 onwards
Cataloguing the new rules of umbrella branding
We suggest compiling a catalogue of game rules beginning with what can be seen to be newly working in umbrella form. We then add in some practitioner guidelines which have been issued to contrast good umbrella branding practice with one-product brand rules of thumb. We conclude with some questions - including offbeat ones - which illustrate why we recommend brainstorming the increasing variety of advantages which umbrella branders are inventing.
Table 1 provides an example of a brand organisation which has recently discovered its own way of working umbrella branding. We, as consumers, know that we have recently seen Nivea extend itself successfully from primarily the reference point as the good ordinary skin cream to almost anything Nivea wants to be in skin care and neighbouring categories. We know that the essence of trust in Nivea still feels the same as it always has. Umbrella branding cataloguers can debate all the key moves that Nivea has organised round, some of which you might wish to edit by taking Table 1 as a starting point. Table 2 provides a similar analysis, but for a highly contrasting situation : the reengineering of Gillette's Brand Architecture. ( We should note here - as throughout our illustrative strategic analyses in this book - the table has been compiled by people who have not worked on the nominated brand. As reasonably informed interpreters of umbrella brand language, these brand critiques feel right as far as they go but we are not in the business of giving away a company's state secrets).
BRAND STRATEGIC TRANSITION EXECUTION KEYS
NIVEAinternational•Transition from long-established image of Nivea Cream's trusted value for money and understated but uniquely identifiable royal blue pack to cosmetic and treatment ranges including many high added value applications of female moisturisers/skin care productsSTARTING POSITION
Nivea, circa 1990, has extraordinarily loyal consumer franchise founded on cream's properties as:
soothing/caring
reference point for skin care (mother of all creams before high fashion/science products targeted this area)
trusted (simple value choice)
impactful ownership of royal blue livery
BUT underexploited occasions of Nivea usage due to founding product's modestly presented simplicity and singular form
TYPICAL ACTIONS
Each high added value fashion line appears in own advertising commercial; usually several of these run concurrently; rotations of campaigns also aim to match seasonal needs (eg sun care). Very successful in translating the following message : if Nivea has for so long been depended on for its expertise in producing the reference point product in ordinary creams, then it should now be only natural to look to Nivea as the first source for high added value variants of skin care products
·Sub-branded ranges have evolved Eg Nivea "Visage"
·Adverts are usually executed as an essay in blue
·Sub-branded technologies are word-of-mouthed in women's magazines
KEY MOVES
Leveraging extension potential of extraordinarily powerful brand equity due to the following combination:
·unique identity system (eg royal blue and white livery ) - very impactful differentiating brand as simple, pure
·unique essence due to heritage values of reference product as trustworthy, simple, valued, consistent, caring through generations, the global standard
·developing awareness trigger in consumers' minds as the consistent leader of skin care's "mental bridge" between products chosen for cosmetic values and those chosen for treatment values
Integrated global branding as number 1 consumer authority. Transitioned through being consumers' standard reference point in basic skin care to being the first in mind when consumers wish to try specific (and high added value) skin care treatments
Buying out global partner (Smith & Nephew) before full appreciation of brand equity's leadership position was widely recognised by city analysts
BRAND STRATEGIC TRANSITION EXECUTION KEYS
GILLETTEUS & Europe•Transition from fragmented, local and low added value "best-selling" product brands to international company lifestyle brand "GILLETTE"
•GILLETTE company brand to be used as the master brand in a double-branding leadership strategy planned in the following way:
- GILLETTE to have meaning relevant to being number 1 across all target markets (categories and countries); flagship product sub-brands to be aspirational leaders of categories crafted to give 2 newsworthy means of added value linkage:
•continuing "news" campaigns of company brand and product sub-brand could enhance each other
•additional "news" coming from campaign rotation of sub-brands while retaining Gillette as core
STARTING POSITION
Gillette, mid 1980s, has history of largest volume shares in global markets but fragmented and low added value positions.There were no linkages across markets other than "subtracting value" through communications as cheap, blue and plastic
TYPICAL ACTIONS

•Cancelled system of local advertising budgets allocated to campaigns on best selling local product brands. (This had developed over time into fragmented and value-but-not quality positions)
•Execution of New Umbrella Format:
Interweaved company umbrella lifestyle message "best a man can get" with features on leadership benefits of one or more flagship product sub-brands NB - campaigns positioned as international leadership platforms; GILLETTE (world's number 1); flagship product sub-brands
( Sensor, Gel, Series) featured unique high added value sub-positionings transferring values to Gillette's best selling (but now non-advertised) lines as well as reinforcing Gillette's image as an innovator
KEY MOVES
"Double-Branding" - company umbrella branding (lifestyle) and aspirational product sub-brands add value to each other
·umbrella branding's essence envisions a world leader of its sphere of consumption - "best a man can get" has simple but various meanings to purchasers and consumers
·product sub-brands presented as newsworthy with leading features in their category
"Linkages" - between the levels of brands connecting up the Gillette portfolio
·company brand and product sub-brands positioned to lead each other
·company brand is kept as the connecting centrepiece while campaigns for product sub-brands are rotated
·actual best-selling Gillette products feed off the news/fashion created by Gillette and its flagship sub-brands in spite of being absent from advertising
"Identity System" - exploits an internationalised design language
·the umbrella brand and flagship sub-brands are pivotal awareness triggers but not the best-selling products
·other elements of Gillette's identity system recycle Gillette's history of communications/design properties - eg blue is now the spotlight colour under which Gillette's close-of-ad logo is highlighted
In core business categories (eg disposable razors), Gillette effectively presents consumers with a full range of value positions while encouraging consumers to think of trading up to the flagship sub-brand as the only one featured in advertising

Copy Department Guidelines
From a small straw poll of copy departments - at manufacturers and advertising agents -conducted in 1994, fully analysed guidelines for umbrella branding appeared lacking. There were some general impressions:
·It is thought that it is often difficult for a tv spot to feature more than one core product (or category) at a time. One solution is to integrate, eg press advertising, which is thought better for carrying range messages. Another solution is to execute two or more product tv advertising campaigns in the brand's name concurrently (sometimes as spots sharing the same commercial break)
·There is considerable debate as to best practice when extending a brand which has hitherto primarily been associated with one product. Partly, this may relate to the large number of attempts which have been made without properly re-examining what the brand's future essence should mean. In terms of copy instructions, some companies insist that if a well known brand is to be extended, the new product must appear early in the tv ad on the grounds that consumers will not be attending/expecting a new product at the end of an ad for a brand whose existing product is well known. However, not all mood campaign formats can begin with the new product in the opening seconds : an alternative solution is to feature press ads or PR designed to introduce the product news and inviting consumers to watch out for more on the tv.
Guidelines such as these illustrate that to be effective umbrella brand advertising needs to be orchestrated in context specific ways. Detailed learning is needed to make the most of integrated presentation of variables such as : form of media, number of concurrent campaigns, products featured. But the curious umbrella brand organisation widens the debate even further.
Brainstorming offbeat questions on umbrella brand organisation
In the last couple of years, we have met a lot of marketing directors where conversations have turned to "Oh - I did not know other people were also asking themselves that kind of question". Communicating with umbrella brands is still a new art for most of us, and we do recommend brainstorming some of the "management of execution" issues with other practitioners from non-competitive product fields. Examples of brainstorming questions which are listed below. Questions do need to be raised and debated before an organisation can make the most intelligent use of umbrella brands.
·Are the products which you sell the most of ( or profit the most from ) the same as those which are your best image-making flagships? If not, what implications does this have for which products you budget for in allocating resources to advertising of sub-brands? Moreover, how should you rotate advertising campaigns of sub-brands to represent leadership across your total sphere of business? Should calendar or other theming of consumer diaries take precedence over product specific messages?
·Will parts of the company's umbrella brand architecture be reinforced by flagship products which the organisation cannot make itself but should licence out? Are there other partnership strategies you should form to encourage companies to work within the added value chain of your umbrella branding instead of competing against it?
·Are you making the most of "double-branding" linkages (eg Gillette-Sensor) where two or more levels of brand hierarchy both gain from being connected up to each other? At a global level, is it possible to imagine a consumer-facing organisation competing for the future without at least one quasi-corporate brand directed from the top of the organisation's brand architecture?
·If you are getting less and less bang for your promotional bucks : where is the source of the problem:
- creativity of execution
- format of execution
- media used
- brand architecture (eg too many brands)
-some combination of these
·Can you still afford the philosophy that it is OK if some of your brands are competing against each other?
·If you were to start all over, first with one brand as a company banner what would that be? Then what other high level brands would you maintain? How do the brands' values work to represent your core competences and core businesses?
· Your competitors are playing by some new umbrella branding rules, but what are the implications of this for you? Do you know any longer where your next competitor may come from : eg some new brand partnership, or a traditional competitor but with a newly evolving brand architecture?
Summary
Brand organisations now have a lot to be curious about in terms of "connecting up" umbrella branding. In terms of external media investments, connecting up involves:
·knowing what higher level values work best for umbrella brands
·integrating forms and timing of media used
·maintaining a brand architecture where increasingly linkages need to be made between brands where:
-tactical impacts may still be conveyed by positioning sub-brands
-but increasingly the primary foci of your brand equity needs to be changed to higher level banner brands which represent brand organisations to consumer and customer
These are important questions to bring out in the open. Answers should be iteratively rather than definitively sought. Ultimately, they need to be diagnosed as part of the wider framework issues of branding process - introduced in terms of teamworking in Chapter 8 and developed more fully in architectural terms in Chapters 11 to 14.

You may also find that some of Brand Chartering's earlier chapters, eg Essence and Identity, take on renewed importance now that we have started to explore the leadership meanings of umbrella brand organisation.

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