The Committed Enterprise: How to Make Vision and Values Work
This guide describes how to build unstoppable organizations, whether businesses or charities, hospitals or orchestras, by managing vision and values scientifically yet creatively.
TABLE OF CONTENTS The Committed Enterprise: How to Make Vision and Values Work
Chart 10.3 Organization brands have many stakeholders
Chart 10.3: Organization brands have many stakeholders
Brand image can change as sharply as the wind, especially if the organization is involved in a highly publicized event like discrimination, environmental scandals, product glitches or child abuse.
'Brandwidth' summarizes the scope of the organization brand. It involves leveraging all the organization's assets, skills, and values through its brand, and targeting all stakeholders, as Figure 10.1 demonstrates.
Figure 10.1: The organization brand
How the organization brand works
Organization brands vary in complexity, and have many possible stakeholders. Chart 10.3 shows this through five organization brands. They all differ.
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Unilever is targeted at all stakeholders except consumers, to whom the organization brand is hardly visible. Like Procter & Gamble, it markets to consumers through hundreds of individual brands, like Magnum or Calvin Klein.
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Microsoft targets all stakeholders. It also uses individual customer brands like Windows and Office, branded together with Microsoft.
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Princeton University and McKinsey, the management consulting firm, target all stakeholders and have no sub brands.
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Boston Symphony Orchestra is a non-profit organization brand, targeting all stakeholders. It also uses individual customer brands like Boston Pops (lighter orchestral music) and Tanglewood (summer festival in Berkshire), [3] targeted at particular groups.
[3]Interview with Mark Volpe, President, Boston Symphony Orchestra.
Copyright Hugh Davidson 2002 under license agreement with Books24x7
