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Abstract
Presents a framework for the strategic management of corporate brands as seen from a top management perspective. Describes the change processes involved in a corporate branding effort at the LEGO Co. Whereas much of the literature on branding focuses on the initiation of a corporate branding effort (eg brand positioning, brand identity formulation, brand architecture design), this case follows the LEGO Co''s branding process through four progressive phases: stating the brand, linking vision to culture and brand image, involving stakeholders in brand relevant activities, and integrating the organization behind the brand. During this strategic shift, LEGO''s top management vision, organizational culture, and stakeholder images became increasingly aligned.
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Abstract
Presents a framework for the strategic management of corporate brands as seen from a top management perspective. Describes the change processes involved in a corporate branding effort at the LEGO Co. Whereas much of the literature on branding focuses on the initiation of a corporate branding effort (eg brand positioning, brand identity formulation, brand architecture design), this case follows the LEGO Co''s branding process through four progressive phases: stating the brand, linking vision to culture and brand image, involving stakeholders in brand relevant activities, and integrating the organization behind the brand. During this strategic shift, LEGO''s top management vision, organizational culture, and stakeholder images became increasingly aligned.