Prof. Fang Wan - V SGBED International Research Symposium

1. Brand as a System:
The Local meets the Global
Fang Wan, Ph.D.
Professor of Marketing
Ross Johnson Research Fellow
Asper School of Business
University of Manitoba, Canada
The 5th International Research Symposium on Branding in
Emergent Markets, Dec 10, Nanjing

2. FangWan,Ph.D. 万方博士,，博士导师
品牌中国规划院理事（国家级智库），品牌思为俱乐部联合创始人
Directorof InternationalExecutive Program，
国际高管培训项目总监
Professorof Marketing市场营销教授
RossJohnsonResearchFellow 罗斯约翰逊研究员
AsperSchoolof Business艾斯伯商学院
Universityof Manitoba,Canada 加拿大曼尼托巴大学
希伯来大学，泰国UTCC，中欧商学院，新加坡国立，南洋理工，清华，香港中文，
香港理工，河北理工，陕西理工，西南财大，讲座,客座海外教授；
HebrewUniversity,.UTCCThailand,CEIBS, NationalUniversityof Singapore, Nanyang
TechnologicalUniversity,HongKongPolytechUniversity, Qinghua, ChineseUof HongKong,
HebeiTechnologicalUniversity, ShannxiTechnologicalUniversity,SWUFE,
万方

3. Managerial Hat
 Brand China Planning and Strategy Institute
品牌中国规划院理事，海外部长，中国
 Executive Committee Member of Einstein Legacy Project 爱因斯坦品
牌执行董事， 以色列
 Founder, Book Club of Chinese Chamber of Commerce, 加拿大
华商会读书会创始人
 Co-founder, Fella Club, 成都FELLA学社联合创始人
 Co-founder, Branding Thought and Action, 品牌思为俱乐部联合
创始人，清华大数据协会

4. 我的穿梭 My Journey
品牌实战
Brand Practice
品牌理论
Brand Theory
品牌实战家
Coach
品牌学者
Researcher
西方
West
中国
China
世界
Global

5. Interbrand: Top 100 Global Brands 2015
5

6. 6

7. 7

8. 8

9. 9
Part of My job during the past few years:
Decoding/coaching
Learning/imitation/emulation/Innovation

10. 洞见 insight
真相 truth
新的视角 new
多元视角 diverse perspectives
整合,运用, 落地
Integrate, landing
开脑洞
open up mind
执行，跟踪, 反思
Execute, track, reflect
My
Intentions:
我的框架

11. Three Anecdotes
11
Emulation
Imitation
Learning of what?

13. Functional
Beginning
Defining
Beauty
Debunking
Myths
Self
Acceptance
Evolution of
Evolution
Dove Real Beauty Models

14. 14
Ideal Me:
Mainstream 99%
Authentic
Happy Me:
Dove

15. 15
What branding is NOT?

16. 16
Visible and Invisible Facets of Branding
Visible
Brand artifacts:
e.g., logos, graphics,
Marketing tactics
Customers
Choice/purchase
Invisible
Drivers
Internal brand
processes:
corporate culture
Employees:
their endorsement
Mindset of leaders:
long vs. short-term
focus; vision; values
Brand Soul:
Synchronization

17. The Invisible is
the secret and fatal weapon
Truth:
The how;
The whys

18. 18
Brand
Synchronization
Industry, Institution, Market conditions
Socio-Cultural-Political environment
Brand
Adaptation
Future/Brand T2
Brand
Audit
Brand Soul
Brand Triangle (Wan2010)

19. Great Companies:
Blend Strong Culture with
Structure, Iconic, Impactful,
Soulful
Good Companies:
Differentiation, Efficiency
Mediocre Companies:
Undifferentiated, market nice
What kind of brands sustain to the future?
Sustainable
Future

20. 20
Case 1:
Culture Brand:
Apple

21. Apple Brand
21

22. What is Apple selling?
22
We make beautiful
computers. They are
beautifully designed.
Simple to use and user
friendly.
Wanna buy me?
Everything we do we
believe in changing the
status quo. We believe in
thinking thoroughly.
The way we challenge
status quo is by making
our products beautifully
designed, simple to use.
We happen to make
great computers
VS

23. iMac
Apple
Store
iPod/
iTune
iPhone iPad
Lifestyle
Brand
Game Shaker

24. Apple: Winner of Identity Brand

25. Visionary
(Leadership)
Community
(Consumers)
Team
(Employees)
Visionary-driven brand (Apple)

26. Circular Structure
26

27. Decode Apple Cultural DNA
 Strong Visionary: Jobs
 Zen/Minimalism
 Authoritarian
 Perfectionist
 Art/Design-driven
 Innovation=Aethestic+Constraints (No)
+Integrative+Control
27

28. 28

29. Apple on the Inside
Apple's really efficient and very impersonal when it comes to
making decisions [about killing a product]. There is never any
illusion about what the company's focus is and that comes
from the top, that came from people like Steve and Scott
[Forstall, head of iPhone software], formerly [software chief]
Bertrand [Serlet], Tim Cook, everybody, they know what
Apple is supposed to be doing and the other side of that is
they know what Apple is doing, they actually know what's
going on in their back yards.”
- Former employee commenting to the Guardian Newspaper

30. Apple on the Inside
“[Jobs] was hands-on in a way I've never seen anywhere else, and it
must have been exhausting and time-consuming for him.
These were nail-biting occasions for us. We'd wait in our office to
hear the verdict while the designer presented behind closed doors.
Several times he never even got as far as showing off the features
we'd been slaving over because Steve would immediately focus on a
bad visual element in the interface. Whether it was an ugly button, a
miss-aligned font, or a control panel with too many buttons, we'd
never recover. All our work under the hood meant nothing, he had
seen enough and we'd failed...it took me time to realise how
effective his method was. Because we knew any surface sloppiness
would negate everything else we did, the user experience became
the true top priority.”
-Former employee comment to the Guardian Newspaper

31. Apple on the Inside
“Steve Jobs has been described as "brilliant" and "mean" in
the same breath. Brilliant because of his insight and vision,
mean because he would let you know if your ideas weren't
insightful or visionary.”
- Former employee comment to the Guardian Newspaper
“After looking at many different materials [for Apple’s new
retail store], Jobs finally decided on a type of limestone called
Pietra Serena that comes from a region of Italy near Florence.
Although they could only find 5,000 square feet of the color
Jobs liked, he insisted that 1,000 square feet of it be flown to
Cupertino for his personal inspection.”
– Employee comment in Business Week

32. Jobs=Karl Lagerfeld

33. What is the driver
Of Apple System？
Talents/geniuses
cannot be imitated
and replicated

34. 天才的Jobs,
才有卓越的苹果
没有Jobs?
谁的苹果怎样的苹果？
If no Jobs, whose and
what APPLE are we talking about?

35. 35
Case 2
Culture Brand:
Google

36. Google Founders:
Larry Page and Sergey Brin

37. Senior
Management
Team
(Employees)
Community
(Consumers)
Team -Driven Brand (Google)

38. 439 Millions
1.4 Billions
$3.19 Billions
6.13 Billions
10 Billions
$16 Billions
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
2002 2003 2004 2005 2006 2007
Google Revenue

41. Brand Core Values (e.g. Google)
1. Focus on the user and all else will follow.
2. It’s best to do one thing really, really well.
3. Fast is better than slow.
4. Democracy on the web works.
5. You don’t need to be at your desk to need an answer.
6. You can make money without doing evil.
7. There’s always more information out there.
8. The need for information crosses all borders.
9. You can be serious without a suit.
10. Great just isn’t good enough.
Dr Wan_PA Brand Exercise

43. Google Jacuzzi

44. Google Campus

45. Google Campus

46. Google Campus

47. Google Campus: Happiness Design
(visual)

49. Google Campus: Happiness Design (social)

50. [Nexus S]
[Galaxy Nexus]
[Google Search Appliance]
[Takeout]
6. Development Resources
[Google Chrome OS]
[Google profile]
2. Advertising Services
[TV Ads]
[Google Website Optimizer]
[DoubleClick for Publishers by Google]
[Google AdWords]
[Accessible Search]
1. Search Tools
Web-based products
[Google Scholar]
[Google Custom Search]
[Experimental Search]
[Google Finance]
[Life Search]
[Google News] [Google News archive]
[Google Patent Search]
[Product Search]
[Suggest]
[Google Video]
[Web History]
[Voice Local Search]
[Google Checkout]
[Google Image Search]
Product List TM
Mobile Applications
5. Operating Systems
3. Communication and Publishing Tools
7. Map-Related Products
8. Statistical Tools
9. Desktop Applications
1. Mobile Web Applications
2. Mobile Standalone Applications
5. Scheduled to be Discontinued
3. Hardware
6. Discontinued Products and Service
4. Services
[Google search]
[Google Alerts]
[Blog search]
[Dashboard]
[Google Books]
[Google Groups][Hotpot] [Language Tools]
[SMS]
[AdMob] [Google AdSense]
[Google Certification Program]
[DoubleClick][Google Grants]
[FeedBurner]
[Google 3D Warehouse]
[Adwords Express]
[Google Apps]
[Blogger]
[Google Bookmarks]
[Boutiques]
[Google Business Solutions]
[Google Calendar]
[Google Docs]
[Google Friend Connect]
[Gmail]
[Google URL Shortener]
[Google+]
[iGoogle]
[Marratech e-Meeting]
[Orkut]
[Panoramio][Picasa Web Albums]
[Picnik][Questions and Answers]
[Google Reader][Google Sites][SMS Channels]
[Speak To Tweet]
[Google Voice]
[Web Fonts]
[YouTube]
[Google TV][Android]
4. Account Management
Products
[Google App Engine][Google Closure Tools][Google Code] [Dart]
[Google Go][OpenSocial][Page Speed]
[Google Swiffy]
[Google Web Toolkit]
[Webmaster Tools]
[Google Body]
[Google Building Maker]
[Google Map Maker] [Google Maps]
[Google Mars]
[Google Moon]
[Google Sky]
[Google Transit]
[Google Analytics][Correlate] [Google Fusion Tables]
[Google Insights for Search]
[Google Refine]
[Trendalyzer]
[Google Trends]
[Zeitgeist]
[AdWords Editor]
[Google Chrome][Google Earth]
[Gmail Notifier]
[input method editor]
[Google Japanese Input]
[Picasa] [Picasa Web Albums Uploader]
[Google Pinyin][Quick Search Box]
[Wireless access]
[SketchUp]
[Google Toolbar]
[Visigami]
[Blogger Mobile][Google Calendar] [Gmail]
[iGoogle]
[Google Latitude]
[Maps Navigation]
[Mobilizer][Google News]
[Google Offers][Orkut]
[Picasa Web Albums]
[Google Product Search]
[Google Reader]
[Google Wallet]
[Google Currents]
[Books]
[Google Goggles][Maps][Google Music]
[Reader]
[Google Sync]
[Talk] [Google Voice app]
[Yinyue]
[YouTube Remote]
[Google Mini]
[Nexus One]
[Google Notebook][Google Wave] [Knol][Picnik]
[Google Public DNS][Google Crisis Response]
[Aardvark]
[Google Answers] [Audio Ads][Google Base]
[Blogger Web Comments] [Google Browser Sync]
[Google Buzz]
[Catalogs]
[City Tours][AdWords#Google Click-to-Call]
[Google Code Search][Dashboard Widgets for Mac]
[Desktop]
[Google Dictionary][Directory][Directory Project]
[Dodgeball]
[Google Fast Flip][Free Search]
[Google Desktop]
[Google Health]
[Gears]
[GOOG-411][Hello][Google Image Labeler] [Google Labs]
[Jaiku][Joga Bonito][Google Lively][Mashup Editor][MK-14]
[Google Trends#Google Music Trends][Notebook]
[Google Pack][Google Page Creator] [Personalized Search]
[Photos Screensaver]
[Google PowerMeter]
[Public Service Search]
[Real Estate]
[Rebang]
[Related Links]
[Google_Maps#Google_Ride_Finder]
[SearchMash]
[Google SearchWiki]
[Send to Phone]
[Shared Stuff] [Google Sidewiki]
[Slide.com]
[Spreadsheets]
[Squared]
[University Search]
[U.S. Government Search]
[Video Player]
[Google Video Marketplace][Voice Search]
[Web Accelerator]
[Writely]
[Google X]

51. Senior Management
Middle Management
Engineers/Employees
Traditional Organization Structure

52. Google’s Organization Structure
谷歌公司结构
Senior Management
Middle Management
Engineers/Employees
Peer to peer vs.
manager to minion
自我管理
Inspirational and
caring vs. managing
启发激励vs.管理

53. Transforming Geniuses into Happy Teams
Soul
Well-being
Money
Body
Competence
Motivation
people
Culture:
Processes
Policies
Structure
Culture is scientifically designed and executed to
ensure growth of talents

54. Google Innovation DNA: 基因
 集体天才：集体主义文化+个性创新文化
Collective genius: True asset of Google is its talent pool and
the culture to nurture and motivate the talents.
 创新=工程师主导+自由+民主（好的）+即兴
 Innovation=
engineer-driven+freedom+democracy (YES) +ad-hoc
54

55. Case 2
Culture Brand:
Google

56. 56
Elements of Branding：
Differentiation
Focus/Niche
Tight system

57. 57
Brand
Synchronization
Industry, Institution, Market conditions
Socio-Cultural-Political environment
Brand
Adaptation
Future/Brand T2
Brand
Sustainability
Brand Soul
Brand System Theory (Wan2012)

58. 58
Part 2
Manifestation of Brand Triangle
in SMEs: Five Prototypes

59. 1. The Infant
59
K7687Z
Brand Mantra:
“Brand starts as a hobby and stays as a hobby.”

60. 2. The Rock
60
Mantra:
“We are good. Come and find us.”

61. The Rock
61
“Brand promotion is a virtue, not a vice!”

62. The Rock
Reasons
 Confined by industry/regional norm
 Bias against external branding
 Lacks the will, skills, or mindset
 Lack of understanding of the importance of
external branding as part of holistic branding
process
 Lack of explicit awareness that internal values can
be a strong tie to external stakeholders
62

63. 3. The Shell
63
Brand Mantra
“Chasing the wind”

64. The Shell
64
“Pause, reflect and Then ACT!”

65. 4. Old Man
65
Brand Mantra:
“Why fix it if it is not broken?”

66. Reasons
 A strong internal culture can impede change
 Family control
 Homogeneity in internal members
 Content with status quo (but market share will
eventually shrink)
 Lack of competition at Time 1
 Lack of Motivation
66
Old Man

67. Recommendations
 Long term sustainability in a changing market
involves adopting an “adaptive” mind set
 Implement brand tracking
 Activate incremental change
 Diversity in work place to enact change
 Brand extensions to attract younger segments
 Brand can be rejuvenated by extension to new
segments
67
Old Man

68. 4. Old Man
68
“Wake up, Dude. You are stale!”

69. 5. The Star
69
Brand Mantra:
“Aware, Active, Adaptive”

70. Characteristics
 Synchronization 1—
 external branding activities are driven by core brand
value internally and brand soul.
 Internal analysis precedes brand expression.
 Synchronization 2—
 holistic understanding of brand identity.
 Situating brand in the market place with long term
focus.
 Adaptation to market change at T2 is coordinated with
the core brand value at T1.
70
The Star

71. Reasons
 Resources, expertise, and culture are in place
 A combination of organic growth and
corporate “hand-downs”
 Self-reflective with long-term goal orientation
 Value system is gluing various constituencies
71
The Star

72. Overview of 5 Prototypes
72

73. 73
Brand Soul
Internal
branding
Obtuse Brand Growth of
Private Sector:
(guided by rationality
and performance)
Flat Branding of NGOs
Strong foundation of brand soul
Less conscious pursuit of
Internal and external branding
internal
branding
external
branding
Solid, strong brand soul, guided by
pubic engagement &
community orientation

74. Brand Triangle
74

75. Unique Brand Challenges in Public Management
 Silos Trap
 Prevents alignment, coordination, interconnectedness
of brand components
 Confidence/complacency Trap
 Myopia (ego-centric view of external world)
 Fear of Change
 Lack of brand adaptation and brand valuation

76. Soul
Dis-
synchronized
Silo Trap

77. Soul
Silo Trap; Overconfidence Trap

78. Soul
Brand Adaption
Complacency trap
Brand Tracking
Complacency trap
Sisyphus Trap
Silo Trap
Fear of Change

79. 79
Glocal:
Global meets the local
MNCs vs EMNs

80. Decoding Canadian Brands
80
Is there a Canadian brand?
--Good country brand; poor corporate brands
Diversity is a double-edged sword
--lack of shared identity
Integration is Necessary
--no culture glue; no concerted efforts
Scaling is necessary
--entrepreneurial, regional

81. Decoding Global Brands (Wan 2012)
解构全球品牌（万方 2012）
Winning
Brands
王者
Culture
（文化）
Synergy
(System) （系
统）
•Integration 整合
•Consistency连
贯
Age传承
•Heritage传统
•Experience经验
•History历史
Value 价值观
•Reputation美誉
•Image形象
•Meaning意义
Innovation
创新
•Newness新
•Usefulness可用性

82. Proven
Success
取得的成功
Promise
承诺
Vision
(identity)
远略，身份

83. Decoding Chinese Global Brands (Wan 2012)
解读中国国际化品牌
Chinese
Brands
中国国际
品牌
Speedy
Imitation
快速模仿
R&D
Focus
聚焦研发
Flexible
Adaptive
灵活适应
Ambition
Passion
野心激情
Village
to City
农村包
围城市

90. The Heart of the Continent to China:
My journey
90

91. 我的关怀 My Heart and My Dream
No one can escape from her home
It does not matter how far we travel
We always remember the road to home
When a person is growing older
When her body is more and more distant from
home
Her heart and soul will grow closer to home
The complex of home starts from childhood
And it affects us for a life time

92. fang.wan@umanitoba.ca
Wechat:
fangwan_aydan