The enterprise’s brand management involves in such aspects as R&D, production, market, sales, service and channel. So, it could not be achieved by only one functional department. In this case, the enterprise’s brand manager shall deliberate the brand management by means of virtual organization inside the enterprise.
Clearly define the enterprise’s demands for brand management
With continuous globalization of economy, fast growth of Chinese economy as well as gradual development of local enterprises for the past 30 years, most Chinese enterprises’ marketing level is at the stage of marketing integration and brand marketing.
The enterprise’s brand manager shall consider the marketing level of enterprise, so as to find right time to sort out the brand management system. Then, the proper decision could be made to carry out planning, consulting, implementation, research or improvement for the enterprise’s brand-related concept, orientation, structure, application system and procedures.
Feasible brand orientation
The enterprise’s brand orientation is closely related to its strategic orientation. An appropriate orientation is just like a beacon light to guide the enterprise’s employees in a big market with changeable situations and diversified consumption concepts. The enterprise shall take account of the level and demands of its audience as well as market situation and its own practical ability, so as to make the proper decision.
Seek the feasible brand management practice
As ascertaining the general orientation of enterprise’s brand management, the brand manager shall carry out the internal research and planning meticulously. Thus, the brand management could be put into practice via a series of projects.
For the large or very large enterprises, it is critical to evaluate and supervise the intangible brand assets; also, it is essential to evaluate the intangible brand assets in the course of enterprise’s separation, restructuring and merger & acquisition. For the large and medium-sized enterprises almost without brand management, it is also necessary to carry out some basic brand supervisory work such as market & competitor's brand survey, brand concept plan, brand orientation, brand demonstration, brand structure establishing and strategy for evolution of overall brand in the next couple of years.
For the enterprise with a clear brand strategy, the brand manager could study the demands or extend the application of brand management at the level of application. For the enterprise with relatively sound brand management system or transnational corporation's branch offices, it is more practical for the enterprise to propagate brand or integrate marketing on the basis of fiscal year.
The implementation capacity from organization, system and culture
For any consultation (management) program involving in the enterprise's lifeline, the succeeding vitality thereof shall be continuously supported by a powerful team and the enterprise's senior management. Also, the implementation capacity for the enterprise's brand management shall be from such an organization——the enterprise's brand management board, which is made up of the persons in charge of brand-related departments such as R&D, production, market, sales, service and channel. Meanwhile, the meeting shall be held regularly (e.g. monthly) to supervise, analyze and discuss the implementation of enterprise's brand management strategy. Particularly, the enterprise's brand management department shall cover all the operation systems rather than totally be attached to the marketing system.
The powerful organization must be backed and supported by effective regulations, procedures and systems. Thus, the enterprise's brand management board and brand management department shall be provided with clear responsibilities and performance mechanism at the very beginning.
The highest level of enterprise management shall be focused on the superstructure. Every one in the enterprise shall recognize the corporate culture. From this point of view, the brand management department must cooperate with HR or internal training department, so that the enterprise's brand strategy could be implanted into every nook and corner of the enterprise.
Conclusion
As taking a wide view on brand management in the world for the past couple of years, we could see that besides following up the above several brand management strategies, the large or very large enterprises are able to dynamically monitor market and competitor's brand competition strategy as well as carry out the overall brand strategy adjustment every 5-10 years. However, for the Chinese market and Chinese enterprises with quicker growth, such periodic time could be shortened to 3-5 years. From this viewpoint, there is still a long way to go for the Chinese brand managers. Thus, more basic jobs shall be done in the future.
Author: Tiger Li, Director of Marketing & Product development, Business Decision Solution, Sinotrust Automotive Marketing Solutions
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