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Beyond Branding is written by members of The Medinge Group

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March 04, 2004

Sample 3 of the great questions from the big tent 

I am doing my MBA course in Marketing from one of the premier Institutes in ASIA.
I would like to know how can a Brand act as a risk reduction tool with respect to not only a consumer but also the company ?

How real world is the proposition that a corporation would allow every keyholder to participate in building the brand? From my own personal experience, much to my disappointment, I've seen brand building dictated from afar (foreign ownership) to a regional management approach that has left the decision unmade. And at worst, has left the employees frustrated, angry, confused and in a state of limbo. Clearly this cannot be good for a brand and what you propose is a wonderful idea. My difficulty here is seeing how you move from the hierarchical structure of corporate life (top-down) that seems to discount the role of those persons you would empower, and get past the ego-driven business model that, at least in my case, leaves the critical decisions unmade.
I started out to change the structures in our organisation with little result as this did not change behaviour where it matters most: CEO giving the good example, then I tried the grass roots approach with more success. Explaining my take on things at every opportunity, and introducing little steps towards change. Creating different learning environments for my colleagues for instance. Trying to alter the character of meetings. Making sure information that was normally not spread, even it wasn't in any way controversial or confidential, was readily available. Asking people time and again what it was that our company is about. The question is how long those small changes will last now I am in the process of changing jobs. The CEO is already actively breaking down some of the progress I made. Not very rewarding I can tell you
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