Brand and Talent by Kevin Keohane

By Kevin Keohane


Many books speak about model, nonetheless extra approximately expertise, but top enterprises are figuring out their id as a service/product supplier is almost inseparable from their id as a spot that draws, motivates and advantages from thriving talent.

In Brand and Talent, writer Kevin Keohane seems at how companies can greater converse with humans earlier than, in the course of and after their organization with the corporate. He provides a "joined up" process that encompasses the desires of name, advertising, human assets, company communications, inner communications and IT. He integrates educational and advertisement facts, in addition to sensible suggestion and comprises case reports and interviews.

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John Stuart, Chairman of Quaker, ca. 1900) What is a Brand? Your brand has significant financial value – depending on your industry, anywhere from 10 per cent to upwards of 50 per cent or more. The London Stock Exchange endorsed the concept of brand valuation in 1989 by allowing the inclusion of intangible assets when seeking shareholder approval in acquisitions: Brands will be major drivers of corporate value in the 21st century. Investors and business leaders have recognized this. 2 There are many approaches to brand valuation: Assessing attributes (Aker and others)3 This means assessment of attributes such as satisfaction, loyalty, awareness, market share either tracked separately or weighted according to industry.

The value of your brand If this business were split up, I would give you the land and bricks and mortar, and I would take the brands and trade marks, and I would fare better than you. (John Stuart, Chairman of Quaker, ca. 1900) What is a Brand? Your brand has significant financial value – depending on your industry, anywhere from 10 per cent to upwards of 50 per cent or more. The London Stock Exchange endorsed the concept of brand valuation in 1989 by allowing the inclusion of intangible assets when seeking shareholder approval in acquisitions: Brands will be major drivers of corporate value in the 21st century.

Why should people buy from you, or want to come to work for you? Why would they pay more for what you do? The answers to these questions bring to life the thesis of this book – that while a significant amount of the effort and investment in building and managing your reputation sits with the marketing function, a great deal more of it actually lives in the decisions being made in, and the operations of, virtually every other function in the business. The next chapter deals with approaches to developing, building and managing your brand – based on the foundations we have laid down in this chapter.

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