Insight
From "Industry Globalization" to "Brand Globalization": The Necessity of Corporate Transformation and Brand Building.
Interbrand has recently released the "2017 Taiwan's Top 20 International Brands" report, and ASUS, Trend, Want Want, and other corporate brands have all made the list. While delighted, Interbrand also reminds Taiwan's corporate brands of how to shift from "industry globalization" to "brand globalization," in which brand building and management have become a major issue for corporations that cannot be delayed, and what exactly is the best way to build a brand? How can brand building lead enterprises to join the globalization network and at the same time lead them to create long-term profits? From the perspective of brand value, let's discuss how brand building and management can bring about transformation and transformation for enterprises and stand out from the competitors.
What do you think of when you think of Switzerland? In addition to the natural beauty of Switzerland, most people think of Nestle, Lindt, Rolex, Tag Heuer, Omega, Tissot, Longines, UBS, Credit Suisse, Logitech, Novartis, and many other globally renowned brands, with industries spanning food, watches and clocks, finance, machinery, and healthcare, etc. These industries contribute to the lives of the world, and also bring positive reputation and benefits to Switzerland and its people.
Taiwan is not far behind, Interbrand recently announced the "2017 Taiwan Top 20 International Brands" report, the top 20 in order of ASUS, Trend Micro, Want Want Holdings, CITIC Financial Holding, Giant Machinery, Advantech, Cathay Financial Holding, Gourmet Tatami (85 degrees C), Acer, MediaTek, Merida, hTC, Chint Rubber, Lianqiang International, Delta Electronics, China Rent Holdings, Unicom, Joyce Health Tech, Creative Information, and Critina. JHT, Gemini and Claritina, including sports and health, technology, consumer electronics, financial services, food and beverage, beauty and other industries, to create a better experience for life. (Source: https://goo.gl/uAYtJ9)
While delighted, Interbrand also reminds Taiwan's corporate brands how to change from "industry globalization" to "brand globalization", in which brand construction and management become a major issue for enterprises that cannot be delayed.
Founded in 1995 in Zurich, Switzerland, and with offices in Taipei and Shanghai, we have served many companies in the East and West, and have observed an interesting phenomenon: in Switzerland, most people are aware of the importance of branding, and therefore naturally have the concept of branding when setting up a business, and will seek the professional services of branding consulting and design firms; in China, due to the economic take-off and the fact that it is an important global market, companies that have been expanding from domestic demand to export sales or second-generation succession are also rapidly moving in the direction of branding to ensure that they can ride the wave! In China, due to the economic boom and the importance of the global market, enterprises have been rapidly moving towards branding to ensure that they can ride on the wind and waves, no matter whether they are expanding from domestic demand to export sales or taking over from the second generation!
As for Taiwan, perhaps due to the long-term overall industrial policy, among the enterprises that the author has come into contact with, even though the government has spared no effort in promoting the branding counseling program for many years, or no matter how much the civil society calls for the importance of branding, the past OEM mentality and the framework of successful experience have made the enterprises' decision-making time for branding relatively slow, and the investment (including manpower and capital) also relatively conservative.
The Institute of Sociology, Academia Sinica, published The Unfinished Miracle: Taiwan's Economy and Society in Transition in December 2017, and the author was interviewed by World Magazine (source: https://goo.gl/EcEeVJ), who mentioned that "...the distribution of Taiwanese businessmen moving westward in China obviously follows the minimum wage, and wherever it doesn't go up, it goes there. This is a very intuitive response. The reason for the relocation is actually for the wages, but this can't save the low gross margins of Taiwanese companies. ..."
It is true that in the past, Taiwan's labor-intensive, export-oriented manufacturing industry, dominated by small and medium-sized enterprises (SMEs), created an economic miracle. However, with the interactions of globalization, digital mobility, fragmentation of channels, media segmentation, artificial intelligence, big data, and machine learning, product innovation and life cycles are shortening, and quality differentiation is decreasing, how can enterprises meet the above challenges and grow sustainably?
Branding is one of the most powerful tools for enterprises to stand out from their competitors by bringing about transformation and transformation through brand building and management.
Unfortunately, during the process of branding assistance, more than one business owner mentioned that in the past few decades, the enterprise has been favored in the market for its excellent products, and although the brand image used for many years has not been updated, it has continued to be profitable, so there is really no need to change the “logo“. This shows that Taiwan enterprises generally have a misunderstanding of branding, thinking that branding is only about designing a logo, product catalog, presentation, website or product appearance, and that such a single-point view of branding is indeed a big mistake.
In fact, the above items are only some of the elements of the overall brand identity, such as the brand name, colors, icons, fonts, etc. If there is no systematic thinking and planning, if the brand is not constructed on the basis of the enterprise's own mission, vision, core values, characteristics, positioning and other strategic foundations, and if there is no brand consensus within the enterprise, then these visible visual design is just a flashy coat, and the employees of the enterprise have no way to understand and practice the spirit of the brand, and will not be able to convey the brand promise, not to mention creating brand value for the target groups to create long-term profits for the enterprise. The employees of the enterprise will not be able to understand and realize the spirit of the brand, and will not be able to convey the brand promise, not to mention creating brand value to the target group and creating long-term profits for the enterprise.
Fortunately, there are more and more business operators who, in the process of continuous communication, realize that brand building is a process that requires the participation of core members within the enterprise and the guidance of external professional teams. Through a systematic and logical approach, enterprises can find the North Star to navigate towards the next 30 or 40 years, and in the process, build up the consensus and centripetal force of all employees, which will become a solid foundation for the transformation of the enterprise.
