Branding for enterprises is much more than what first comes to mind. Such as Customer Experience, Context Innovation, IPO, M&A, new leadership intentions formulated, including a refreshed positioning – activated internally as employer branding. Customer Experience and Context Innovation are described under Approach. The three later forms of branding,are described more in detail below:

Leadership Branding

How to lead a modern company?  Information is leaking out.  There is total transparency. No control over the information-flow and the business secrets. People in the organization communicate about everything directly with people outside the organization. People in the organization want more than just a workplace. Many have personal ambitions, most want influence, job satisfaction and personal development while working.  Leading is no longer about industrial style commanding. It’s all about having a vision, getting people motivated and involved. The industrial leadership models has to be replaced. Having a tribal perspective, rather than a military one. To turn a group of people into a tribe takes two things: a shared interest and a way to communicate. You do it by using culture and branding as a leadership tool. Branding when going deep is sparking the power and motivation of people inside a company. The brand strategy becomes the manifest of the company culture and the shared interest, and the CEO becomes the chief of the tribe. If the brand strategy is done well, and involving people all the way from strategy to action, a strong brand-driven culture will lead to an increased user experience among your customers. Tribal Brand Leadership equally becomes a very good way to make more money and create more value.  


The classical mistake in M&A is to purely look at the financial scenario. That is usually the easiest part. But almost always a M&A successfully fulfilling all it’s predicted financial synergies is built on a good brand & culture merge. If people in the merging businesses continues to talk about “we” and “they” after the merger, you can be sure of not fulfilling the financial purpose of the merger. In an M&A situation you need a sub-team to do the analysis, as well as preparations of the merger from a cultural point of view, you need to consult people with a long and diversified experience of branding.When the deal is done you must immediately start with the involvement of the key people. Together you create a new brand for the new merged entity. Maybe the name could be one of the existing names, but the brand has to be perceived as new and be created by key people from both sides. This mutual involvement must then echo down in the organization of both companies. That’s the internal side. Then there are the customers, who are usually forgotten. If you do a clever and preemptive brand-driven merger program for customers they will understand and appreciate it. If not, your merger will become just paper-dragon.

Employer Branding

Culture is important.  So we all feel. Especially when we see some of the most successful companies in the world being, as it seems, nothing much more than one very strong culture. But how to create culture, can it be created at all? Actually, branding is culture. And branding can be created.Branding is when identity is going deep and becoming more profound, sparking the power and motivation of people inside the company. When the brand philosophy and ideas are becoming the manifest of the company culture. If the brand strategy is well done, involving people all the way, from strategy to action, a strong brand-driven culture will lead to an increased user experience among your customers.  This is a good way to create more value.  A branding activity almost always has an very positive effect on the sales (expect +10-15%) and the value of the company (expect +10-20%). Usually the result is improved because of more efficiency. Thanks to the fact that people are motivated, have a good time at work, and know why they are doing things, not only what they are doing.