Successful corporate brands must start at the top

Many executives intuitively recognize the importance of their company’s brands and invest accordingly. However, many also overlook the importance of their own individual professional brands.

The point is, the executive brand often walks into a room or initiates a conversation before the organization brand. Ideally, organizational brands and executive brands should be aligned and synchronized to coexist and complement each other.

However, this alignment and synchronization does not happen at random or at random. They must be deliberate and coordinated to achieve maximum mutual benefit at all levels of an organization, according to David Kincaid, author of “The Brand-Driven CEO: Embedding Brand Into Business Strategy”.

During his illustrious career, Kincaid has managed over 100 corporate brands. His successes led him to be inducted into the Marketing Hall of Legends of the American Marketing Association.

“Over all these years, I have had countless conversations with clients and business leaders about missed opportunities – decisions they didn’t make on time. For most business leaders, their brand is often one of those missed opportunities, ”said Kincaid, Founder and President of Level5 Strategy Group in Toronto, Ont.

“I started writing this book because I wanted CEOs, entrepreneurs and senior executives to appreciate the opportunity inherent in their brands,” says Kincaid. “To manage your brand strategically, you will need to build brand awareness across an entire organization, from accounting and distribution to customer service. But I think it’s the best decision a business owner can make.

Kincaid cites the following six success factors for “brand-driven” CEOs:

1. Objective. “Only a CEO can truly identify the purpose of an organization,” says Kincaid. “The answer to the question – what company are we in? – Go to the heart of what a business is: its purpose.

2. Direction. “Brand management always starts with the CEO. When leaders integrate their goal into their brand, they win, ”says Kincaid.

3. Consensus. “The C-suite agreement promotes alignment across the organization,” says Kincaid. “It’s the CEO’s job to unify top management’s perspective on the brand – to build consensus. “

4. Change. “Successful organizational transformations are brand driven and CEO driven,” says Kincaid. “In responding to change, brand-focused companies are not only reassessing and adjusting the achievement of their brand promise, but they are also measuring different results. “

5. Liability. “Brand measurement boosts brand performance and the CEO dashboard,” says Kincaid. “Brand accountability starts at the top, with the CEO and management team not only leading by example, but also ensuring that the right processes and systems are in place to empower, create and measure accountability at all. organizational levels. “

6. Communication. “The CEO must ensure that the brand promise is clearly understood by internal and external stakeholders,” says Kincaid. “Successful brand-driven businesses encourage their employees and all stakeholders to participate in realizing the brand promise. “

Level C biobox

  • Name: David Kincaid
  • Title: Founder and Chairman
  • Organization: Level 5 Strategy Group, Toronto, Ontario
  • Websites:;
  • Job: Management consultancy; Assistant Professor at the Smith School of Business at Queen’s University in Kingston, Ont.
  • Family: wife, Janet; daughters, Sarah and Alyson; son, Scott; and dog, Siyah.
  • Best advice ever: “To be successful in business, die with more friends than employees. »(From his grandfather)
  • Favorite musical artist: Beatles

Written by Steve Jagler.

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