Summary of Denise Lee Yohn's What Great Brands Do

By IRB Media

Please note: This is a companion version & not the original book.

#1 The three steps to rebuilding a brand’s culture are developing a strong internal corporate culture that aligns and integrates with your brand, rallying all your external stakeholders around those common cultural values, and using your culture to optimize the company’s operations and engage everyone who touches the brand in delivering a focused, unique customer experience.

#2 Palmisano had to lead IBM to meet the requirements of the company’s new business model and set expectations for how his employees would work within it. He knew that the company’s scope would continue to change, so he wanted to establish a globally consistent set of values.

#3 The IBM values are a good example of how a company can imbue its values with importance. The values describe what makes the IBM brand distinctive and valuable. Every company would like to have a strong culture and values supported by inspiring decisions, but with great brands, culture and values become the brand itself.

#4 A company’s brand is the strongest engagement tool it has. Employees who are engaged with the brand connect to customers more effectively, to each other more fully, and to the brand’s higher purpose.

• Language: English
• Publisher: IRB Media
• Release date: Apr 7, 2022
• ISBN: 9781669382010

IRB Media

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Insights on Denise Lee Yohn's What Great Brands Do

Contents

Insights from Chapter 1

Insights from Chapter 2

Insights from Chapter 3

Insights from Chapter 4

Insights from Chapter 5

Insights from Chapter 6

Insights from Chapter 7

Insights from Chapter 8

Insights from Chapter 1

#1

The three steps to rebuilding a brand’s culture are developing a strong internal corporate culture that aligns and integrates with your brand, rallying all your external stakeholders around those common cultural values, and using your culture to optimize the company’s operations and engage everyone who touches the brand in delivering a focused, unique customer experience.

#2

Palmisano had to lead IBM to meet the requirements of the company’s new business model and set expectations for how his employees would work within it. He knew that the company’s scope would continue to change, so he wanted to establish a globally consistent set of values.

#3

The IBM values are a good example of how a company can imbue its values with importance. The values describe what makes the IBM brand distinctive and valuable. Every company would like to have a strong culture and values supported by inspiring decisions, but with great brands, culture and values become the brand itself.

#4

A company’s brand is the strongest engagement tool it has. Employees who are engaged with the brand connect to customers more effectively, to each other more fully, and to the brand’s higher purpose.

#5

Brand engagement is in short supply these days. The Gallup organization asked more than three thousand randomly selected workers to assess their agreement with the statement I know what my company stands for and what makes our brand different from our competitors. Only 41 percent of employees strongly agreed with this statement.

#6

The Method Products company had started out with a freewheeling seat-of-the-pants culture driven by the purpose of crashing the multibillion-dollar household cleaner and detergent industry. But rapid growth posed a problem of how to preserve the company’s magic without drowning it in workplace procedures and