企業(yè)長于定義產(chǎn)品品牌?？蛻?、雇員及其他利益相關(guān)方都知道，什么是蘋果手機(jī)及其意義。但在打造企業(yè)品牌方面，公司則不這么篤定。母公司的名字有何含義？市場及公司內(nèi)部如何看待并利用它？

Companies are extremely good at?defining their?product brands. Customers, employees, and other stakeholders know exactly what an iPhone is and means. But organizations are often less sure-footed when it comes to the corporate brand. What does the parent company’s name really stand for, and how is it perceived and leveraged in the marketplace and within the company itself?

清晰、一致的企業(yè)形象對企業(yè)競爭戰(zhàn)略至關(guān)重要，蘋果、飛利浦、聯(lián)合利華深諳此道。企業(yè)形象就像北極星，代表方向和目標(biāo)，可以提升產(chǎn)品形象，有利于企業(yè)招聘并保留人才，在艱難時(shí)期保護(hù)企業(yè)聲譽(yù)免于受損。但是很多企業(yè)都不知道該如何清晰表述，并向大眾傳達(dá)品牌信息。

A clear, unified corporate identity can be critical to competitive strategy, as firms like Apple, Philips, and Unilever understand. It serves as a north star, providing direction and purpose. It can also enhance the image of individual products, help firms recruit and retain employees, and provide protection against reputational damage in times of trouble. Many firms, however, struggle to articulate and communicate their brand.

以估值350億歐元的沃爾沃集團(tuán)為例。該公司銷售范圍包括卡車、客車、建筑設(shè)備、船舶和工業(yè)應(yīng)用驅(qū)動(dòng)系統(tǒng)等。公司新任CEO將各品牌分散管理，在2016年將企業(yè)的卡車品牌（沃爾沃卡車、麥克貨車、雷諾卡車和UD卡車）變?yōu)楠?dú)立部門，之后有關(guān)母公司的身份問題變得迫切起來。因?yàn)楣旧矸荻x不明，集團(tuán)不確定該如何戰(zhàn)略性地支持子品牌，新品牌的員工也難以理解延伸出的集團(tuán)使命、價(jià)值和能力，甚至不知道在營銷以及和投資者的溝通中，該如何描述自身品牌與沃爾沃集團(tuán)的關(guān)系。

Consider the €35 billion Volvo Group, which sells a broad portfolio of trucks, buses, construction equipment, and marine and industrial engines. After its new CEO decentralized the organization, turning its truck brands (Volvo Trucks, Mack Trucks, Renault Trucks, and UD Trucks) into separate units in 2016, questions about the parent company’s identity became pressing. Because that identity wasn’t well defined, people in the group were uncertain about how they should strategically support the “daughter” brands, and people in the new brand units had trouble understanding how the group’s mission, values, and capabilities extended to them—and even how to describe their brands’ relationships with the Volvo Group in marketing and investor communications.

沃爾沃集團(tuán)通過下文介紹的流程，清晰定義了企業(yè)身份和角色，以及子品牌的功能。統(tǒng)一了這些問題后，該公司對旗下品牌的投入度更高，市場定位更加清晰，集團(tuán)歸屬感更強(qiáng)，在營銷和大眾溝通上也更加一致。

But using a process we’ll detail in this article, Volvo was able to clarify its corporate identity and the roles and functions of its daughter brands. That alignment resulted in greater corporate commitment to the brands, sharper positioning in the marketplace, a stronger sense of belonging to the group, and more-coherent marketing and communications.

幫助沃爾沃集團(tuán)實(shí)現(xiàn)轉(zhuǎn)變的方法，是我們研究了十年的成果，研究涉及全球數(shù)百位高管，來自制造業(yè)、金融服務(wù)和非營利機(jī)構(gòu)等各個(gè)領(lǐng)域。方法的核心叫做企業(yè)品牌身份矩陣。我們將在下文展示，不同企業(yè)如何在各自領(lǐng)域調(diào)試這種方法，成功定義企業(yè)身份，統(tǒng)一各要素，并利用自身優(yōu)勢。

The Approach we used to help Volvo achieve this turnaround is the product of 10 years of research and engagement with hundreds of senior executives in organizations around the world and across several sectors, including manufacturing, financial services, and nonprofits. At its core is a tool called the?corporate brand identity matrix.?As we’ll show, many companies have adapted this tool to their particular circumstances and used it to successfully define a corporate identity, align its elements, and harness its strengths.

什么是矩陣

我們的框架精心設(shè)計(jì)了一系列和公司相關(guān)的問題，為高管團(tuán)隊(duì)提供指導(dǎo)。每個(gè)問題關(guān)注企業(yè)身份的一個(gè)要素，共9個(gè)要素，在矩陣中分為三層：底層為內(nèi)部指向性要素，最高層為外部指向性要素，中間是既包含外部又包含內(nèi)部的要素。接下來讓我們逐層分析。

Introducing the Matrix

The framework we’ve developed guides an executive team through a structured set of questions about the company. Each question focuses on one element of the organization’s identity. There are nine elements in total, and in our matrix we array them in three layers: internally oriented elements on the bottom; externally focused elements on top; and those that are both internal and external in the middle. Let’s look at each layer in turn.

內(nèi)部要素。構(gòu)成企業(yè)品牌形象基礎(chǔ)的，是企業(yè)的使命和愿景（激勵(lì)員工并提高參與度）、文化（體現(xiàn)員工職業(yè)道德及工作態(tài)度），以及具備的專長（獨(dú)特能力）。這些根植于企業(yè)的價(jià)值觀和日常運(yùn)營中。以強(qiáng)生公司為例，該公司遵循的信條銘刻在企業(yè)總部入口的石雕上，時(shí)刻提醒員工，公司最重要的價(jià)值是（應(yīng)該是）什么，它描述了強(qiáng)生將患者（以及他們的看護(hù)者）需求置于首位的精神，以合理收費(fèi)提供高質(zhì)量服務(wù)，滿足其需求，并為員工提供基于尊嚴(yán)、安全和公平的工作環(huán)境。

Internal elements.

Forming the foundation of a corporate brand identity are the firm’s mission and vision (which engage and inspire its people), culture (which reveals their work ethic and attitudes), and competences (its distinctive capabilities). These things are rooted in the organization’s values and operational realities. Consider?Johnson & Johnson’s credo，which is carved in stone at the entrance of the company’s headquarters and is a constant reminder of what J&J’s top priorities are (or should be). It describes J&J’s ethos of putting the needs of patients (and their caregivers) first; how it will serve them, by providing high quality at reasonable cost; and a work environment that will be based on dignity, safety, and fairness.

外部要素。位于矩陣頂層的要素，是企業(yè)希望客戶和其他外部利益相關(guān)方對自己的認(rèn)知：價(jià)值主張、外部關(guān)系和定位。例如耐克公司，希望大家把它看做幫助客戶實(shí)現(xiàn)最優(yōu)秀的自己的公司，這一目標(biāo)塑造了公司的產(chǎn)品和服務(wù)，企業(yè)營銷的品牌口號也體現(xiàn)了這點(diǎn)——“只管去做”（Just Do it）。

External elements.

At the top of the matrix you’ll find elements related to how the company wants to be perceived by customers and other external stakeholders: its value proposition, outside relationships, and positioning. Nike, for instance, wants to be known for helping customers achieve their personal best, a goal that shapes its product offerings and is captured in its marketing tagline, “Just Do It.”

聯(lián)系內(nèi)外部的要素。這些要素包括了企業(yè)的個(gè)性、獨(dú)特的溝通方式及“品牌核心”——品牌代表什么，以及對顧客承諾背后的長期價(jià)值觀。矩陣中心是品牌核心，即企業(yè)身份的本質(zhì)。巴塔哥尼亞公司對顧客承諾，為其提供最高質(zhì)量的產(chǎn)品，并支持和提倡環(huán)境保護(hù)。奧迪用“突破科技?啟迪未來（Vorsprung durch technik）概括自己的品牌核心。3M公司將其核心簡潔地描述為“科學(xué)改善生活”（Science. Applied to life.）。

Elements that bridge internal and external aspects.

These include the organization’s personality, its distinctive ways of communicating, and its “brand core”—what it stands for and the enduring values that underlie its promise to customers. The brand core, at the center of the matrix, is the essence of the company’s identity. Patagonia’s is summed up in its promise to provide the highest-quality products and to support and inspire environmental stewardship. Audi captures its brand core with the phrase?“Vorsprung durch technik”?(“Progress through technology”). 3M describes its core simply: “Science. Applied to life.”

如果企業(yè)身份協(xié)調(diào)統(tǒng)一，其他要素都會(huì)反映并闡釋企業(yè)核心，呼應(yīng)企業(yè)價(jià)值觀和品牌含義。而品牌核心將塑造其他八個(gè)要素。

When a corporate identity is coherent, each of the other elements will inform and echo the brand core, resonating with the company’s values and what the brand stands for. The brand core, in turn, will shape the other eight elements.

繪制各要素

以下練習(xí)能幫助企業(yè)判斷其品牌標(biāo)識是否經(jīng)過了良好整合，如果沒有，則會(huì)凸顯出問題和改善的機(jī)會(huì)，并協(xié)助企業(yè)解決問題。盡管個(gè)人也能利用好這一流程，但在高管團(tuán)隊(duì)使用時(shí)最有效。

MApping the Elements

The exercise that follows can reveal whether your corporate brand identity is well integrated and, if it isn’t, show where problems and opportunities lie and help you address them. While this process can be tackled by an individual, it’s most useful when undertaken by an executive team.

首先，可以從以下九個(gè)要素中任選一個(gè)，回答矩陣中相關(guān)問題。例如，如果從使命和愿景開始，就回答：“什么讓我們有參與感？”以及“我們的方向和靈感是什么？”用簡短的詞組，不要長篇大論。仿照星巴克描述使命的方式：

“啟發(fā)并滋養(yǎng)人類靈魂——從一位顧客、一杯飲品、一個(gè)社區(qū)開始?！被卮鹈總€(gè)方框里的問題，順序不重要，先不要考慮這些問題之間的關(guān)聯(lián)。

Starting with any one of the nine elements, formulate answers to the related questions in the matrix. For example, if you begin with mission and vision, you’ll answer the questions “What engages us?” and “What is our direction and inspiration?” Answer in short phrases, not paragraphs, as Starbucks does when describing its mission: “To inspire and nurture the human spirit—one person, one cup, and one neighborhood at a time.” Answer the questions in every box, in any order, without thinking (yet) about how they relate.

我們進(jìn)行矩陣工作坊時(shí)，建議參與者遵循以下五條指導(dǎo)原則：

When we conduct matrix workshops, we advise participants to follow these five guidelines:

1.力求簡潔。將你答案中的短語當(dāng)成標(biāo)題，稍后再用更具體充實(shí)的語言講述品牌標(biāo)識和故事。

1. Be concise.

Think of the short phrases you use in your answers as headings, under which you will later write more-detailed descriptions fleshing out the brand’s identity and story.

2.直截了當(dāng)。盡量不要使用術(shù)語，答案避免復(fù)雜化。少即是多。宜家在描述關(guān)系時(shí)，使用“你好！”用一個(gè)簡單的詞反映了符合品牌核心價(jià)值觀的務(wù)實(shí)態(tài)度。

2. Be straightforward.

Avoid jargon and keep your responses uncomplicated. Less is more. IKEA describes its relationships as “Hello!”—reflecting in a single word a down-to-earth attitude in line with its core values.

3.找到獨(dú)特之處。尋求那些能在你的組織中引起共鳴的詞匯和概念，讓大家一致認(rèn)同“這說的就是我們”。一家房產(chǎn)公司在回答個(gè)性問題時(shí)這樣說：“我們拒絕傲慢?！币患以趭W斯陸新開的酒店這樣描述客戶關(guān)系：“搖滾巨星在我們眼中是客人；客人在我們眼中是搖滾巨星?！?/p>

3. Seek what is characteristic.

Capture words or concepts that resonate within your organization—that you’d agree signal “This is us.” A real estate company answered the personality question this way: “We are not sitting on a high horse.” A newly opened hotel in Oslo described its customer relationships like this: “We treat rock stars as guests; we treat guests as rock stars.”

4.保持真實(shí)。一些關(guān)于企業(yè)身份標(biāo)識的要素也許已經(jīng)深深根植在組織中。注意表述的真實(shí)性。某些要素如果能夠被員工接受，可能會(huì)有激勵(lì)作用，為公司帶來改變。

4. Stay authentic.

Some elements of your identity may already be firmly rooted in your organization. Be careful to be honest in your expression of them. Some elements may be aspirational, calling for adaptation within the company if they are to ring true.

5.尋求經(jīng)典。企業(yè)品牌標(biāo)識應(yīng)當(dāng)經(jīng)得住時(shí)間考驗(yàn)，就像一家制表商的經(jīng)典標(biāo)語，“你從未真正擁有一塊百達(dá)翡麗手表，你只是替后代暫時(shí)保管而已?！边@句話根植于歷史，又有前瞻性，經(jīng)受住了時(shí)間的考驗(yàn)。

5. Seek what is timeless.

A corporate brand’s identity should be lasting—like this signature expression of one watchmaker: “You never actually own a Patek Philippe. You merely look after it for the next generation.” Forward looking but rooted in the past, it has stood the test of time.

每家公司的矩陣都不同，為了讓大家有大體的概念，我們以上圖矩陣為例，這是我們與諾貝爾機(jī)構(gòu)的實(shí)地研究。諾貝爾獎(jiǎng)得主由四個(gè)獨(dú)立機(jī)構(gòu)選出：瑞典皇家科學(xué)院、挪威諾貝爾委員會(huì)、瑞典卡羅琳醫(yī)學(xué)院以及瑞典學(xué)院。每個(gè)機(jī)構(gòu)負(fù)責(zé)不同獎(jiǎng)項(xiàng)，各機(jī)構(gòu)都有自己的身份標(biāo)識和戰(zhàn)略，但諾貝爾基金會(huì)管理獎(jiǎng)金，并對維護(hù)諾貝爾獎(jiǎng)長期聲譽(yù)負(fù)有主要責(zé)任。我們的研究和分析找出了這些機(jī)構(gòu)的共同基礎(chǔ)：獎(jiǎng)勵(lì)為“人類帶來最偉大利益”（“the greatest benefit to mankind”）的人，這句話來自阿爾弗雷德·諾貝爾（Alfred Nobel）的遺囑，最終成為品牌核心，成為諾貝爾獎(jiǎng)的機(jī)構(gòu)身份標(biāo)識。

Every company’s matrix will be different, but to get a sense of what a final one looks like, consider the matrix from field research we did with the Nobel organization. The prizewinners are chosen by four independent institutions: the Royal Swedish Academy of Sciences, the Norwegian Nobel Committee, the Karolinska Institutet, and the Swedish Academy. Each is responsible for a different award, and each has its own identity and strategy. But the Nobel Foundation manages the prize funds and has a principal responsibility for safeguarding the standing and reputation of the Nobel Prizes. Our research and analysis helped define the common ground among these entities: the goal of rewarding people who have conferred “the greatest benefit to mankind” (recently retranslated to “humankind”), a phrase from Alfred Nobel’s will. That eventually became the brand core and helped clarify the Nobel Prizes’ organizational identity.

各個(gè)路徑

團(tuán)隊(duì)回答完全部九個(gè)要素的問題后，檢查一下答案是否能統(tǒng)合為一個(gè)整體，彼此補(bǔ)充強(qiáng)化。將所有答案沿著矩陣的對角線、垂直和水平軸排列起來，看一下是否清晰一致，三個(gè)軸線都穿過中心的品牌核心。每個(gè)軸線都闡述了組織一種不同的能力：始于左下角的斜線軸強(qiáng)調(diào)和戰(zhàn)略相關(guān)的能力，始于左上角的軸線和競爭相關(guān)；水平軸是溝通，垂直軸是互動(dòng)。如果你的企業(yè)身份標(biāo)識清晰，各軸線的要素將會(huì)協(xié)調(diào)一致。各軸線上的聯(lián)系越強(qiáng)，矩陣越“穩(wěn)定”。團(tuán)隊(duì)目標(biāo)之一應(yīng)該是尋求穩(wěn)定性的最大化。

Walk the Paths

After the team has tackled the questions for all nine elements, examine whether the answers fit logically together, reinforcing one another. You’ll want to gauge how clearly they align along the matrix’s diagonal, vertical, and horizontal axes, which all pass through the brand core at the center. Each axis illuminates a different kind of organizational capability: The diagonal one that begins in the bottom left corner highlights capabilities related to strategy; the diagonal one that begins in the top left corner, competition; the horizontal one, communications; and the vertical one, interaction. If your corporate brand identity is clear, the elements on each axis will harmonize. The stronger the connections along each axis are, the more “stable” the matrix is. One of your team’s goals should be to maximize stability.

有一個(gè)方法可以判斷聯(lián)系的緊密度，你可以在關(guān)于企業(yè)品牌標(biāo)識的簡介中，使用這些答案，筆記摘要就是手稿大綱,問問自己，這個(gè)大綱整體說得通嗎？

One way to gauge the strength of connections is to use the answers to the questions in a short presentation describing your corporate brand identity. The notes you’ve jotted down are, in effect, a rough outline of a script. Ask yourself, Does that outline hang together?

經(jīng)過分析，很少有團(tuán)隊(duì)能在四個(gè)軸線上整齊劃一地整合，形成穩(wěn)定的矩陣，大多數(shù)都會(huì)在標(biāo)識的要素上出現(xiàn)漏洞或不一致。接下來的任務(wù)就是檢查薄弱環(huán)節(jié)，設(shè)法進(jìn)行強(qiáng)化。

In rare cases a team emerges from the analysis with a perfectly aligned and stable matrix, integrated along and across all four axes. But more often it finds gaps and inconsistencies among the elements of identity. The next job, then, is to examine the weak links and explore how to strengthen them.

例如，如果企業(yè)能力無法支持競爭軸線上的承諾和價(jià)值主張，你需要發(fā)展哪些能力？如果互動(dòng)軸上的組織文化和企業(yè)價(jià)值不相容，無法強(qiáng)化外部關(guān)系，公司能否在人力資源部門的幫助下，找出問題源頭？打造穩(wěn)定的矩陣需要不斷調(diào)整和迭代。最終，領(lǐng)導(dǎo)團(tuán)隊(duì)需要對企業(yè)品牌身份做出一個(gè)統(tǒng)一解讀，于是組織內(nèi)外對于本組織品牌會(huì)有統(tǒng)一連貫的呈現(xiàn)。

For example, if your competences don’t support your promise and value proposition on the competition axis, what capabilities do you need to develop? If on the interaction axis your organizational culture doesn’t mesh with your corporate values in ways that reinforce external relationships, can HR be helpful in understanding the source of the problem? Creating a fully stable matrix is an ongoing and iterative process. Ultimately, the leadership team needs to converge on a shared narrative about the corporate brand identity, so the stories the company tells will be unified and consistent throughout the organization and beyond.

應(yīng)用矩陣

企業(yè)利用這一矩陣解決了一系列身份問題，例如厘清“子母”品牌關(guān)系，為支持新業(yè)務(wù)重組企業(yè)品牌，提升公司整體形象。

Applying the Matrix

Companies have used the matrix to address a range of identity issues, such as clarifying “mother and daughter” brand relationships, retooling the corporate brand to support new businesses, and improving the company’s overall image.

強(qiáng)化母品牌身份。芬蘭工業(yè)集團(tuán)卡哥特公司（Cargotec）經(jīng)營貨物裝卸業(yè)務(wù)，有三個(gè)全球知名的子品牌：希爾博（Hiab，行車解決方案的市場領(lǐng)導(dǎo)者），卡馬爾（Kalmar，港口和終端產(chǎn)品及服務(wù)領(lǐng)導(dǎo)者）以及麥基嘉（MacGregor，航海領(lǐng)域的領(lǐng)導(dǎo)者）。十年前，公司的母品牌被這些知名度很高的子品牌掩蓋了光芒。為解決這一問題，管理層決定采用“同一個(gè)公司”的方法，圍繞一個(gè)企業(yè)品牌，整合服務(wù)網(wǎng)絡(luò)，捆綁所有子品牌針對個(gè)人用戶的物流解決方案。

Strengthening the parent brand’s identity.

The Finnish industrial group Cargotec, which is in the cargo-handling business, has three well-known international daughter brands: Hiab (the market leader in on-road solutions), Kalmar (the leader in port and terminal products and services), and MacGregor (the leader in the marine segment). A decade ago the mother brand was eclipsed by these high-profile daughters. To address this, management decided to pursue a “one company” Approach, centered on the corporate brand, integrating its service networks and bundling the daughters’ logistics solutions for individual customers.

卡哥特公司的CEO主導(dǎo)了支持和提升企業(yè)品牌的項(xiàng)目，并與子品牌的文化、價(jià)值觀和承諾統(tǒng)一起來。首先，公司舉辦了11個(gè)工作坊，讓110名管理者組成的團(tuán)隊(duì)使用矩陣，解釋三個(gè)子品牌身份標(biāo)識的各要素。之后大家聚在一起，整理企業(yè)品牌身份的聚合框架。

Cargotec’s CEO led the initiative to bolster and elevate the corporate brand and align it with its daughters’ cultures, values, and promises. First, the firm held 11 workshops in which a team of 110 managers used the matrix to articulate the individual elements of the three daughter brands’ identities. Then everyone gathered in a plenary session to develop an aggregated framework for the corporate brand identity.

卡哥特公司為確保新身份能獲得認(rèn)同，進(jìn)行了內(nèi)部調(diào)研（3000多名員工參與），以測試重新定義的企業(yè)品牌擬定要素是否合理、是否符合統(tǒng)一后的企業(yè)和子品牌身份愿景。公司通過內(nèi)網(wǎng)將工作坊得出的新框架分享給全體員工，期待大家的意見。還有一項(xiàng)針對客戶和其他外部利益相關(guān)方的調(diào)研也搜集了一些意見，公司根據(jù)意見進(jìn)一步調(diào)整了擬定的卡哥特公司身份。

To confirm the legitimacy of the new identity and get buy-in, Cargotec involved employees, sending out an internal survey (completed by more than 3,000 workers) that tested the validity of the proposed elements of the redefined corporate brand. Did they fit with the vision of aligned corporate and daughter brand identities? The new frameworks from the workshops were shared with everyone on the corporate intranet, soliciting input. An external survey of customers and other stakeholders provided additional input and led to further adjustments to the proposed Cargotec identity.

最后，卡哥特和子品牌就共同的品牌核心達(dá)成一致：公開承諾“更智能的貨流，更好的每一天”和價(jià)值觀“全球業(yè)務(wù)——本地化服務(wù)”“齊心協(xié)力”以及“可持續(xù)的出色表現(xiàn)”。戰(zhàn)略和品牌重塑項(xiàng)目產(chǎn)生的一個(gè)結(jié)果是，馬士基航運(yùn)等公司全球大客戶，現(xiàn)在擁有了包括子品牌產(chǎn)品在內(nèi)的卡哥特品牌解決方案。公司也在營銷和溝通方面強(qiáng)化了對企業(yè)品牌的關(guān)注，例如設(shè)計(jì)了新商標(biāo)和視覺語言。

At the end of the process, Cargotec and its daughter brands had agreed on a shared brand core: the stated promise “Smarter cargo flow for a better everyday” and the values “global presence—local service,” “working together,” and “sustainable performance.” One result of the strategic and rebranding initiatives is that major international customers, such as Maersk Line, are now offered Cargotec-branded solutions integrated with products from the daughters. The company has also strengthened its focus on the corporate brand in its marketing and communications—for instance, by developing a new logo and visual language.

支持業(yè)務(wù)發(fā)展。博納公司（Bona）總部位于瑞典，是家百年老店，一直專注于為顧客提供安裝及維護(hù)木地板的產(chǎn)品及服務(wù)，在全球90多個(gè)國家都有分公司。

Supporting business development.

Bona is a century-old company that has long specialized in products and services for installing and maintaining wood floors. Based in Sweden, it operates in more than 90 countries.

近年來，博納拓展了業(yè)務(wù)，開始銷售大理石及瓷磚清潔產(chǎn)品，并開發(fā)出翻新乙烯基類地板的體系。這些舉動(dòng)為公司打開了巨大的新增市場，也給它的定位帶來一些問題：一家以木地板專業(yè)聞名全球的企業(yè)品牌如何容納新業(yè)務(wù)？答案看似簡單：對外溝通中，博納可以將過去重點(diǎn)關(guān)注木地板轉(zhuǎn)向含有新類型的地板。但是高管團(tuán)隊(duì)發(fā)現(xiàn)可以借由這個(gè)機(jī)會(huì)，讓企業(yè)品牌身份標(biāo)識正式清晰化，在接受新定位的同時(shí)，給傳統(tǒng)注入新活力，對內(nèi)對外都是如此。

In recent years Bona expanded its offerings to include stone- and tile-cleaning products and developed a new system for renovating vinyl-type floors. These moves opened significant growth markets for the company but also raised a question about its positioning: How should a corporate brand that was known worldwide for wood-floor expertise change to accommodate the new businesses? On the surface the answer seemed simple: In its messaging Bona could just shift from its historical emphasis on wood floors to include other kinds of floors. But the executive team saw an opportunity to formally clarify the corporate brand identity, recommitting to its heritage while embracing a new positioning—inside and out.

公司在總部和美國的營銷高管們主導(dǎo)下，召集全球各部門管理者，在美國和歐洲開展了一系列工作坊。首要任務(wù)是就公司現(xiàn)有的品牌身份達(dá)成共識。大家進(jìn)行了廣泛討論，提出各種令人驚訝的觀點(diǎn)，并回答了矩陣中的關(guān)鍵問題。通過進(jìn)一步探討，最終針對這些問題達(dá)成共識，總結(jié)了博納公司當(dāng)時(shí)的品牌身份。

Led by marketing executives from headquarters and America, the company conducted a series of workshops in both Europe and the United States that brought together managers from across functions and around the globe. The first task was to reach a common understanding of the company’s current identity. Extensive discussion revealed a surprisingly broad variety of perspectives and answers to key questions in the matrix. But through further talks, consensus on those questions was eventually achieved, capturing Bona’s corporate brand identity as it stood then.

接下來，考慮到公司的新產(chǎn)品、技術(shù)和市場機(jī)會(huì)，特別是新類型的顧客，這些管理者開始思考公司未來試圖達(dá)到的品牌身份。團(tuán)隊(duì)將品牌承諾改為“展現(xiàn)地板最美的一面”，新的使命也與之統(tǒng)一：“創(chuàng)造美麗的地板，給人們的生活帶來幸?！?。

Next these managers set out to develop an?aspirational?corporate brand identity, considering the firm’s new products, technologies, and market opportunities—and in particular, new kinds of customers. The group modified the brand promise to “Bringing out the beauty in floors,” aligning it with the newly articulated mission: “Creating beautiful floors to bring hAppiness to people’s lives.”

為了在公司內(nèi)部推廣新身份，博納和員工就這一問題進(jìn)行對話，鼓勵(lì)大家參與討論，為新員工準(zhǔn)備了歡迎計(jì)劃，強(qiáng)調(diào)了修改版的矩陣價(jià)值。

對于外部利益相關(guān)方，博納為消費(fèi)者和博納認(rèn)證的工匠伙伴設(shè)立了新的溝通項(xiàng)目，介紹和地板裝修及設(shè)計(jì)相關(guān)的生活方式趨勢，重新設(shè)計(jì)網(wǎng)站，并制定了介紹乙烯基類地板翻修系統(tǒng)的營銷計(jì)劃。但是將修改版的品牌內(nèi)涵融入內(nèi)外部項(xiàng)目需要時(shí)間，博納的流程21個(gè)月之前就開始了，現(xiàn)在仍在進(jìn)行中，每次取得進(jìn)展，公司都會(huì)以新矩陣為參照，調(diào)整和修改。

To bring the revamped identity to life inside the company, Bona held dialogues about it with employees, encouraging discussion, and created a?welcome program?for new staffers that emphasized the values in the revised matrix. For its outside stakeholders it created new communication programs about lifestyle trends relevant to floor decoration and design, directed at consumers and at Bona’s certified craftsmen partners; launched a website redesign; and set up a marketing program introducing its vinyl-floor renovation system. Translating a revised brand narrative into internal and external initiatives takes time, however; at Bona the process began 21 months ago and is still under way, with progress being benchmarked against the new aspirational matrix.

轉(zhuǎn)變品牌形象。歐洲公司Intrum為企業(yè)提供債權(quán)追償服務(wù)，在開發(fā)票、應(yīng)收賬款和債務(wù)管理、信用監(jiān)控方面提供幫助。到2014年，公司通過并購快速擴(kuò)張，管理層認(rèn)為公司在價(jià)值主張方面應(yīng)該有一個(gè)整體形象，這點(diǎn)很重要。公司管理層同時(shí)也擔(dān)心，作為一家收債機(jī)構(gòu)，公司形象負(fù)面，自我印象也消極，希望以金融服務(wù)提供商的形象為其注入一些積極因素。因此，Intrum花了三年時(shí)間，邀請來自24個(gè)國家的管理層團(tuán)隊(duì)，在斯德哥爾摩經(jīng)濟(jì)學(xué)院通過我們的矩陣，打造了一個(gè)改進(jìn)版本的新身份，幫助集團(tuán)提升表現(xiàn)。這項(xiàng)計(jì)劃由高級人力資源主管讓-呂克·菲拉頓（Jean-Luc Ferraton）負(fù)責(zé)。

Changing the brand’s image.

The European company Intrum provides debt collection services to businesses and helps them with invoicing, receivables and debt management, and credit monitoring. By 2014 the company had grown rapidly through acquisitions, and management considered it essential to have a common view across the organization about what Intrum stood for. Its leadership was also concerned that the company had a negative image—and self-image—as a collection agency and wanted to give it a more positive identity as a provider of financial services. So over three years Intrum invited management teams from 24 countries to take part in a program, held at the Stockholm School of Economics, that used our matrix to work out a new, improved identity that would enhance the group’s performance. That initiative was led by the senior HR executive Jean-Luc Ferraton.

200多名管理者都參與了這一項(xiàng)目。公司模糊的標(biāo)語（“促進(jìn)歐洲發(fā)展”）被修改為“走向健康經(jīng)濟(jì)”，后者更能體現(xiàn)公司的承諾。被管理者們認(rèn)為“無用”的核心價(jià)值觀被拋棄。Intrum的使命也得到更積極的解讀。公司現(xiàn)在追求什么？“提供或接收貸款者都信任和尊敬的公司。我們的解決方案能帶來增長，同時(shí)幫助大家擺脫債務(wù)，從而為個(gè)人、公司和社會(huì)提供價(jià)值。”管理者對于新使命的討論讓菲拉頓忍不住評論，“我相信在座各位小時(shí)候，并未夢想過從事現(xiàn)在這個(gè)行業(yè)。但是我聽大家講述自己的工作、公司以及我們實(shí)際在做的事情，我為自己在此工作感到驕傲。”

With input from 200 managers, Intrum’s vague tagline (“Boosting Europe”) was revised to “Leading the way to a sound economy,” which underscored the company’s brand promise. A core value challenged by managers as “fluff” was dropped. Intrum’s mission was reformulated to be more positive. What does the company aspire to now? “To be trusted and respected by everyone who provides or receives credit. With solutions that generate growth while helping people become debt-free, we build value for individuals, companies and society.” The managers’ discussion of the new mission inspired Ferraton to comment, “I’m sure that none of us dreamt as kids of working in our line of business. But when I hear how you describe your job, our company, and what we actually do, I am proud to work here.”

Intrum通過計(jì)算員工和顧客滿意度、員工敬業(yè)度、對領(lǐng)導(dǎo)層的態(tài)度以及企業(yè)品牌核心價(jià)值觀的接納度，追蹤了新品牌身份的推行情況。內(nèi)部和外部調(diào)研顯示，過去三年間，公司這些指標(biāo)整體提升了15%。

Intrum tracks the implementation of the new brand identity by measuring employee and customer satisfaction, employee engagement, attitudes about leadership, and the adoption of the corporate brand’s core values. Its internal and external surveys reveal an overall improvement of 15% on these measures over the past three years.

卡哥特、博納和Intrum的案例展示了企業(yè)使用品牌身份矩陣的三種方式。但是實(shí)際的應(yīng)用方式絕不止這三種。一家私募企業(yè)主席使用這一矩陣，量化并購和投資候選機(jī)構(gòu)的戰(zhàn)略價(jià)值。矩陣幫助成立于1764年的傳統(tǒng)涂料公司FaluR?df?rg的CEO，通過強(qiáng)調(diào)公司獨(dú)特的傳統(tǒng)和難以模仿的技藝，明晰了公司的品牌身份和競爭定位。聚合物工藝制造商Trelleborg使用矩陣提升了公司身份，收購公司最初拒絕接受母公司品牌名，后來也主動(dòng)接受了。

The Cargotec, Bona, and Intrum cases illustrate three ways the corporate brand identity matrix can be used. But these are by no means its only Applications. The chairman of a private equity firm has used it to gauge the strategic value of candidates for acquisition and investment. The matrix helped the CEO of Falu R?df?rg, a traditional paint company founded in 1764, clarify his firm’s brand identity and competitive position by highlighting its distinctive heritage and hard-to-copy craftsmanship. And Trelleborg, a polymer-technology maker, used the matrix to enhance its corporate identity so that acquired firms, which had initially rejected the parent brand name, actively embraced it.

總結(jié)

有時(shí)，我們可以很快繪制出一家母公司身份標(biāo)識的大體情況并加以使用。但如果要對品牌身份進(jìn)行全面深入的理解，則需要更長時(shí)間，需要全球領(lǐng)導(dǎo)層和團(tuán)隊(duì)的參與，分很多階段完成。但是，如果公司已經(jīng)有很強(qiáng)的核心價(jià)值觀和其他重要的身份要素，這一過程可以提速。檢驗(yàn)和優(yōu)化企業(yè)品牌的工作需要真正的領(lǐng)導(dǎo)力，需要長期投入的努力、熱情和決心。最終企業(yè)會(huì)獲得更清晰的企業(yè)品牌、更強(qiáng)的關(guān)系以及更加統(tǒng)一的機(jī)構(gòu)，這些都必將成為競爭優(yōu)勢。

CONCLUSION

Sometimes a sketch of a parent firm’s identity can be done quickly—and even be helpful. But developing a comprehensive understanding of a corporate brand identity usually takes much longer, involving many sessions and leadership and teams throughout a global organization. The process can hAppen faster, though, if the company already has strong core values and other essential elements of identity.

斯蒂芬·格雷瑟是哈佛商學(xué)院Richard P. Chapman（營銷/溝通）教席名譽(yù)教授，曾任《哈佛商業(yè)評論》編輯及編委會(huì)主席。馬茨·歐德是瑞典隆德大學(xué)經(jīng)濟(jì)管理系副教授。