
Markenwerte sind Teil zahlreicher Markenmodelle 1. Sie sind sozialpsychologische Konstrukte, die die Identität einer Gruppe, oder hier die einer Marke und ihrer Mitarbeiter, durch die Vorgabe eines Spielraums für Handlungsoptionen beeinflussen 2 3 4. Sie geben an, wofür eine Marke steht, woran sie glaubt und sind langfristig stabil 5 6 7 8. Es wird davon ausgegangen, dass sich die Werte einer Person nie ändern, sondern sich lediglich die Prioritäten verschieben, was sich auch auf eine Marke im Sinne der Gruppenidentität übertragen lässt. Die Werte einer Marke können den symbolischen bzw. psychosozialen Nutzen stützen, der im Kopf des Konsumenten hervorgerufen wird 9 10. Darüber dienen Markenwerte in immer homogeneren Märkten auch der Differenzierung, weshalb sie im Brand Holosphere Model auf der rechten, dem Wettbewerb zugewandten, Seite eingeordnet sind.
Anforderungen an Markenwerte
Sie sollten konkret bzw. bedeutungsvoll und inspirierend sein und nur wenig Raum für Interpretation lassen. Außerdem sollten sie ursächlich bzw. im Unternehmen begründet sein und sich vom Unternehmen belegen lassen. Darüber hinaus müssen Markenwerte für den Kunden relevant sein und im Vergleich mit dem Wettbewerb spezifisch bzw. besonders glaubhaft exklusiv 11 von dem Unternehmen oder der Marke belegt werden 12.
Diese Kriterien schließen auch die oben erwähnten kategorietypischen Werte aus, da diese zu wenig Differenzierungspotenzial bieten. Um zu vermeiden, dass die bloße Auflistung einzelner Wörter das Ziel der Definition und Abgrenzung eines Wertesystems verfehlt, sollten Werte auch in ganzen Sätzen formuliert werden und den gemeinsamen Glauben an diese Werte manifestieren 13. Empfehlenswert ist, nicht weniger als drei oder mehr als fünf Werte zu definieren.
Ungeeignete Markenwerte
Besonders häufig werden, verschiedenen Studien zufolge, in der Praxis Begriffe wie Innovation, Zuverlässigkeit Kundenorientierung und vor allem Qualität als Markenwerte eingesetzt 14 15, welche jedoch dem Kunden keinerlei Orientierung bieten und nicht vom Wettbewerb abgrenzen 16, da dies Grundprinzipien unternehmerischen Handelns 17 sind. Sie werden zum Teil auch als Substanzwerte bezeichnet 18.
Markenmodelle mit Werten

Brand Holosphere Model

Identitätsmodell von Burmann

Unilever Brand Key

Aakers Identitätsansatz
Markenwerte aus der Praxis
Die aufgeführten Beispiele führen nicht nur die Markenwerte auf, da diese nie isoliert von anderen Markenelementen wie z.B. Kompetenzen oder Purpose betrachtet werden dürfen.
Audi
Vision:
Wir wollen die Marke mit der größten Anziehungskraft, faszinierenden kundenrelevanten Innovationen, atemberaubendem Design und begeisternden Kundenerlebnis sein.19
Essence:
Vorsprung durch Technik
Purpose: We exist to
Unleash the beauty of sustainable mobility 20 19
Null emissionen.21
Mission:
Wir handeln zielgerichtet, konsistent und mit voller Kraft – also konsequent. Deshalb lautet unsere Mission: konsequent Audi.
Wir handeln konsequent bei allem, WAS wir tun – entlang der Handlungsfelder konsequent Kunde, elektrisch, vernetzt und nachhaltig.
Wir handeln konsequent bei allem, WIE wir es tun – stärken konsequent unser Team, sind konsequent fokussiert, nutzen konsequent Synergien und sind konsequent profitabel.19
Values:
Sporty (energetic, appealing, determined)
Sophisticated (ambitious, fascinating, accomplished)
Progressive (influential, imaginative, perceptive)
Quelle: Prof. Dr. Willi Diez 22, Hildegard Wortmann 23
Bayer
Vision:
Health for all, Hunger for none
Essenz & Claim:
Science for a better life 24 25
Values: LIFE setzt sich aus den Anfangsbuchstaben von Leadership, Integrität, Flexibilität und Effizienz zusammen.
Markenattribute:
Optimistisch // Inspirierende Positivität: Ja, wir können ein besseres Morgen schaffen.
Leidenschaftlich // Wo sich Pflichtbewusstsein und Begeisterung vereinen.
Visionär // Führungsstark agieren und selbstbewusst sein, um Fortschritt voranzutreiben.
Tonalität (Look & feel):
Warm, menschlich, selbstbewusst, dynamisch und energiegeladen
Bild
Vision:
Das multimediale Leitmedium Deutschlands
Essenz:
Der Seismograph der deutschen Gesellschaft.
Werte:
Ungeschönt, Authentisch, Polarisierend, Mutig, XXL, Laut
Quelle: Meedia
BMW
Coca-Cola
Essence:
Happiness in a Bottle
Purpose: We exist to
refresh the world in mind, body and spirit.28
Values: Leadership, collaboration, intergrity, accountability, passion, diversity, quality
Quelle: Mission-Statement.com
DHL
Überzeugungen: 29
„Alles ist möglich – solange wir offen für neue Ideen sind, klug denken und mutig handeln.“
„Kompetenz und Erfahrung bilden unser Fundament, aber damit wir uns immer weiter entwickeln, ist kreative Intelligenz gefragt.“
„Nachhaltigkeit und Innovation gehen Hand in Hand – mit starken positiven Auswirkungen auf unser Unternehmen, die Gesellschaft und unsere Umwelt.“
Leitbild / Purpose: 29
Wir verbinden Menschen und verbessern ihr Leben.
Positioning Statement:
Als führender Dienstleister in Fracht und Logistik will das Unternehmen höchste Servicequalität bieten, dank des Engagements der Mitarbeiter, proaktiv Lösungen und lokaler Stärke bei globaler Präsenz
Core Competencies: 30
Proactive Solutions
Personal Commitment
Local Strength Worldwide
Markenwerte: 29
Simplifying – Wir möchten unseren Kunden das Leben einfacher machen.
Sustainable – Wir setzen unseren Geschäftsschwerpunkt auf den langfristigen Nutzen für unsere Kunden.
Globally local – Wir sind immer da, egal wo uns unsere Kunden brauchen.
Commited – Wir achten auf die uns anvertrauten Güter als wären es unsere eigenen.
Quelle: Esch/Ambrecht
Disney
Purpose: We exist to
make people happy
Mission:
To entertain, inform and inspire people around the globe through the power of unparalleled storytelling, reflecting the iconic brands, creative minds and innovative technologies that make ours the world’s premier entertainment company.
Values: Imagination and Wholesomeness
Edding
Essence:
Ausdruckskraft (Tinte im Blut)
Values:
Langlebig, robust, glaubhaft, kreativ
Quelle: Prof. Dr. Karsten Kilian 36
Fundamental Believe: We believe
all information should be available within one click.
Purpose: to organize the world’s information and make it universally accessible and useful.
Values:
Put the user first. 37
Speed is a virtue. 38
Set audacious goals. 39
Overweight the future. 40
Embrace failure to break boundaries. 41
Be uncompromising about people. 42
ING DiBa
Purpose:
Empowering people to stay a step ahead in life and in business
Values:
We are honest.
We are prudent.
We are responsible.
Customer Promise (Benefits):
To deliver on our purpose, we have defined our Customer Promise. These are the four ways we will empower our customers with a differentiating experience.
Clear and easy
Banking doesn’t have to be difficult and time consuming. It’s all about clear products, plain language, fair prices and simple processes that save both time and money.
Anytime, anywhere
Banking should be possible anytime and anywhere, irrespective of where and how people access our products and services.
Empower
The best financial decisions are informed decisions. Customers want relevant, up-to-date information at their fingertips. They need to understand the available choices, and their implications, both today and for the future.
Keep getting better
Life and business are about moving forward. We will keep looking for ways to improve. With new ideas, new solutions and new approaches to make things easier for our customers. That way, we can all stay a step ahead.
Quelle: ING 43
Ikea
Fundamental Believe:
Ein für alle Mal haben wir entschieden, auf der Seite der vielen 44 Menschen zu stehen. Wir wollen ein breites Sortiment formschöner und funktionsgerechter Einrichtungsgegenstände zu Preisen anbieten, die so günstig sind, dass möglichst viele Menschen sie sich leisten können.
Purpose: We exist to
create a better everyday life for the many people.45
Values:
Strapazierfähig, Unkompliziert, Geradlinig, Aufrichtig
Benefits:
Democratic Design: Schönes Design, Gute Funktionaliät, nachhaltig, gute Qualität, Niedriger Preis
Quelle: Ikea – Testament eines Möbelhändlers 46
Kellog Company
Vision:
To enrich and delight the world through foods and brands that matter.
Purpose:
Nourishing families so they can flourish and thrive.
Values:
Integrity, accountability, passion, humility, simplicity Results
Quelle: Kellog Company 47
Lego
Vision: A global Force for establishing and innovating Learning-through-play
Fundamental Believe: We believe
in the power of play. Play lets us be creative, explore, experiment, dream and discover. Children are our Rolemodels.
Purpose: We exist to
inspire the and develop the builders of tomorrow
Values: Imagination, creativity, fun, learning, quality, caring
Quelle: Lego
Mercedes Benz
Essenz:
Das Beste oder nichts
Values:
Faszination
Perfektion
Verantwortung
Netflix
Vision:
Becoming the best global entertainment distribution service
Licensing entertainment content around the world
Creating markets that are accessible to filmmakers
Helping content creators around the world to find a global audience.
Values:
Impact, Communication, Judgement, Curiosity, Courage, Honesty, Selfnessless, Passion, Innovation
Customer Values Proposition (Benefit):
Watch anytime. Cancel anytime. 53
Quelle: The Balance
N26
Vision: to transform the way you manage your money with the latest technology and the best minds from around the globe, in order to change banking for the better.
Fundamental Believe: At N26, we believe that
your bank should be as mobile and flexible as you.
Purpose: We exist to
bring personal banking into the modern world.
Values:
Simplicity 55
Integrity 56
Drive 57
Excellence 58
Quelle: N26
Osram
Positioning Statement:
OSRAM Opto Semiconductors stands for innovative, trend-setting technologies for illumination, visualization and sensing. Future technologies are the wheels on which we move our lives forward. Our dreams and desires are the engines that turn the wheels and set the pace of change. In an era of continual technological change, OSRAM Opto Semiconductors is working hard to anticipate and develop the technologies of the future.
Values:
Appreciation, respect and trust
Patagonia
Vision:
use of all its resources to protect life on Earth.
Fundamental Believe: We believe
all life on earth is under threat of extinction
Purpose: We’re in business to
save our home planet.
(Old: build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis.)
Values:
Cause no unnecessary harm 59
Use business to protect nature. 60
Quelle: Patagonia 61
Ruag
Positioning Statement:
RUAG develops trailblazing innovations and internationally sought-after, cutting-edge technology in the fields of aerospace and defence. Based on strong ethical beliefs and historically rooted in the Swiss army, RUAG combines outstanding technological expertise with a high degree of foresight and responsibility. Thus it helps create and safeguard the main pillars of prosperous societies: security and progress.
Core / Essence:
Together ahead.
Promise:
We listen to make it right
We stay to make it real
A promise you can trust 62
Values:
Collaboration, High Performance, Visionary thinking
Quelle: Ruag Brand Portal 63
Starbucks
Vision:
to establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles while we grow
Essence:
We are the “third place” where everyone is welcome and we can gather, as a community, to share great coffee and deepen human connection.64
Purpose: We’re in business to
to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time
Values:
teamwork, integrity, respect for culture, and perseverance 65
Spotify
Vision:
Audio is global and Spotify should be too.
Fundamental Believe:
We believe all life on earth is under threat of extinction
Purpose: We exist to unlock the potential of human creativity by giving a million creators the opportunity to live off their art and billions of fans the opportunity to enjoy and be inspired by it.
Values:
Innovative 69
Sincere 70
Passionate 71
Collaborative 72
Playful 73
Personality:
Here at Spotify, we like to think of ourselves as a band.
Quelle: Spotify 74
Sony
Purpose: We exist to
fill the world with emotion, through the power of creativity and technology.
(Old Purpose: Become the company most known for changing the worldwide poor-quality image of Japanese products)
Values:
Dreams & Curiosity
Pioneer the future with dreams and curiosity.
Diversity
Pursue the creation of the very best by harnessing diversity and varying viewpoints.
Integrity & Sincerity
Earn the trust for the Sony brand through ethical and responsible conduct.
Sustainability
Fulfill our stakeholder responsibilities through disciplined business practices.
Quelle: Sony, Bruce & Montanez 75
Vaillant Group
Purpose:
Taking care of a better climate.
Inside each home and the world around it.
Values:
Entrepreneurship, trust, integrity and passion
Quelle: Vaillant Group
Velux
Insight: Ein Großteil der heutigen Generationen ist kaum noch draußen an der frischen Luft. 90% unserer Zeit verbringen wir in geschlossenen Räumen. Die Folge: Schlechte Luft, Hausstaub, Dunkelheit, Krankheiten – durch ein schlechtes Raumklima.
Purpose: We believe
We believe that a healthy and sustainable home must be designed for people, for increased energy efficiency and with respect for the environment.
Purpose: We exist to
To Create better living environments by bringing daylight and fresh air into people’s homes all over the world.
Values:
Engagement; Gegenseitiger Resepekt; Initiative vor Ort; Verbesserungen; Gründlichkeit
Benefits:
Frische Luft, Ausblick, Tageslicht
Brand Story:
Wir bei VELUX haben es uns zur Aufgabe gemacht, die Indoor Generation zu retten. Nach jahrelangem Ausharren in der Dunkelheit bringen wir das Draußen nach drinnen. Häuser und Wohnungen sollen so gestaltet werden, dass Tageslicht, Frischluft und Ausblick zum Wohnambiente beitragen. Geräusche und Gerüche sollen bewusst entweder ausgeschlossen oder mit hereingeholt werden können. VELUX bringt das Schöne an der Natur zurück ins Leben.
Volvo Cars
Corporate Vision:
By 2020 no one should be killed or seriously injured in a new Volvo car.
Fundamental Believe:
We believe no one should be killed or seriously injured in a new Volvo.
Purpose:
We exist to protect the people inside and around our cars.
Essence: Security
Values:
Safety
Quality
Environment
Design
Zalando
Corporate Vision: Transforming Zalando from a successful online fashion retailer into a fashion platform. We strive to become the Starting Point for Fashion.
Fundamental Believe: We believe
fashion ecosystems can and should benefit everyone – customers, the industry, and society at large. Fashion should be smarter, kinder, more sustainable, and more accessible.
Purpose: We exist to
reimagine fashion for the good of all.
Values: tiefgreifende Kundenorientierung, unternehmerische Denkweise, Schnelligkeit und Teamgeist
Quelle: vgl. Homburg/Richter, 2003, S.15 nach Detzel/Mahle/Pätzmann, 2016, S. 60; Zalando Vision & Purpose, Zalando Werte
Modelle in denen Markenwerte aufgegriffen werden
- vgl. Jowitt, H., & Lury, G. (2012). Is it time to reposition positioning? Journal of Brand Management, 20/2012(2), 96 – 103. S. 97(back)
- vgl. Kilian, K. (2016). Das Würzburger Marken-Management Modell. (M. M. München, Hrsg.) Marke41(4/2016), 55-58.(back)
- vgl. Herzberg, P. Y., & Roth, M. (2014). Basiswissen Psychologie – Persönlichkeitspsychologie. (J. Kriz, Hrsg.) Osnabrück: Springer Fachmedien., S. 85(back)
- Schmidlin, V. (2011). Modelle zur Entwicklung erfolgreicher Positionierungen. In A. Baetzgen (Hrsg.), Brand Planning. Stuttgart: Schäffer-Pöschel Verlag für Wirtschaft – Steuern – Recht GmbH., S.89.(back)
- vgl. Bruce, A. & Jeromin, C. (2016). Agile Markenführung – Wie Sie Ihre Marke stark machen für dynamische Märkte. Hamburg: Springer Fachmedien, S. 30(back)
- vgl. Perry, J., Freundt, T., & Spillecke, D. (2015). Power Brands (3. Auflage). Weinheim: Deutsche Nationalbibliothek., S. 222 f.(back)
- vgl. Burmann, C., Halaszovich, T., & Hemmann, F. (2012). Identitätsbasierte Markenführung. Wiesbaden: Springer Gabler., S. 44,52(back)
- vgl. Burmann, C., Meffert, H., & Feddersen, C. (2012). Identitätsbasierte Markenführung. In A. Florack, M. Scarabis, & E. Primosch (Hrsg.), Psychologie der Markenführung. München: Verlag Franz Vahlen., S. 7 f.(back)
- vgl. Radtke, B. (2014). Markenidentitätsmodelle: Analyse und Bewertung von Ansätzen zur Erfassung der Markenidentität. Wiesbaden: Springer Gabler., S. 26(back)
- vgl. Burmann/Halaszovich/Hemmann (2012). Identitätsbasierte Markenführung, S. 52(back)
- Zu diesem Zweck lohnt sich eine Analyse des Wettbewerbs einer Werte- oder Motivlandkarte wie z.B. der etablierten Limbic Map, Semiometrie von Kantar, die ValueSphere der Serviceplan Gruppe oder das Neuroversum aus der Scholz & Friends Family(back)
- vgl. Kilian, K. (2012). Markenwerte, welche Markenwerte? (Markenverband, Hrsg.) Markenartikel(5/2012), 64-66(back)
- vgl. Jowitt, H., & Lury, G. (2012). Is it time to reposition positioning? Journal of Brand Management, 20/2012(2), 96 – 103.(back)
- vgl. Kilian, K. (2012). Markenwerte, welche Markenwerte? (Markenverband, Hrsg.) Markenartikel(5/2012), 64-66.(back)
- vgl. Aaker, D., Stahl, F., & Stöckle, F. (2015). Marken erfolgreich gestalten – Die 20 wichtigsten Grundsätze. Berkeley, Berlin, Mannheim: Springer Gabler., S. 43-47(back)
- vgl. Duncker, C., Röseler, U., & Fichtl, L. (2015). Marken-Positionierung: Auf der Suche nach verlässlichen Instrumenten. (Deutscher Marketing Verband e.V., Hrsg.) Absatzwirtschaft(12/2015), 76-79., S. 79(back)
- vgl. Kilian, 2012, S. 64(back)
- vgl. Hensel, 2016, Markentrichtermodell in Understanding Branding(back)
- Audi(back)(back)(back)
- Hildegard Wortmann im OMR Podcast „OMR #254 mit Hildegard Wortmann(back)
- Andrey / Audi(back)
- Brand Management Vorlesung 2015(back)
- 2020 im OMR Podcast(back)
- siehe auch Mission(back)
- Bayer(back)
- Bayer / Unsere Werte(back)
- Bayer – Unsere Vision(back)
- … To inspire moments of optimism and happiness trough our brands and actions. To create value and make a difference.(back)
- DPDHL Brand Strategy(back)(back)(back)
- beschrieben als Werte(back)
- Esch, Tomczak, Kernstock, Langner, Redler (2014). Corporate Brand Management:, S.49(back)
- Walt Disney Company Hutchison, Lyons, de Rodriguez, (2014) Humanistic Business, 167(back)
- Oosthuizen (2013), Brand Book, S.49(back)
- Collins, Kim, Mauborgne, HBR 10 Must Reads on Strategy for Healthcare(back)
- Edeka Verbund(back)
- Markenwerte, welche Markenwerte? in Markenartikel 05/2012, S.64-66(back)
- Building with a user-first mindset means being bothered by the way things are. Accept nothing as a given. Ask yourself, how would I build this if I were to build it from scratch, right now? One of my favorite examples of this is Meredith Perry, founder of uBeam. She dared to ask why charging devices couldn’t be easier—and created a new technology for wireless charging using the power of sound when we simply walk into a room. We start at Google with a relentless focus on delighting the user with unexpectedly fast, easy, helpful experiences.(back)
- Users want things fast, so prioritize speed in your design. Are you getting your customers what they want as fast as you possibly can? Our search team asks themselves this as they reimagine the search experience with features like the ability to search while you type, or knowledge cards that show you everything you might want to know about, say, the Taj Mahal, as soon as you look for it. To build for speed, you also have to be fast. Is your organization structured around making your products more and more successful? Or are silos and cumbersome processes slowing you down and holding back innovation?(back)
- It’s easy to get bogged down trying to improve things by 10 percent when your focus should be on how to improve things by 10x. Setting your sights on a big, daunting target rallies people to do amazing things and ensures that the change you’ll see will be truly transformational, not incremental. Push your teams to ask “why not?” Are we building for today or for what the future needs to look like? As Larry Page says, have a “healthy disregard for the impossible.” Thinking like this is what inspires our team to invest in projects like Loon, which aims to connect those in rural and remote areas to the Internet with high-altitude balloons.(back)
- Most leaders are biased to the present: pressures from the market for returns, too many backward-looking metrics, and urgent matters often trumping important ones. True business transformation takes three to four years, at least. Ask yourself, “what share of my organization is focused on the future?” If it is far less than the share of the business you want to build, it is highly likely that this alone may keep you from getting there.(back)
- Advancements in technology make it far easier to test new ways of doing things. Breaking new ground typically requires relentless experimentation: test, learn, iterate. Instilling a culture of reimagination is underpinned by people not fearing that failure will hold back their careers, as long as they are in pursuit of a really big goal. Ask yourself: who is at the top of your organization? Are they risk takers or only from well-trod paths? Do you celebrate what you learn from failures as much as what you learn from winning?(back)
- When you are working to reimagine, success is driven by people. Technology is merely an enabler to challenge boundaries. Be uncompromising in pursuing the best people and screen carefully for the skills that really matter: great problem solving and learning agility, a bias for action, and comfort with ambiguity. Ensure you have a diverse range of perspectives. Do your leaders reflect your customers of today and the future? Are there enough people who ask unexpected questions, who sometimes make you uncomfortable? Move leaders regularly to refresh them. Most people do their best and most creative work when they are outside their comfort zone.(back)
- ING – Purpose & Strategy(back)
- im Sinne von normalen oder einfachen(back)
- siehe auch Bord Annweiler (2020) in Point of Purpose S. 34(back)
- Dokument auf Yumpu.com(back)
- Our Vision & Purpose & Our Values(back)
- Walking in other people’s shoes Empathy begins with paying close attention to the world around us. We listen and respond to the needs of our customers, employees and other stakeholders.(back)
- Doing the right thing Integrity means doing right by our employees, brands, company and society as a whole. Ethical conduct and social responsibility characterize our way of doing business.(back)
- Being authentic and innovative The pioneering spirit that started in 1873 with the very first pair of blue jeans still permeates all aspects of our business. Through innovative products and practices, we break the mold.(back)
- Standing up for what we believe It takes courage to be great. Courage is the willingness to tell the truth and to challenge hierarchy, accepted practice and conventional wisdom. It means standing by our convictions and acting on our beliefs.(back)
- Levis – About us(back)
- Annweiler (2019) in Point of Purpose S. 192(back)
- Bruce & Jeromin (2016). Agile Markenführung, 103(back)
- Banking does not have to be complicated – neither for the customers, nor for those who want to innovate it.(back)
- Transparency and fairness matter – not only in respect to banking solutions but also at our daily work.(back)
- We change banking by implementing the right ideas quicker than our competitors.(back)
- We want to offer the best banking experience in Europe – that’s why we always try to reach the optimal.(back)
- We know that our business activity—from lighting stores to dyeing shirts—is part of the problem. We work steadily to change our business practices and share what we’ve learned. But we recognize that this is not enough. We seek not only to do less harm, but more good.(back)
- The challenges we face as a society require leadership. Once we identify a problem, we act.We embrace risk and act to protect and restore the stability, integrity and beauty of the web of life.
Not bound by convention ((Our success—and much of the fun—lies in developing new ways to do things.(back) - Patagonia – Core Values(back)
- Long Version: What makes RUAG unique in our customers’ minds? At RUAG, we make it our business to understand our customers’ needs. We listen and learn every step of the way to create technology solutions that work. By delivering consistently high-quality and reliable performance, we generate the value that keeps our customers coming back.(back)
- Ruag Brand Portal(back)
- Starbucks – Third Place Policy(back)(back)
- … Creating a culture of warmth and belonging, where everyone is welcome. Acting with courage, challenging the status quo and finding new ways to grow our company and each other. Being present, connecting with transparency, dignity and respect. Delivering our very best in all we do, holding ourselves accountable for results.(back)
- Starbucks – About us(back)
- Mission-Statement.com – Starbucks(back)
- The Mission Purpose Report 2017(back)
- We move fast and take big risks. We cultivate curiosity. We’re unafraid to fail, knowing that each mistake contains a valuable lesson and gets us one step closer towards creativity and innovation.(back)
- We have no time for internal politics. We lead with transparency and engage with open minds. Creating something new requires trust so candid feedback delivered with good intent is at the heart of everything we do.(back)
- We revel in what we do. We genuinely care about our shared Spotify mission, pushing ourselves to become masters of the part we play. We energize and inspire others around us, knowing that excitement drives innovation.(back)
- we recognize that we’re all in this together. Everyone is an integral part of the work we do with an equal opportunity to participate – we share ideas and best practices across business units and in spite of traditional hierarchies.(back)
- With all that said, we don’t take ourselves too seriously. We connect with each other. We celebrate successes. And just like a real band, we like to jam.(back)
- Spotify – Jobs(back)
- Leaders Start to Finish (2012), S.77(back)
- Esch, F.-R. (2010). Strategie und Technik der Markenführung (6. Auflage). München: Franz Vahlen Verlag, S. 529(back)
- auf Yumpu(back)
- in Fallstudien zum Internationalen Management, S.319(back)