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Key Values

Markenwerte

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.

Markenmodelle mit Werten

Brand Holosphere Model
Brand Holosphere Model
Identitätsmodell von Burmann
Identitätsmodell von Burmann
Unilever Brand Key
Unilever Brand Key
Aakers Identitätsansatz
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.

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Schreiben Sie mir gerne, wenn Sie einen Fehler entdeckt haben, oder ihnen eine Marke fehlt zu der es öffentlich verfügbare Informationen gibt.



Modelle in denen Markenwerte aufgegriffen werden
  1. vgl. Jowitt, H., & Lury, G. (2012). Is it time to reposition positioning? Journal of Brand Management, 20/2012(2), 96 – 103. S. 97(back)
  2. vgl. Kilian, K. (2016). Das Würzburger Marken-Management Modell. (M. M. München, Hrsg.) Marke41(4/2016), 55-58.(back)
  3. vgl. Herzberg, P. Y., & Roth, M. (2014). Basiswissen Psychologie – Persönlichkeitspsychologie. (J. Kriz, Hrsg.) Osnabrück: Springer Fachmedien., S. 85(back)
  4. 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)
  5. vgl. Bruce, A. & Jeromin, C. (2016). Agile Markenführung – Wie Sie Ihre Marke stark machen für dynamische Märkte. Hamburg: Springer Fachmedien, S. 30(back)
  6. vgl. Perry, J., Freundt, T., & Spillecke, D. (2015). Power Brands (3. Auflage). Weinheim: Deutsche Nationalbibliothek., S. 222 f.(back)
  7. vgl. Burmann, C., Halaszovich, T., & Hemmann, F. (2012). Identitätsbasierte Markenführung. Wiesbaden: Springer Gabler., S. 44,52(back)
  8. 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)
  9. vgl. Radtke, B. (2014). Markenidentitätsmodelle: Analyse und Bewertung von Ansätzen zur Erfassung der Markenidentität. Wiesbaden: Springer Gabler., S. 26(back)
  10. vgl. Burmann/Halaszovich/Hemmann (2012). Identitätsbasierte Markenführung, S. 52(back)
  11. 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)
  12. vgl. Kilian, K. (2012). Markenwerte, welche Markenwerte? (Markenverband, Hrsg.) Markenartikel(5/2012), 64-66(back)
  13. vgl. Jowitt, H., & Lury, G. (2012). Is it time to reposition positioning? Journal of Brand Management, 20/2012(2), 96 – 103.(back)
  14. vgl. Kilian, K. (2012). Markenwerte, welche Markenwerte? (Markenverband, Hrsg.) Markenartikel(5/2012), 64-66.(back)
  15. vgl. Aaker, D., Stahl, F., & Stöckle, F. (2015). Marken erfolgreich gestalten – Die 20 wichtigsten Grundsätze. Berkeley, Berlin, Mannheim: Springer Gabler., S. 43-47(back)
  16. 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)
  17. vgl. Kilian, 2012, S. 64(back)
  18. vgl. Hensel, 2016, Markentrichtermodell in Understanding Branding(back)
  19. Audi(back)(back)(back)
  20. Hildegard Wortmann im OMR Podcast „OMR #254 mit Hildegard Wortmann(back)
  21. Andrey / Audi(back)
  22. Brand Management Vorlesung 2015(back)
  23. 2020 im OMR Podcast(back)
  24. siehe auch Mission(back)
  25. Bayer(back)
  26. Bayer / Unsere Werte(back)
  27. Bayer – Unsere Vision(back)
  28. … To inspire moments of optimism and happiness trough our brands and actions. To create value and make a difference.(back)
  29. DPDHL Brand Strategy(back)(back)(back)
  30. beschrieben als Werte(back)
  31. Esch, Tomczak, Kernstock, Langner, Redler (2014). Corporate Brand Management:, S.49(back)
  32. Walt Disney Company Hutchison, Lyons, de Rodriguez, (2014) Humanistic Business, 167(back)
  33. Oosthuizen (2013), Brand Book, S.49(back)
  34. Collins, Kim, Mauborgne, HBR 10 Must Reads on Strategy for Healthcare(back)
  35. Edeka Verbund(back)
  36. Markenwerte, welche Markenwerte? in Markenartikel 05/2012, S.64-66(back)
  37. 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)
  38. 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)
  39. 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)
  40. 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)
  41. 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)
  42. 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)
  43. ING – Purpose & Strategy(back)
  44. im Sinne von normalen oder einfachen(back)
  45. siehe auch Bord Annweiler (2020) in Point of Purpose S. 34(back)
  46. Dokument auf Yumpu.com(back)
  47. Our Vision & Purpose & Our Values(back)
  48. 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)
  49. 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)
  50. 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)
  51. 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)
  52. Levis – About us(back)
  53. Annweiler (2019) in Point of Purpose S. 192(back)
  54. Bruce & Jeromin (2016). Agile Markenführung, 103(back)
  55. Banking does not have to be complicated – neither for the customers, nor for those who want to innovate it.(back)
  56. Transparency and fairness matter – not only in respect to banking solutions but also at our daily work.(back)
  57. We change banking by implementing the right ideas quicker than our competitors.(back)
  58. We want to offer the best banking experience in Europe – that’s why we always try to reach the optimal.(back)
  59. 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)
  60. 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)
  61. Patagonia – Core Values(back)
  62. 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)
  63. Ruag Brand Portal(back)
  64. Starbucks – Third Place Policy(back)(back)
  65. … 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)
  66. Starbucks – About us(back)
  67. Mission-Statement.com – Starbucks(back)
  68. The Mission Purpose Report 2017(back)
  69. 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)
  70. 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)
  71. 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)
  72. 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)
  73. 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)
  74. Spotify – Jobs(back)
  75. Leaders Start to Finish (2012), S.77(back)
  76. Esch, F.-R. (2010). Strategie und Technik der Markenführung (6. Auflage). München: Franz Vahlen Verlag, S. 529(back)
  77. auf Yumpu(back)
  78. in Fallstudien zum Internationalen Management, S.319(back)

Von Uli Drömann

Senior Strategy Consultant | Serviceplan Consulting Group
Dozent für Strategic Planning an der Brand University in Hamburg