The Brutal Truth About Asian Branding aims to do three things: uncover, educate and execute.
Firstly, it aims to expose the practices, circumstances, policies as well as management attitudes and mentality that individually and collectively conspire to effectively hold back Asian brands from graduating to great brands. These range from the plainly visible, to the insidiously undetectable. It is reflected in cultural values that encourage middle level company employees to sanitize bad news; it is reinforced by the unwillingness of all level employees to experiment with new ideas or even volunteer opinions for fear of being penalized for being wrong; it thrives in operational environments that separate functional departments responsible for creating the product from those that promise the experience of the product to the customer; and it dies a still-born death in the hands of CEOs who lack long term vision in favor of short-term wins.
Secondly, it aims to re-educate Asian managers – particularly CEOs – on the subject of brand and branding. It takes aim at the countless misconceptions and the outright ignorance that have collectively contributed to poor and non-existing brand building practices in Asian companies. The approach is provocative because many of the metaphors used (from rock music to religion) not only provide immediate and relieving clarity, but many do so by aiming to deliver personal epiphanies. Suddenly the vague, nebulous, contradictory and confusing are rendered clear, connected and comprehensible.
Thirdly, it provides a comprehensive step-by-step explanation of the typical multi-phase methodology brand consultants use to either position new brands or re-position existing brands that have lost their way.
The Brutal Truth About Asian Branding is a long awaited no-holds barred reality check for Asian decision makers that at the same time validates the potential greatness hidden in Asian brands and provides the means to making them so.
*Excluding Japanese brands