"The second assumption is just as dangerous: it is the dangerously linear assumption that the best way to build a brand is to set out to build a brand. I really don’t believe this. I think if you set out to build a great business, you’ll stand a fair chance of building a great brand. I am not equally confident that someone aspiring to build a great brand will build a great business." - Rory Sutherland

1. Products are made and owned by companies. Brands, on the other hand, are made and owned by people … by the public …by consumers.

2. A brand image belongs not to a brand – but to those who have knowledge of that brand.

3. The image of a brand is a subjective thing. No two people, however similar, hold precisely the same view of the same brand.

4. That highest of all ambitions for many CEOs, a global brand, is therefore a contradiction in terms and an impossibility.

5. People come to conclusions about brands as a result of an uncountable number of
different stimuli: many of which are way outside the control or even influence of the product’s owner.

6. Brands – unlike products – are living, organic entities: they change, however imperceptibly,
every single day.

7. Much of what influences the value of a brand lies in the hands of its competitors.

8. The only way to begin to understand the nature of brands is to strive to acquire a facility which only the greatest of novelists possess and which is so rare that it has no name.

9. The study of brands – in itself a relatively recent discipline – has generated a level of
jargon that not only prompts deserved derision amongst financial directors but also provides
some of the most entertaining submissions in Pseuds’ Corner.

10. It is universally accepted that brands are a company’s most valuable asset; yet there is
no universally accepted method of measuring that value.

11. The only time you can be sure of the value of your brand is just after you’ve sold it.

12. It is becoming more and more apparent that, far from brands being hierarchically inferior to companies, only if companies are managed as brands can they hope to be successful.

13. And as if all this were not enough, in one of the most important works about brands published this year, the author says this: “Above all, I found I had to accept that effective brand communication …involves processes which are uncontrolled, disordered, abstract, intuitive … and frequently impossible to explain other than with the benefit of hindsight”.

by Jeremy Bullmore, WPP, 2001

We define culture as a network of discrete, specific knowledge structures shared
by individuals within some definable population. Icons of a culture are like “magnets of meaning”; they connect many diverse elements of cultural knowledge.
Thus, cultural icons, when activated, will spread activation to other constructs in the cultural knowledge network.

Like other symbols, a consumer brand can also be a cultural icon or a vehicle for
cultural meaning. Iconic brands are consumer brands that become “consensus expressions of particular values held dear by some members of a society”. These brands are loaded with cultural meanings; they are strongly associated with the culture’s values, needs, and aspirations
and increase their cognitive accessibility.

Consumer brands vary in their degree of cultural iconicity. We conceptualize brand iconicity as the degree to which a particular brand is associated with multiple constructs in a network of cultural knowledge. Consumers’ knowledge about products/brands forms integrated structures in memory. Iconic brands can transfer their iconic status to the product category they belong.

Accordingly, we conceptualize an iconic category as a product category with highly accessible iconic brands. Through the strong connections with their iconic brands, iconic categories also possess rich cultural significance; they are strongly associated with the values, needs, and aspirations in their culture of origin. Brands with rich cultural meanings can create stronger and much deeper connections with the consumers.