Process of Building a Strong Brand An Evaluation of a Local Bank Experience

Abstract

The aim of this research was to document the process undertaken to register a turnaround without external assistance in terms of financial or management expertise or assistance in the area of technology. The problems management encountered in the Bank were real and have been captured in this document. As part of restructuring, corporate branding was initiated to tackle cultural rigidities and infuse new business practices into the bank. The branding project was fully embraced and its implementation revolved around the five steps outlined by Wheeler (2003). These were research, formulation of brand strategy, development of brand identity system, finalization of brand expressions and legal protection, and finally managing of brand assets. Wheeler (2003) warns that eliminating some steps or reorganizing the process may present an appealing way to cut costs and time, but doing so can pose substantial risks and impede long- term benefits. She reports that the process, when done right, can achieve remarkable results. After the brand identity systems had been developed by the Bank in question, a communication strategy was crafted, which involved the internal as well as the external launches. Subsequently the branch rollout which involved branch refurbishment and training of branch staff, commenced. There were lessons learnt from the Bank's experience of branding. These lessons could possibly apply to any company intending to engage in branding exercise. As Paula Sher (2000) noted branding is like navigating through the political process, building trust - building relationships - it's everything'. Without neutralizing opposition to the branding program through communication and without engaging all stakeholders, branding could not achieve the desired results. The research recommends that an integrated and comprehensive study be undertaken to see whether the approaches used by global brands were any different or similar to the process the Bank used. The brand strategy calls for a complete shift in the way Kenyan Corporate think. That is branding from a short-term to a long term strategic perspective, from fragmented marketing activities to totally aligned branding activities, from a vision of branding as the sole responsibility of marketing managers to branding as the most essential functions of the of the firm led from the board room.