Creating unique and enduring cultural brands is the holy grail of advertising. Using the combination of timing, attitude, and emotion can not only identify but also reflect an ideology, which is very close to the magic of marketing. There are only a handful of successful companies, and there are even fewer companies like Starbucks, Zara, and Apple that come to mind that have been doing well year after year. Each of these companies provides consumers with a brand that reflects more than just cars, coffee, computers, or clothing: they are keenly aware or lucky enough to stumble upon changes in cultural customs and make their products Positioned as a promoter of change.
Here are the Principles of cultural branding
Cultural brands create a sense of community among consumers. Brands that have achieved iconic cultural status not only provide products; they provide a sense of community. Perhaps as a direct result of reflecting and participating in the new cultural movement, these brands provide consumers with the opportunity to enter an elite club composed of like-minded people and provide all the benefits of the brand experience at this level.
Cultural brands create experiences for consumers Cultural brands go beyond products, including how consumers experience products. Companies like Starbucks enrich their products (and expand their product lines) by serving the customer environment. Upholstered chairs, great music, luxurious decorative details, and soft lighting create a casual atmosphere that complements the cafe and encourages customers to stay and return. When the customer leaves, this experience does not disappear: it has become part of the brand itself and is reflected in every cup with a mermaid emblem we see on the street.
Cultural brands provide reliable products and services Of course, without strong products or services, no brand has cultural stamina. Although the brand experience can be equally compelling, and sometimes even more compelling, the product must be able to stand on its own.
Cultural brands are supported by a compatible brand infrastructure that contributes to a strong product or service. An abbreviation for a brand and how a business is run. The image surrounding top cultural brands goes beyond their products and encompasses the experiences, history, communities and infrastructure they consistently deliver.
Brands that are now part of our culture are broadly embracing and strengthening customer relationships. Coincidentally or through research, these brands provide their customers with the right formula for social awareness, community, experience, products, and infrastructure. The results cannot be overemphasized. The brand is included in the cultural glossary. This story sustains the brand and becomes part of our cultural and historical identity. These types of advertisements cannot be purchased. Cultural awareness is essential for creating icons, but most managers lack this awareness. When the national ideology collapses and then reforms itself, new contradictions will form. This is a window of opportunity for potential icons, but it is bad news for existing icons. In this case, the overall-like mark usually falls into deep fear. For marketers, the main challenge is to guess how best to reshape the brand myth in the event of cultural disruption.
Doing so requires knowledge and skills that you may not have. Managers must learn to foresee new contradictions and choose the contradiction that best meets the brand's political authority. As if this is not enough, they must choose to align themselves with the appropriate rebellious subcultures and gain a deep understanding of the rebellious spirit in order to establish a credible and evocative new myth. This knowledge does not come from focus groups, ethnography, or trend reports. These are common methods marketers use to "close customers". On the contrary, it comes from the understanding of the rise and fall of ideology by cultural historians, the topographical map of the contradictions produced by sociologists on ideology, and the exploration of the culture involved by literary critics, these contradictions. To create a strong myth, managers must be closer to the culture, which means going far beyond the consumers as they know it today.