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The Artichoke

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Figure 6.4

archetypal place in the world—which results in both marketplace success and an exciting and invigorating focus for the whole organization. Once the brand’s archetypal place in the world has been clarified, the process of nourishing that identity—and benefiting from it—must be managed carefully. One metaphor that has been helpful to both brand managers, who make day-to-day decisions for their businesses, and corporate leaders, who are responsible for long range planning, is Margaret Mark’s concept of the brand bank illustrated in Figure 6.4. A brand is a repository of rich meaning and goodwill on the part of consumers. Any action taken in the name of that brand or “offer”—be it a short-term price promotion to attract new users, a customer relationship program, or an extension of the product line— enhances or nourishes the essential archetypal meaning of the brand, or it trades on it. Trading on the meaning, in this case, is not necessarily a bad thing: When Disney or Ralph Lauren elects to extend their names to yet another new line or concept, they are justifiably “cashing in” on years of carefully nurtured and nourished archetypal identities. And more and more companies are electing to try to similarly leverage strong existing equities to the max, as the cost of

Profile for Lewis Lafontaine

Mack, Margaret - Hero and Outlaw Archetype  

Mack, Margaret - Hero and Outlaw Archetype  

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