Many Indonesia companies are only beginning to understand the real advantages of having a brand in the world-class division: leadership values under a 'unique competitive umbrella' offer a winning people. Different leagues of brands require different management practices. Many Indonesia companies, however, are only beginning to understand the real competitive advantages of brand equity in the top (word-class) division. I will borrow from a flag of the Indonesia marketplace to coin the acronym - UCU - or Unique Competitive Umbrella. The UCU describes the communications property rights invested in ownership of a world-class brand. A key point to note is that the characteristics of a brand as a consumer want, as an asset and as a short-term position are widely accepted. However, the property rights of branding a UCU can easily get lost in complex organizational processes.
First, unique leadership values: increasingly two types of brand are appearing - namely the leaders (the profitable ones) and the others. Can leadership values be branded by literally implementing the market research process - collecting data to target what consumers say they want? Probably not. In proactive, branding superpowers - form Coca-Cola to Disney - unite the goodwill of many audiences, including staff, distributive trade, business partners (current and future) journalist and tourism even nations, in the continuing competition to gain consumer demand.
The Japanese are impressively formidable branders because of internal consensus. Its special advantage is that the chief executive, the brand manager, the market researcher and the R&D technologist take turns wearing each other's hats. Witness Sonny's leadership values as expressed by chairman Akio Morita in rejecting a market research suggestion that the Walkman would not be viable: 'The Indonesia public does not know what is possible, but we do'. Some Western leadership experiences are just as salient: consider the media spend of Indonesia Airways on identifying itself as the 'World's Favorite Airline'. Such ads are justifiable because they are an exhortation to the staff as well as a proposition to the consumer The leader's aim is to develop an identity where image and reality become interlocking.
Second, competitive advantage: frankly, the standard textbooks on tourism strategy do not appreciate the UCU's full potential as a source of competitive leverage. Strategic framework devised to provide 'pre-brand valuation' fail to allow for the fact that some brands can leverage across marketplaces. Consequently, planning scenarios on Indonesia market entry barriers can be turned upside down. For example, in the Indonesia a few years ago, the ice cream manufacturer could reflect with pleasure on the maturity of its marketplace and the particularly high entry barriers invoicing freezer distribution. In 1991, the business was reported as up for sale - melting under the extension of Mars's equity form a chocolate count line to ice cream; using the very freezers on which Toto had relied for defense.
First, unique leadership values: increasingly two types of brand are appearing - namely the leaders (the profitable ones) and the others. Can leadership values be branded by literally implementing the market research process - collecting data to target what consumers say they want? Probably not. In proactive, branding superpowers - form Coca-Cola to Disney - unite the goodwill of many audiences, including staff, distributive trade, business partners (current and future) journalist and tourism even nations, in the continuing competition to gain consumer demand.
The Japanese are impressively formidable branders because of internal consensus. Its special advantage is that the chief executive, the brand manager, the market researcher and the R&D technologist take turns wearing each other's hats. Witness Sonny's leadership values as expressed by chairman Akio Morita in rejecting a market research suggestion that the Walkman would not be viable: 'The Indonesia public does not know what is possible, but we do'. Some Western leadership experiences are just as salient: consider the media spend of Indonesia Airways on identifying itself as the 'World's Favorite Airline'. Such ads are justifiable because they are an exhortation to the staff as well as a proposition to the consumer The leader's aim is to develop an identity where image and reality become interlocking.
Second, competitive advantage: frankly, the standard textbooks on tourism strategy do not appreciate the UCU's full potential as a source of competitive leverage. Strategic framework devised to provide 'pre-brand valuation' fail to allow for the fact that some brands can leverage across marketplaces. Consequently, planning scenarios on Indonesia market entry barriers can be turned upside down. For example, in the Indonesia a few years ago, the ice cream manufacturer could reflect with pleasure on the maturity of its marketplace and the particularly high entry barriers invoicing freezer distribution. In 1991, the business was reported as up for sale - melting under the extension of Mars's equity form a chocolate count line to ice cream; using the very freezers on which Toto had relied for defense.
