This paper challenges ideas about resistance to change and by implication, the traditional model of brand building which suggests the dominance of the organisation in controlling a brand. In its place we will stress the value of movement and difference – both of which are inherent in people’s relationships with brands. We will here argue for a fluid, dialogic approach to brand, based on a neutral view. In other words one that does not see branding as something organisations do to consumers, nor as something that simply exists in the consumer’s mind. This neutrality shifts the argument from control to influence and from hegemony to freedom. To develop these ideas, the paper will draw primarily from philosophical sources.
Director at Learning Change Project – Research on society, culture, art, neuroscience, cognition, critical thinking, intelligence, creativity, autopoiesis, self-organization, rhizomes, complexity, systems, networks, leadership, sustainability, thinkers, futures ++
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