Abstract

This article presents a framework for the strategic management of corporate brands as seen from a top management perspective. It describes the change processes involved in a corporate branding effort at the LEGO Company. While much of the literature on branding focuses on the initiation of a corporate branding effort (e.g., brand positioning, brand identity formulation, brand architecture design), this article follows the LEGO Company's branding process through four progressive phases: stating the brand; linking vision to culture and brand image; involving stakeholders in brand relevant activities; and integrating the organization behind the brand. During this strategic shift, LEGO's top management vision, organizational culture, and stakeholder images became increasingly aligned.