New Brand Leadership delivers the first complete, proven blueprint for organizing and executing on global brand marketing. It reflects the authors' 50+ years of combined experience driving global brand leadership and measurable results across a wide range of industries, at companies ranging from Mars to Nissan, IHG to YUM! Brands.

Larry Light and Joan Kiddon show how to drive value by successfully managing at the intersection of globalization, localization, and personalization. They introduce Arcature's proven Collaborative Three Box Model, guiding you step-by-step through creating brand vision, defining brand framework, bringing your brand to life, and then measuring your performance.

They offer specific, high-value recommendations regarding cultural change, organizational responsibilities, structure, metrics, and much more. You'll find proven solutions to tough real-world global branding challenges, including managing tensions between global and local, central and regional, and brand leadership vs. brand management.

For wide audiences of C-suite and other current and prospective business leaders; HR officers, marketing executives and agency professionals, top executives, business leaders, prospective business leaders, and MBA/executive MBA students.

Larry Light is the Chairman and CEO of Arcature. Larry was Global CMO of McDonald's from 2002 to 2005. More recently, as the interim Global Chief Brands Officer of IHG from 2011 to 2013, Larry led global organizational and marketing process change to increase the effectiveness of IHG's global and local marketing. Light was formerly the Executive Vice President at BBDO and was Chairman and CEO of the international division of Bates Worldwide and was also a member of the Bates' Board of Directors. In 2004, Brandweek selected Larry as one of the top ten marketers of the year and McDonald's won "Marketer of the Year" from Advertising Age. In its report on Best Marketers of the Decade, AdWeek reported that "Larry Light, who turned around McDonald's as CMO from 2002 to 2005 finished second to Steve Jobs." Summarizing the top ten ideas of the decade, Ad Age selected Larry Light's "Brand Journalism" as "arguably the most realistic description of marketing today--perhaps ever." In 2013, in partnership with the Association of National Advertisers, the Internationalist recognized Larry among 100 marketing leaders from around the world who are consistently moving business forward.

Joan Kiddon is President and COO of Arcature. Joan began her career in 1976 as a market researcher at BBDO Worldwide in New York. In 1978, she moved into Account Management. She was the head of marketing and market research for BBDO West, Los Angeles, from 1980 until 1986. In 1990, she joined Arcature. Joan consulted to McDonald's during its brand turnaround from 2002 until 2005. Kiddon with Light consulted to IHG from 2010 to 2014. Joan Kiddon is the co-author of Six Rules for Brand Revitalization: Learn How Companies Like McDonald's Can Re-Energize Their Brands.

Introduction 1 PART I: THE CHANGING CONTEXT FOR GLOBAL BRAND MARKETING 5 Chapter 1 Overview: A New Approach to Global Marketing 7 Raising the Issues 7 The Globalization of Marketing 8 Localism 9 Personalization 10 Game-Changers 10 Changed Perception of Value 13 Trustworthy Brand Value 13 Build Trust 14 The Collaborative Three-Box Model 14 Creating the Metrics 16 Plan to Win 16 Gaining Alignment: Overcoming the Negatives 17 What Can I Do Differently? 17 Aligning for Action 18 Brand Journalism 18 Making The Collaborative Three-Box Model a Reality Endnotes 19 Chapter 2 Globalization, Localization, Personalization 21 We Are Already Affected by the Three Forces 21 The Collision of Three Forces 22 Globalization 22 Localization 23 Personalization 25 Personalization and Privacy 25 Implications for Organizational Structure 26 Organized Leadership 27 How We Define Leadership 27 Cross-Functional Teams (CFTs) 28 Alignment 29 Global, Local, and Personal Implications for Brand Management 29 The Role of the Three Forces 31 Endnotes 32 Chapter 3 Game-Changing Trends 35 Future-Proofing Your Brands 35 Game-Changing Trends as Problems 36 1. The Demographic Conundrum 36 2. The Challenges of Rising Personalization 41 3. The Paradox of the Age of I 43 4. The Puzzling Changes in the Definition of Family 46 5. The Quandary of the Decline of Trust 48 Trends and the Forces of Globalization, Localization, and Personalization 50 Opportunities 51 1. Opportunity: Demography 51 2. Opportunity: Personalization 52 3. Opportunity: The Age of I 52 4. Opportunity: Families 54 5. Opportunity: Trust 54 Endnotes 55 Chapter 4 New Definition of Brand Value: Trustworthy Brand Value 59 What Is Value? 59 Value Is Customer Defined 60 Price Segmentation 62 Quality 64 The Evolution of Value 64 Social Benefits 66 Trust as a Multiplier 67 One-Think Shopping 68 Need for Simplicity 68 Deal Loyalty versus Real Loyalty 69 Endnotes 70 Chapter 5 Build Brand Trust 73 Trust in a World of Distrust and Mistrust 73 Definitions of Trust 75 Two Kinds of Trust 76 Brand Trust 77 Organizational Trust 79 Trust and the Value Equation 80 Trust Capital 80 Corporate Social Responsibility 81 Right Results the Right Way 83 A Strong Corporate Brand 84 Endnotes 84 PART II: THE COLLABORATIVE THREE-BOX MODEL 87 Chapter 6 The Evolution of Global Marketing and The New Collaborative Three-Box Model 89 Organizational Implications 89 The One-Box Model: Global Standardization 90 The Two-Box Model: "Think Globally. Act Locally." 92 The Matrix 94 Management and Manager 96 Leadership and Leader 97 Putting the Right People in the Right Places 98 Results Are Local 98 Responsibility: Global or Local 99 Sharing 99 The Collaborative Three-Box Model 100 The Kinship Economy 102 Guided Decentralization 102 Is It Federalism? 103 Endnotes 104 Chapter 7 The Collaborative Three-Box Model: Box 1-Create the Brand Vision 105 Begin with the Corporate Strategies and Ambition 105 Cross-Functional Teams (CFTs) 106 Box 1: Defining the Brand North Star 106 The Four Steps of Box 1 107 1. Situation Analysis 108 2. Trends 111 3. Market Segmentation 113 4. SMART Objectives 115 Making Box 1 Work 116 1. Make It Everyone's Job to Take Responsibility 116 2. Make Sure That Your CFT and Your Enterprise Become a Learning Organization 117 3. Stay Positive When the Killer Questions Are Raised About Your Synthesized Trends 117 4. Ensure That the Situation Analysis Will Be Updated Each Year 118 5. Market Segmentation Is a Market Fundamental 118 Lessons Learned: Box 1 118 Lesson One: Avoid the Wholesale Importing of Concepts with No Adaptation 118 Lesson Two: Avoid Analysis Paralysis 119 Lesson Three: Use Occasion-Based Needs Segmentation as a Brand-Building Tool 120 Endnotes 121 Chapter 8 The Collaborative Three-Box Model: Box 2-Define the Global Brand Plan to Win 123 1. Brand Pyramid 125 How to Create a Brand Pyramid 127 2. Brand Promise 128 3. Brand Lotus Blossom 130 Not a Slogan 130 The Guiding Principles 130 Lotus Blossom 131 4. Brand Framework 133 Freedom within the Framework 133 5. Brand Book 136 6. Global Brand Plan to Win 136 Making Box 2 Work 138 Lessons Learned: Box 2 140 Endnotes 143 Chapter 9 The Collaborative Three-Box Model: Box 3-Bring the Brand to Life 145 Not a Hand-Off 146 Decision Rights 146 1. Local Brand Ambition and SMART Objectives 147 2. Local Total Brand Experience 148 3. Local Problems and Solutions 152 4. Local Brand Plan to Win 153 Brand Journalism 154 A Little Background 154 Making Box 3 Work 157 1. Trust Regional Brand Leadership to Localize and Personalize Well 157 2. Let the Regions Take Accountability for Delivering the Local Brand Experience 158 3. Support the Brand Journey at All Its Stages 158 Lessons Learned: Box 3 158 Lesson One: Manage the Hand-Off Mentality 158 Lesson Two: Meet the SMART Objectives 159 En…