That a brand nowadays is in general the central value creation factor is accepted to a large extent. However, during the implementation often a shortened and one-dimensional understanding of what a brand is shows: A brand is marketing.

This is indeed to simplistic. A brand is a whole lot more and only very few companies understand brand leadership as a strategic instrument for the efficient steering process of identity, positioning and innovation. The brand is the central factor for the bonding qualities between company and its customers. It basically bundles as a symbol the whole company performance and it runs through all areas of operation – from architecture to the service, management culture, organization, communication, product development all the way to corporate behavior.

The commitment to the brand is strong at the management level of businesses, at least according to own proclamations. In practice one can determine definite weak points in the organization principle of the brand leadership. For instance, the enquiry of the ZMM (Center for Brand Management and Marketing) and the GfK Group, shows in regard to the practical relevance of market research topics, that a lot less significance is attached to the organizational framework of brand leadership (50%) than is the case with the successful implementation of brand strategies (90.9%) or the appropriate investments into brands (70.3%).

Without doubt there have been a series of organization systems in brand leadership over the past few years that have accommodated the increasing significance of the brand for the corporate success. However, last but not least they are often not sustainable, because in times of rigorous competition, benchmarking and the tendency to use the competition as role models, those in charge of companies and brands are “forced” to think in terms of quarterly earnings.

A long-term corporate brand leadership comes increasingly under pressure. Financial pressure, shifting of distribution channels and a lack of customer-oriented, data-based brand development additionally deprive brand leadership of more and more funds and influence. Market leadership customarily works with a small number of staff and they are often only in charge of action in regard to securing a homogenous brand identity, the co-ordination of sub-brands for different product lines and for the efficiency and uniformity for media purchases and PR. It is surely correct that consumers in many industries have turned away from brands or have revoked the relationship of trust. This was not because the consumers wanted to terminate this relationship of trust. They rather were disappointed by their brands. It is imperative more than ever to create trust through qualified brand leadership and continuity within the communications process.