From mind share to culture share
Subtitle: how Snapple became an icon
By: Douglas B. Holt
Contributors: Harvard Business School. Division of Research
Series: Working paper / Division of Research, Harvard Business School -- 03-200; Working paper (Harvard Business School. Division of Research) -- 03-200
Publisher: Division of Research, Harvard Business School
Published: 2003
Place of publication: Boston]
Language: eng
Number of pages: 18
Subjects: Brand loyalty; Fruit juice industry; Case studies
Description: Brands that become cultural icons are guided by principles diametrically opposed to conventional wisdom in marketing. These principles are today unknown to managers because they are ensconced in what I call the mind share model of branding. Mind share abstracts from culture and history, leading to brands that have little relevance in the culture. I use a case study of Snapples' rise to iconic stature in the early Nineties to demonstrate the fundamental culture share principles that are required to build icons. I developed these principles by conducting brand genealogies of many of the most powerful icons of postwar American history. I argue that, to create cultural value, brand strategies must be grounded in history and culture rather than abstracted exercises in defining essences and personalities.