Du Pont: Corporate Advertising for 1992

Stephen A. Greyser; Norman  Klein

Case | HBS Case Collection | December 1992

Du Pont: Corporate Advertising for 1992

Abstract

Describes Du Pont's 1992 corporate advertising campaign, and its objectives and key messages. The campaign is set in the context of Du Pont's historical corporate positioning ("better things for better living"). Includes target audiences, budget considerations, and the role of print and television advertising as well as events sponsorship. Also includes Du Pont's approach to evaluating its corporate advertising. Acquaints students with the objectives and detailed program specifics of corporate advertising campaigns, to examine the continuity of corporate image position of a major high-visibility diversified firm.

Keywords: Advertising Campaigns; Brands and Branding; Marketing Communications; Marketing Strategy; Corporate Strategy; Chemical Industry;

Format: Print

6 pages

Find at Harvard

Citation:

Greyser, Stephen A., and Norman Klein. "Du Pont: Corporate Advertising for 1992." Harvard Business School Case 593-023, December 1992.

Owner Jeff Vinik and top management of the NHL Tampa Bay Lightning are reviewing their strategy and progress in achieving their goals of brand-building and community commitment. Strategic philanthropy is unusual in sport. Tampa Bay is historically a non-traditional hockey market. The case has substantial comparative team and league data.

Teaching Note for HBS No. 919-403, “Philanthropy and Brand-Building: Jeff Vinik and the Tampa Bay Lightning.” Includes objectives, study questions, analysis and discussion points, and teaching plan—covering both traditional brand-building and the role of distinctive community philanthropy for the NHL Club.

While most firms are adept at defining product brands, they’re less sure-footed with their corporate brands. What exactly does a parent company’s name represent, and how is it perceived in the marketplace?
A strong corporate identity provides direction and purpose, boosts the standing of products, aids in recruiting, and shores up a firm’s reputation. To help organizations define theirs, the authors have devised a tool called the corporate brand identity matrix. It guides teams through an examination of the nine components of corporate identity, which include mission, culture, relationships, and core values and promises. Often that exercise reveals broken links between the elements that executives need to align and strengthen.
This article describes how companies have used the matrix to clarify their relationships with daughter brands, retool their identities to support new businesses, revamp their overall image, evaluate targets for acquisition, and more.

Faculty & Research

Du Pont: Corporate Advertising for 1992

Abstract

Citation:

About the Author

More from the Author