The role of brand has evolved to take on a broader application as a post-modern management concept and has attracted increasing attention in the 21st century as a key component for the development of competitive advantage. Far removed from its origins as an identity device, branding now transcends the pure marketing interpretation and is increasingly seen as a catalyst for corporate strategy and a tool for holistic reputation management and business performance. This thesis evaluates the extent to which brand is being adopted as a mechanism to align with corporate strategy, internal culture and supporting behaviours and external delivery or organisational performance: in essence, the concept of a brand-driven organisation that deploys brand as a core capability in pursuit of competitive advantage. This evaluation takes into account defined South African perspectives and examples in a case research approach. It seeks to evaluate how the brand alignment methodology can advance current theory and be applied as a management practice. The research argues that brand extends beyond the marketing function or the end-point of organisational systems and delivery. Rather, it suggests that brand becomes integrated as one of the primary elements of corporate strategy and seeks to embrace strategic organisational intent, internal culture and external manifestation of the business vision and results. The organisational architecture model is adapted to suit this research and offer a brand alignment framework that facilitates the effective and efficient implementation and realisation of strategic intent. This links brand alignment to resource-based theory and posits that it is considered as a core capability within the firm, enabling the attainment of competitive advantage. iv This thesis concludes that brand is not confined to an aspect of marketing, but should be deployed holistically in the organisation as a core capability and opportunity for competitive advantage. The research demonstrates an emerging body of thought and advances theory and practice in this area of business, both academically and in a professional management context, offering possibilities for continued further research in this field of management. / Business Management / D.B. L.

The role of brand has evolved to take on a broader application as a post-modern management concept and has attracted increasing attention in the 21st century as a key component for the development of competitive advantage. Far removed from its origins as an identity device, branding now transcends the pure marketing interpretation and is increasingly seen as a catalyst for corporate strategy and a tool for holistic reputation management and business performance. This thesis evaluates the extent to which brand is being adopted as a mechanism to align with corporate strategy, internal culture and supporting behaviours and external delivery or organisational performance: in essence, the concept of a brand-driven organisation that deploys brand as a core capability in pursuit of competitive advantage. This evaluation takes into account defined South African perspectives and examples in a case research approach. It seeks to evaluate how the brand alignment methodology can advance current theory and be applied as a management practice. The research argues that brand extends beyond the marketing function or the end-point of organisational systems and delivery. Rather, it suggests that brand becomes integrated as one of the primary elements of corporate strategy and seeks to embrace strategic organisational intent, internal culture and external manifestation of the business vision and results. The organisational architecture model is adapted to suit this research and offer a brand alignment framework that facilitates the effective and efficient implementation and realisation of strategic intent. This links brand alignment to resource-based theory and posits that it is considered as a core capability within the firm, enabling the attainment of competitive advantage. iv This thesis concludes that brand is not confined to an aspect of marketing, but should be deployed holistically in the organisation as a core capability and opportunity for competitive advantage. The research demonstrates an emerging body of thought and advances theory and practice in this area of business, both academically and in a professional management context, offering possibilities for continued further research in this field of management. / Business Management / D.B. L.