ABSTRACT
This chapter examines the reasons for becoming a risk-literate marketer. It considers the relevance of corporate culture to the introduction of brand risk thinking. The importance of brand protection is now largely appreciated beyond the marketing function, even though there may not be universal agreement as to what a brand is or what protection amounts to. The subsequent cause-and-controls assessment is designed to encourage systematic management of the acknowledged issues. By way of illustration, the frankness encouraged by the Six Thinking Hats approach to problem solving might not be the most appropriate way to initiate a habit of brand risk thinking in the type of conservative and strictly hierarchical culture which we have just described. The chapter discuses how control systems are employed by management provide additional evidence. Routine behaviours by the people in an organization can provide further evidence of its cultural beliefs, including how risk and uncertainty are acknowledged and addressed.
