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The main objective of involving human resources was to include employer branding in the project. 8. (...) Ownership and audits for concrete change 21. The main issue of the work presented in this paper is how to implement a brand platform and create concrete change. (...) However, for a brand platform to have effect, the implementation is crucial.

Figure 1. The brand house of Statistics Netherlands 2. The foundations of the brand house are laid by the values: relevant and reliable. (...) This increases the relevance of the statistical information for these users. III. The brand house and communication 8. With respect to communication, the brand house helps to choose the right tools to reach users of statistics and identify potential users.

TD/B/C.I/CLP/38 9 (c) Abrupt termination of access, undermining the business viability of independent brands; (d) Upfront access refusal for independent brand products and innovations that compete with supermarket brands. 29. (...) The Republic of Korea has enacted a specific law to prevent large-scale retailers (including department stores, large marts and home-shopping television programme providers) from unfairly disadvantaging – by using their superior bargaining positions – contract suppliers and store tenants, among others, who are transacting parties, the main provisions of which are as follows: “unfair return: returning all or some of the goods, either order-made or directly purchased, to the relevant supplier, except where it is recognized as a customary business practice or it is specifically agreed in writing in advance; ... unfair refusal of acceptance: delaying or refusing to accept all or some of the supplies despite no reason attributable to the supplier; ... unfairly charging promotion costs, etc.: transferring the cost, etc. unrelated to sales promotions for the supplied goods and transferring the cost not predetermined, etc.” 21 19 European Commission, 2010, Invitation to tender: Study on trade secrets and parasitic copying. 20 Competition authorities have also identified artificial retail price gaps between leading independent brands and supermarket brands (that is, higher retail margins for the former cross-subsidize the latter), in recent market investigations in Finland, France and Spain. 21 See http://eng.ftc.go.kr/policyarea/competitionpolicy_practices.jsp? (...) Separation of independent brands from supermarket sales activities 45. In order to ensure equitable access by independent brands to supermarkets and fair in-store competition with supermarket brands, there is a need for supermarkets to maintain separate accounts for sales of their own brands and of independent brands.

situation '(pal•agrapll 56). .. . /II. THE MAIN E/CN .7/198 Page 7 II~ TEE MAIN FACTORS DE:TEBM:i:Nl:NG T~ -~p,n: .oF O~·: , ,~~--Quality and fl~ctuations . . 18 ... (...) On this basis, the assumption is made, ·=\lhat brand A shoul:d recei:ve. _a. premilllil of about 8 :per cent over the basic price 1 brand B a :premium of 10 :pe~ cent, brand c of 7 pel. .. cent, and brand D of 4 :per .. cent. (...) representative samples: • Percentage ·of: Morphine ·codeine Thebaine Pa~verine 1 . Brand .fl. 15' . ' 1.1 . . 0·.75 1 .. Brand B 13 .. 1.25 l.5 1.75 Brand C 11 3·5 : 2 2 .

A brand must tell the story or paint a picture of your organisation. (...) The full document provides some guidance, tools and strategies relating to developing a brand, building awareness and trust in the brand, and the ongoing management of the brand and reputation, including through crisis situations. (...) The full document includes the following chapters not included in this excerpt: • Chapter 1 – Developing, building and maintaining a brand • Chapter 2 – Branding & marketing activities • Chapter 3 – Tools and channels for building and maintaining brand and reputation ECE/CES/2022/12/Add.3 4 • Chapter 4 – Managing brand and reputation through a crisis.

This document presents the main parts of the Strategic Communications Framework without annexes. (...) and Levy, S.J. 1955. ‘The Product & the Brand’, Harvard Business Review, March/April) • A brand emerges as various “authors” tell stories that involve the brand. (...) B. Why is branding important? 17. A mature brand is part of an organization’s DNA.