Andrea Assi
Nour Haddad
Sahar Nifnaks
Andrea Assi
Nour Haddad
Sahar Nifnaks
​​In order to establish and promote the identity brand of Emirates Airlines and Etihad Airways in two periods across the future era, we have to implement cultural branding strategies explored and discussed by Douglas Holt in “How Brands Become Icons: The Principles of Cultural Branding” (2004). Holt suggests that too often advertisers rely on the use of traditional mind-share principles and brand attributes when it comes to selling to a customer. However, he reveals an alternative; a cultural branding strategy that focuses on building relevant “identity myths” that are formed through the deep analysis and understanding of ideologies, populist worlds, and consumer anxieties. Holt defines cultural branding as the “set of axioms and strategic principles that guide the building of brands into cultural icons”. This formula of cultural branding principles has led to the mass success of iconic brands.
We will be creating an identity myth chart for the two potential periods in the future era of Etisalat and Du branding. The first step is to identify the appropriate ideologies along with their contradictions for each period. By analyzing the potential social, political, and economical issues that could arise in the future while keeping in mind the understanding from previous research conducted in the past and present era we have developed, we were able to create four myth markets (two myths per period) in order to address the anxieties, desires, and needs.
​​In order to establish and promote the identity brand of Emirates Airlines and Etihad Airways in two periods across the future era, we have to implement cultural branding strategies explored and discussed by Douglas Holt in “How Brands Become Icons: The Principles of Cultural Branding” (2004). Holt suggests that too often advertisers rely on the use of traditional mind-share principles and brand attributes when it comes to selling to a customer. However, he reveals an alternative; a cultural branding strategy that focuses on building relevant “identity myths” that are formed through the deep analysis and understanding of ideologies, populist worlds, and consumer anxieties. Holt defines cultural branding as the “set of axioms and strategic principles that guide the building of brands into cultural icons”. This formula of cultural branding principles has led to the mass success of iconic brands.
We will be creating an identity myth chart for the two potential periods in the future era of Etisalat and Du branding. The first step is to identify the appropriate ideologies along with their contradictions for each period. By analyzing the potential social, political, and economical issues that could arise in the future while keeping in mind the understanding from previous research conducted in the past and present era we have developed, we were able to create four myth markets (two myths per period) in order to address the anxieties, desires, and needs.
Etisalat
Brand History
In 1976, Etisalat Telecommunication Group (Arabic: مؤسسة الإمارات للاتصالات) company was founded, making it one of the world’s main telecom organizations in rising markets (Etisalat, 2021). Founded over 40 years ago, Etisalat was the first telecommunications company in the United Arab Emirates with its headquarters in Abu Dhabi. International Aeradio Limited and its local partners founded the company together as a joint stock company. Its stable stability sheet and demonstrated long-time period performance are reflected in its excessive credit score ratings. With 149 million subscribers in 16 countries across the Middle East, Africa, Asia, and Asia, Etisalat Group is a global company offering innovative solutions and services (Etisalat, 2021). As of 2020, Ookla and Speedtest ranks Etisalat as the fastest mobile network worldwide, providing the best mobile experience to its subscribers.
Vision and Mission
Etisalat’s vision is to enable societies with the future of digital technology. With digital technology, customers' lives will be reshaped, businesses will grow faster and the economy as a whole will be more competitive (Etisalat, 2021). It entails a world in which people will be able to stay in touch with family and friends effortlessly, and businesses of all sizes will reach new markets without being constrained by distance.
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In terms of its mission, Etisalat Group strives to provide the best-in-class customer experience locally and globally in order to bring future communications to the most dynamic areas of the world (Etisalat, 2021). Also, generate positive returns for shareholders, and support economic growth in all markets it serves. Etisalat aims to build advanced network technologies that will allow people to learn, develop, and grow.
Logo and Slogan
Figure 1: Etisalat’s logos over the years
2000
In 2000, Etisalat came out with its first logo where we can figure out that the logo is based on its red dot and three stylized blue curves. Symbolically, the dot represents the source of the signal, while the blue curves represent the signal itself. While this is an excellent message for a telecommunications company, it is overshadowed by the dark green square over which the design is placed. Additionally, this is an old-fashioned way to represent communication.
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2006
By updating its logo in 2006, Etisalat is supposed to position itself as a global leader within its sector. The logo embodies the brand's fundamental principles, which include transparency, optimism, openness, simplicity, and dependability. With the Etisalat logo, we see a water drop turned upside down and tilted somewhat. It is a more contemporary way of representing communication as a flowing liquid. Furthermore, green was selected as the color symbolizing growth, life, and renewal and is also the national color of the UAE, where Etisalat is located. Etisalat’s slogan is “Together Matters” meaning to bring people together with big-hearted connections (Etisalat, 2021).
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