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.
Modern Era (2011 -2021)
​
Etisalat and Du catapulted into the Modern Era (2011 to 2021) with new and efficient marketing strategies to approach the issues that were and are still faced today. Marketing in this age requires innovative advertising advancements which Etisalat and Du as new challenges emerge. These concerns include politics, the economy’s state, societal factors, technology, culture, as well as the environment. Political and economic crises, from the Arab Spring (2011) to the present Coronavirus (2019 to current), are explored, particularly Etisalat and Du’s response to it. Various social issues are investigated, such as Cyberbullying, and the way in which Etisalat and Du addressed it, by implementation of the Etisalat Bully Bot and the new age #PostWisely. As technology evolved, Artificial Intelligence increasingly plays a role in the Modern Era. Though it provides us with many advantages, the downsides are that it may surpass human intelligence, taking over jobs and confronting individuals with ambiguous situations (Thomas, 2021). Etisalat and Du role in new technological environments is through the application of 5G and their presence in GITEX. Furthermore, many cultural issues arose in the face of Etisalat and Du: one being the lack of representation of mothers during Mother’s Day as well as expatriates living in the country. Thus, the company’s tackling of the matter. Moreover, environmental issues, i.e. pollution, encouraged Etisalat and Du towards a more sustainable approach. New hurdles are faced when a novel era begins, and Etisalat and Du proved to exhibit levels of preparedness and creativity.