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.
Social Issues
How Etisalat leveraged the social issue of the Arabic Language in their AIMC:
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Etisalat kept promoting the Arabic language throughout the vintage era, for example in the video in Arabic. It explains how you can talk to everyone all day and all night for a very low rate and no hidden expenses. In the video it is showing different Arab cultures all talking on the phone happily doing all sorts of different things.
Figure 11: Etisalat Misr - Video Commercial
During the vintage era, a number of social issues were present all across the world and ranged from one nation to the next. The following were some common social issues that included:
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The major reason for selecting Arabic social issues is because the Arab countries are various and they differ by their norms and values, and have a wide range of social issues that can be addressed.
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The UAE has always had an independent history where its media and communication sector has always been admired and respected by the state because it promoted economic growth, fostered national identity, and strengthened international cooperation (STA Law Firm , 2019). It slowly became a global media hub that boasted the world-class infrastructure within the sector and exploited human talent through Emiratization and the smooth transition of digital media to address the rising social challenges.
For this reason, it was essential that telecommunication companies would be highlighting their commitment towards the social issues in the UAE through taking a stand towards fostering national identity and strengthening the international cooperation, which essentially took place between Etisalat and Du. By 1980, as a way of integrating the national identity and strengthening it.
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Arabic Language
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It was important that all UAE media agencies and telecommunication networks work on promoting the Arab national language (Ayish, 2010). This was done through launching numerous advertising campaigns in Arabic, as the formal language of the state, which promoted the values and the principles of the UAE. Therefore, all ads from Etisalat and Du were spoken in Arabic to appeal to the Pan-Arab audience, as a way of integrating the message communicated by the Emirates information department and its Ministry of Information and Culture. Arabic has long been regarded as one of the world's most poetic and rich languages.
The Arabic language, as it is currently utilized in advertising and marketing, causes significant disagreements among advertising professionals, scholars concerned in the purity of the Arabic language and its applications, and even media enthusiasts. Some believe that to sell items and engage people, advertising material should be straightforward, unrestricted, and near to modern usage. Others see Arabic as an underdeveloped language that is struggling to keep up with other modern languages. Many others, on the other hand, believe that Arabic should retain some "purity" or "tradition" in its meaning and structure. Arabic is a highly expressive language, and it is more likely than other languages to utilize more words to communicate a thought. If the text is too brief, it has the ability to dilute the message, leading to the misconception that Arabic is “underdeveloped.”
Communication Platform:
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Issue Being Addressed: Etisalat aimed to offer its service to the different social classes in Egypt.
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Communication Objective: Each and every one will be able to talk on the phone.
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Target Audience: People who require to talk on the phone frequently (i.e have a lot of family members, work related) targeted age group 20-50, targeting the Arab demographic.
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Compelling Benefit: Etisalat is showing that each and every one will be able to communicate and use its services at a very low price.
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Creative Strategy: Etisalat employed the Arabic language and demonstrated that Arabic individuals from all locations, domains, and backgrounds (from those sitting in the teashop to those at their desks in the workplace) could all use the same Etisalat service.
How Du leveraged the social issue of the Arabic Language in their AIMC:
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When it comes to promoting the Arabic language, Du would normally run two ads, one in English and one in Arabic. This advertisement was made public in both languages, which is a clever method to market something. This Ad is talking about how they opened their eyes to everyone and everything showing how multicultural they are, and how broad their brand is.
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Figure 12: Du TVC video advert
Communication Platform:
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Issue Being Addressed: Du aimed to send inspirational vibes to the community.
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Communication Objective: Raise feelings of belonging, and to be a part of this belonging.
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Target Audience: Arabic and non-Arabic speakers, people who have an interest in the Arabic language itself. People who prefer watching advertisements in Arabic.
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Compelling Benefit: Du attempted raise the belonging feeling
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Creative Strategy: Du attempted to raise the belonging feeling by using kind words to address the target audience. Moreover, it used both the Arabic and the English language in the ad, to address different people that subsist in the country.