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.
Summary
​​Upon investigation, it can be understood that the companies Etisalat and Du have faced and continue to encounter challenges, from the years 2011 to 2021 (i.e. the Modern Era), which they continue to relentlessly tackle. To look at it from a wider scope, modernization is a common trope of change and, with it, there are downfalls in which a company such as Etisalat and Du must overcome. On one hand, whilst the population suffered this virus outbreak and were forced to stay at home, Etisalat and Du vowed to increase Internet connectivity and efficiency. On the other hand, social obstacles such as cyberbullying were overcome by Etisalat and Du as they instilled creative advertising campaigns in the prevention of such offence. Further challenges include the rise in Artificial Intelligence and where that consequently leads to, as well as the companies’ innovation in terms of 5G. These issues, varying from political, economic, social, technological, cultural, and environmental, encouraged or rather forced the companies to adapt, especially in our current crisis that is the Covid-19 pandemic. As telecommunication companies, Etisalat as well as Du must look to the future with open eyes, a wise mind, and many tools under their belt. Uncertain times ahead call for better preparedness. Thus, with every new issue faced, Etisalat and Du must consider previous approaches and lessons learned. The companies will benefit the most if they innovatively and strategically adapt to keep up with the ever-changing market, technologies, and the consumers. For Etisalat and Du to flourish, it is urged that they recognize and understand patterns of change within the external environment, comprehend it, and take the next steps to fine-tune the companies’ way of achieving its main aims and goal. Perhaps, the future of Etisalat and Du is to reshape the entire telecommunication field.