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Brand Engagement and Brand Experience at BBVA, the Transformation of a 150 Years Old Company

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Successful corporate brand management lies on sounded brand engagement and strategic alignment initiatives. This is true in general, but when facing mergers and acquisitions it becomes vital how well companies manage their brands through alignment of their strategic visions, organizational cultures, and stakeholders supportive behaviors. To illustrate this, the author uses the BBVA Case study, which provided some key learning points in corporate brand management. The starting point is the need for integration of the vision, the organizational culture, the brand values and the desired brand positioning, alignment of employees and identification from relevant stakeholders depend on the quality of the listening process adopted by the company and it's commitment to respond to stakeholders's demands and expectations in the overall strategic business objectives of the company. The cross multi-functional management of the brand and reputation through the central and local corporate reputation committees allowed removing internal barriers and silos between the different areas, departments, business units in order to deliver brand experiences, aligned with stakeholders demands and expectations. An important aspect of getting buy-in throughout the organization was demonstrating the financial payoff to the new brand strategy and initiatives. Integrating the measures for, and key indicators of, employee engagement, customer loyalty and brand reputation for all stakeholders into the company's balanced scorecard and use these metrics to help the company in promoting a continuous process of improvement. An impressive ROI and customer satisfaction was associated with changes and internal transformation plans.Corporate Reputation Review (2008) 11, 371–379. doi:10.1057/crr.2008.31

Document Type: Research Article


Affiliations: 1Corporate Reputation Director, BBVA Group

Publication date: 2008-01-01

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