Read the full article at FrontOfficeSports.com

Brand Finance's Head of Sports Services, Hugo Hensley contributed to the article:

“I don’t think we’ve seen a luxury group take such broad strides across sport and sporting sponsorship,” Hugo Hensley, head of sports services at the valuation and strategy consultancy Brand Finance, tells Front Office Sports... 
...Hensley sees the LVMH deals as a natural fit for the brand, reaching different audiences and allowing the company to flex a variety of skills, from overhauling a merchandise collection to hosting events with top-spending clients.

Delving into the financial and cultural implications of these investments, the article illustrates how traditional luxury houses are embracing innovative marketing strategies to capitalise on the immense fanbases and global reach of sports. It examines the meticulous planning and forward-thinking approach behind these ventures, suggesting that such collaborations are set to not only reshape the competitive sports landscape but also transform consumer engagement with premium brands.

Front Office Sports is widely regarded as a legitimate and authoritative source in the sports business arena. Known for its in-depth reporting and incisive industry commentary, it provides a trusted perspective on the financial and cultural implications of these high-stakes investments, suggesting that such collaborations will not only reshape the competitive sports landscape but also transform consumer engagement with premium brands.

Read the full article at FrontOfficeSports.com

In our globalised economy, strong brands not only represent a company’s reputation but also reflect a nation's image. Effective brand evaluation is essential for businesses and countries to remain competitive.

The work of ISO/TC 289 is crucial for the development of consistent and fair brand valuation methods globally. These standards help businesses and nations enhance their competitiveness, ensure sustainable growth, and add value for all stakeholders involved.

David Haigh, ISO/TC 289 Chairman

ISO/TC 289 Formation and Leadership

In August 2013, China and the United States made a proposal to the ISO to establish this committee. Officially approved on January 8, 2014, ISO/TC 289 aims to create fair, scientific brand evaluation standards recognised worldwide. The China Council for Brand Development (CCBD) serves as its secretariat.

Key leaders include:

First Chairman: Professor Bobby from Northwestern University (2014-2021)

Second Chairman: David Haigh, CEO of Brand Finance (2022-2027)

Chairman of Advisory Group: Liu Pingjun, Chairman of CCBD

Membership

ISO/TC 289 includes 10 participating member countries and 26 observing member countries. They meet regularly to develop and refine brand evaluation standards, holding meetings in various international locations, with some recent meetings conducted online.

Purpose

ISO/TC 289 aims to:

• Share global research and practical experiences in brand evaluation.
• Help businesses manage their brands more effectively.
• Support the sustainable development of organisations.
• Increase value for consumers and stakeholders.
• Standardise brand evaluation practices globally.
• Promote international trade by establishing unified brand evaluation standards.

Working Groups

The committee operates through several specialised groups:

• Chair's Advisory Group (CAG): Led by Liu Pingjun.
• Joint Working Group (JWG 4): Focuses on brand evaluation for tourism cities, led by Tienan Li.
• Task Group (TG 1): Manages communications, led by Erich Decker-Hoppen.
• Working Group 1 (WG 1): Develops brand evaluation processes, led by Gerhard Hrebicek.
• Working Group 2 (WG 2): Implements guidelines, led by Claudio Barella.
• Working Group 3 (WG 3): Reviews ISO 10668, led by David Haigh.

Published Standards

ISO/TC 289 has released several key standards:

• ISO 10668:2010 - Monetary brand valuation requirements.
• ISO 20671-1:2021 - Principles and fundamentals of brand evaluation.
• ISO 20671-2:2023 - Implementation and reporting for brand evaluation.
• ISO 20671-3:2023 - Requirements and recommendations for brands related to geographical indications.
• ISO/DIS 11778 - Brand evaluation for tourism cities (in development).

These standards provide a comprehensive framework for businesses to assess and enhance their brand value systematically.

A Journey from Vodafone to e&

David Wheldon began by reminiscing about their time at Vodafone, where Dowidar had been a significant corporate leader. Vodafone, formerly the world’s fifth most valuable brand, had transformed, and Dowidar shared his perspective on the brand’s evolution.

Reflecting on his tenure at Vodafone, Dowidar emphasised the importance of creating a vision of winning for the organisation. He noted, “People like to work for winners,” highlighting how a winning direction galvanises the entire organisation. This ethos of fostering a robust and attractive employer brand was something he carried forward into e&.

Codifying the Employer Brand

Dowidar discussed how e& codified its values to ensure organisational clarity and drive. For instance, being customer-obsessed is not just a statement but a practice at e&. The company measures customer handling and uses the data to improve its services. Similarly, the value of uniting as one is seen in the collaborative work environment and cross-functional teams. Lastly, daring to be bold is encouraged through a culture of innovation and risk-taking. This strategic clarity has been crucial, especially post-COVID, allowing e& to grow while other telecom companies struggled to maintain profits.

Creating a Vision for the Employer Brand

Dowidar explained the importance of setting a clear vision for the organisation. At e&, this vision is to go beyond being a traditional telecom company and become a tech company that provides comprehensive digital services. The leadership of e& is focused on positioning the brand not merely as a utility provider, but as a world-leading tech brand.

This vision of digitally empowering societies is not just about connectivity but about offering the digital services people need daily. By setting such a vision, e& creates a compelling employer brand that attracts top talent looking to be part of a forward-thinking and innovative company.

Driving Values into Every Vertical

A significant part of the conversation centred around how e& drives its core values into every vertical of the organisation. Dowidar articulated the importance of having clear targets and ensuring that every employee is aligned with the company’s values. This approach ensures that the entire organisation moves in the same direction, creating a cohesive and attractive employer brand. Employees at e& are encouraged to be bold, work together, and obsess over customer satisfaction, creating a dynamic and engaging work environment.

The Impact of AI on the Employer Brand

The conversation inevitably turned to AI and its impact on the industry and workforce. Dowidar acknowledged the transformative effect of AI, likening it to previous industrial revolutions. While there will be an impact on jobs, e& is proactive in reskilling and upskilling its workforce to harness AI’s potential.

The integration of AI is evident in the operations of e&, with AI tools embedded in their desktop platforms. Employees have access to AI-driven copilot tools, enhancing productivity and efficiency. Moreover, e& has pioneered fully autonomous AI shops, the second of which has recently opened in Dubai Mall. These shops, open 24/7, showcase the future of retail, offering self-help services and robotic assistance, illustrating the practical application of AI in enhancing customer experience.

Chief AI Officer and AI Initiatives

Dowidar discussed the appointment of a Chief AI Officer to manage the extensive AI initiatives and ensure a coordinated approach. This role is critical in overseeing the 840 AI initiatives in the UAE alone, ensuring they are not duplicated and managing the inherent risks of AI. This structured approach underscores the commitment by e& to leveraging AI responsibly and effectively, further enhancing its employer brand by demonstrating a forward-thinking and innovative culture.

Conclusion

Hatem Dowidar’s leadership at e& is characterised by a clear vision and innovative strategies, drawing on his rich experiences at Vodafone. His focus on winning, clear organisational values, and embracing technological advancements like AI positions e& at the forefront of the telecom-to-tech transition. As e& continues to evolve, Dowidar’s strategic insights and proactive approach to AI promise a future where digital empowerment and innovation drive growth and success.

By building a strong and attractive employer brand, e& attracts top talent and ensures that its employees are engaged, motivated, and aligned with the company’s vision and values. This conversation provides valuable lessons in leadership, innovation, and the importance of a compelling employer brand in today’s competitive business landscape.