Organizational Cultures of Remembrance by Daniel Mai

Author:Daniel Mai [Mai, Daniel]
Language: eng
Format: epub
Tags: Business & Economics, Leadership, Social Science, General, History, Social History, Anthropology, Cultural & Social, Psychology, Cognitive Psychology & Cognition, Industries
ISBN: 9783110420685
Google: RaWlCQAAQBAJ
Publisher: Walter de Gruyter GmbH & Co KG
Published: 2015-05-19T03:22:02+00:00

7.4 Phase Three: Going Public on a Grand Scale

By the late 1990s, AUDI AG had completely revamped its product portfolio. While the ‘Four Rings’ gradually became accepted among customers as an “up-and-coming brand” (Int. 10, l. 92), the new image lacked the ‘special something’ that would allow them to “compete with other brands on the same level” (Int. 31, l. 32). A PR employee recalled:

PR: In the golden 1990s and 2000s, Audi stood for technology, high-tech engineering, and [our brand strategists] realized that this was very frigid, and that one would have to bring in a bit more emotion. And one could say ‘Where do we come from?’ (Int. 1, l. 161)

The general public had perceived Audi as an “extremely young premium brand,” which did not really possess an extensive history (Int. 23, l. 250; cf. FAZ, 2003, May, 26). At best, Audi was recalled to have descended from “those smelly two-stroke DKWs” (Int. 10, l. 326), while the pre-war past was largely unknown. This also had to do with the fact that the efforts of the ‘tradition company’ were barely visible to an external audience (Int. 31, l. 18). This, however, was to change substantially with the serious introduction of tactics focusing on brand emotionalization on the ‘history track.’

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