DEPARTMENT OF TECHNOLOGY MANAGEMENT AND ECONOMICS DIVISION OF ENTREPRENEURSHIP AND STRATEGY CHALMERS UNIVERSITY OF TECHNOLOGY Gothenburg, Sweden 2023 www.chalmers.se Report No. E2023:109 Brand Building Through Personal Data, An Intellectual Asset Perspective A case study on how Ågrenska can strategically work with brand building through claiming and utilizing personal data assets by implementing storytelling as a utilization tool. Master’s thesis in Entrepreneurship and business design HELENE MELKER http://www.chalmers.se/ REPORT NO. E2023:109 Brand building through personal data, an intellectual asset perspective A case study on how Ågrenska can strategically work with brand building through claiming and utilizing personal data assets by implementing storytelling as a utilization tool. Helene Melker Department of Technology Management and Economics Division of Entrepreneurship and Strategy CHALMERS UNIVERSITY OF TECHNOLOGY Gothenburg, Sweden 2023 Brand building through personal data, an intellectual asset perspective A case study on how Ågrenska can strategically work with brand building through claiming and utilizing personal data assets by implementing storytelling as a utilization tool. © Helene Melker, 2023. Report no. E2023:109 Department of Technology Management and Economics Chalmers University of Technology SE-412 96 Göteborg Sweden Telephone + 46 (0)31-772 1000 Cover: An illustration of how the IAM framework can be applied to storytelling when utilizing the personal data in the stories. Resulting in stories that are claimed as a narrative, which is then dependent on different intellectual assets, for example, data and visualizations. Gothenburg, Sweden 2023 Abstract The essay emphasizes the importance of using storytelling, incorporating personal data such as videos, pictures, and quotes, to effectively communicate the values and impact of Ågrenska, an organization with a history of protecting individuals with disabilities and rare diseases and their families. While there is hesitation regarding the usage of personal data due to privacy concerns and regulatory compliance, many participants at Ågrenska actively engage in social media to advocate for themselves and raise awareness. The essay aims to investigate how Ågrenska in an ethical and sustainable manner can claim and utilize the partakers' personal data as intellectual assets for their organization, particularly in brand building. The research questions revolve around the ethical and sustainable utilization of personal data as intellectual assets for brand building, understanding the desired personal data collection, using personal data in storytelling for brand visualization, and managing and protecting personal data as intellectual assets. The conclusions are that by collecting personal data encompassing various stakeholders, including individuals with disabilities or diseases, their families, staff, and professionals, Ågrenska can strengthen its brand and empower participants. Genuine stories based on true events can enhance brand recall, awareness, and associations, while also increasing trust and advocacy. Personal data, such as narratives, can be claimed as intellectual assets alongside other forms of data, such as text, pictures, audio, videos, and illustrations. To utilize personal data ethically and sustainably, Ågrenska needs to establish consent collection and removal processes, promoting co-creation and building trustful relationships with stakeholders. The IAM framework can provide a systematic approach for managing personal data in brand building, including categorization, consent management, and usage guidelines. By effectively managing personal data, addressing concerns, promoting transparency, and upholding trust and brand integrity, Ågrenska can navigate the complexities and hesitations surrounding personal data usage while empowering individuals and strengthening their brand. Keywords: Branding, IAM, Intellectual asset, intellectual property, Nonprofit, Personal data, Storytelling Because intellectual property does not exist in itself, branding will always be about colonizing brains. This can always be done through a greater or lesser degree of manipulation (Petrusson, 2004). Table of content Abstract ................................................................................................................................... IV List of Figures .......................................................................................................................... V List of Illustrations ................................................................................................................. VI List of tables .......................................................................................................................... VII Acknowledgments ................................................................................................................VIII List of abbreviations ............................................................................................................... IX Definitions ................................................................................................................................ X Introduction .............................................................................................................................. 1 1.1. Background ................................................................................................................ 1 1.1.1. The value of branding, an example we will all understand. ................................... 1 1.1.2. Ågrenska, a brand most of us do not know. ........................................................... 2 1.2. Prior Investigation ..................................................................................................... 5 1.3. Problem statement ...................................................................................................... 5 1.4. Aim ............................................................................................................................. 6 Research Questions ................................................................................................................ 6 1.5. Scope and Delimitations ............................................................................................. 7 1.6. Thesis outline .............................................................................................................. 8 2. Methodology ..................................................................................................................... 9 2.1. Matching the research and theoretical framework .................................................... 9 2.2. Research strategy ....................................................................................................... 9 2.2.1. Relationship between Research and Theory .......................................................... 9 2.2.2. Epistemological and ontological positioning ....................................................... 10 2.2.3. Quantitative & Qualitative Research Considerations ........................................... 11 2.3. Research design ........................................................................................................ 11 2.3.1. Case study ............................................................................................................ 11 2.4. Research method ...................................................................................................... 12 2.4.1. Required Data for Research Study ....................................................................... 12 2.4.2. Research Process .................................................................................................. 12 2.4.3. Data Collection ..................................................................................................... 14 2.5. Data analysis method ............................................................................................... 16 2.6. Quality of the study .................................................................................................. 16 2.7. Ethical considerations .............................................................................................. 18 3. Literature review ............................................................................................................ 19 3.1. Brand management .................................................................................................. 19 3.1.1. Defining a brand ................................................................................................... 19 3.1.2. Brand management ............................................................................................... 20 3.1.3. Customer-based brand equity, understanding what the brand represents. ........... 20 3.1.4. Brand elements, how to position the brand in the minds of the consumers. ........ 23 3.2. Storytelling ............................................................................................................... 24 3.2.1. Storytelling as a brand management tool ............................................................. 24 3.2.2. The role of stakeholders in storytelling ................................................................ 25 3.3. Brand building in the Non-profit sector ................................................................... 26 3.3.1. Non-profit branding .............................................................................................. 27 3.3.2. A paradigm shift in non-profit branding .............................................................. 28 3.3.3. The IDEA framework ........................................................................................... 30 3.4. Intellectual asset management ................................................................................. 34 3.4.1. The relationship between intellectual capital and intellectual property ............... 34 3.4.2. The intellectual asset management (IAM) framework ......................................... 35 3.4.3. The brand as an intellectual asset ......................................................................... 38 3.4.4. Personal data as an intellectual asset .................................................................... 39 4. Empirical findings .......................................................................................................... 43 4.1. The applications of branding ................................................................................... 43 4.2. Hesitation, the barrier to branding and communication. ........................................ 47 4.2.1. Hesitation toward branding as a tool .................................................................... 47 4.2.2. Hesitation towards storytelling as a tool .............................................................. 48 4.2.3. Hesitation toward the brand of the organization .................................................. 48 4.1.5. Hesitation toward the collection of personal data ................................................ 50 4.1.6. Hesitation toward the use of personal data on children ....................................... 51 5. Analysis and discussion .................................................................................................. 52 5.1. The need of communication and branding ............................................................... 52 5.2. What kind of personal data would Ågrenska like to utilize and why? ..................... 53 5.2.1. What personal data would Ågrenska like to utilize .............................................. 53 5.2.2. Why would Ågrenska like to utilize personal data .............................................. 54 5.3. How can partakers' personal data enable storytelling? .......................................... 55 5.4. How can storytelling be understood and claimed as an intellectual asset at Ågrenska? ............................................................................................................................. 58 5.4.1. How can storytelling be understood as an intellectual asset? .............................. 58 5.4.2. How can Storytelling be claimed as an intellectual asset? ................................... 59 5.5. How can Ågrenska set up a process for the collection of consent in order to collect the partakers’ personal data to enable storytelling? ........................................................... 63 5.5.1. How to gather others’ stories, brand democracy .................................................. 63 5.5.2. How to gather the consents when others have shared their stories ...................... 64 5.5.3. How to manage the content gathered in order to share the data .......................... 66 6. Conclusion ....................................................................................................................... 68 6.1. How can Ågrenska in an ethical and sustainable manner claim and utilize the partakers' personal data as intellectual assets for their organization, particularly in brand building? ............................................................................................................................... 68 6.2. How clear management of personal data will decrease the hesitation towards the usage of such data. ............................................................................................................... 70 References ............................................................................................................................... 72 Appendix 1, interview questions Original (Swedish) .......................................................... 76 Appendix 2, interview questions Translated (English) ....................................................... 78 Appendix 3. Table to table 9. ................................................................................................. 80 V List of Figures Figure 1. Ontological and epistemological position (Melker, 2023). ...................................... 10 Figure 2. An iterative research process (Melker, 2023) ........................................................... 13 Figure 3. Grounded theory vs traditional analysis, by (Mediani, 2017). ................................. 16 Figure 4. A simplified visualization of the strategic brand management process (Keller & Swaminathan, 2020). ................................................................................................................ 20 Figure 5. Key ingrediencies to CBBE, developed based on Keller and Swaminathan (2020). 21 Figure 6. Criteria for brand elements. Based on Keller and Swaminathan (2020) explanation of brand elements. Illustrated by Melker (2023). ..................................................................... 23 Figure 7. Internal and external stakeholders. Adopted from Dessart and Standaert, (2023) and Fog et al., (2010). Illustrated by Melker (2023) ....................................................................... 25 Figure 8. From knowing of the brand to beliving in the brand (Laidler-Kylander & Stenzel, 2013). ........................................................................................................................................ 30 Figure 9. Brand equity in the non-profit sector. Based on Laidler-Kylander and Stenzel (2013), illustrated by Melker (2023). ....................................................................................... 32 Figure 10. Visualization of the relationship between human capital, intellectual assets, and intellectual property, adopted from Sullican (1999). Illustrated by Melker (2023). ................ 35 Figure 11. The four different phases of the IAM framework, developed by Petrusson (2016). .................................................................................................................................................. 35 Figure 12. Claiming process for knowledge assets, developed by Petrusson (2016). ............. 36 Figure 13. Collected data from Ågrenska (Melker, 2023) ....................................................... 40 Figure 14. The need of branding for different applications. Illustrated by Melker (2023). ..... 46 Figure 15. Words used and avoided in the organization. Illustrated by Melker (2023). .......... 47 Figure 16. From personal data to a greater brand (Melker, 2023). .......................................... 58 Figure 17. How storytelling can be understood as intellectual assets based on Sullivan (1999). .................................................................................................................................................. 58 Figure 18. How partakers' personal data creates stronger and trusted brands (Melker, 2023). 69 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234708 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234709 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234710 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234711 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file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234724 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234725 VI List of Illustrations Illustration 1. Illustration 1. Coca colas market and brand value. Illustrated by Melker (2023). Inspired by Neumeier (2020). .................................................................................................... 1 Illustration 2. Gut feeling about a brand. Illustrated by Melker (2023). .................................. 19 Illustration 3. A simplified visualization what elements are a part of brand knowledge in order to build a strong brand, based on Keller and Swaminathan (2020) explanation of brand knowledge. Illustrated by Melker (2023). ................................................................................ 22 Illustration 4. From unstructured knowledge to a structured asset list. Illustrated by Melker (2023). ...................................................................................................................................... 38 Illustration 5. Raising awareness both to Ågrenska as an organization and the partakers at Ågrenska, which Ågrenska aims to aid. Illustrated by Melker (2023). ................................... 45 Illustration 6. Different opinions on who Ågrenska is, what are their main business and what are enablers. Illustrated by Melker (2023). .............................................................................. 49 Illustration 7. Creating differences and gaining awareness, leads to brand recall for Ågrenska. Illustrated by Melker (2023). ................................................................................................... 53 Illustration 8. People identifying with the stories presented as they are true. Illustrated by Melker (2023). .......................................................................................................................... 56 Illustration 9. How the IAM framework goes from inside the head of people to a clear and detailed visualization of the assets in the organization. Based on Petrusson (2016) IAM framework. Illustrated by Melker (2023) ................................................................................. 62 Illustration 10. The co-creation of stories. Illustrated by Melker (2023). ................................ 65 Illustration 11. An illustration on how the IAM framework adopted in relation to personal data management can simplify the right to be forgotten. Illustrated by Melker (2023). ......... 67 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234740 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234740 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234741 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234742 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234742 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234742 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234743 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234743 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234744 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234744 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234745 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234745 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234746 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234746 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234747 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234747 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234748 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234748 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234748 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234749 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234750 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234750 VII List of tables Table 1. The similarities between storytelling and branding. Based on Fog et al., 2010. ....... 24 Table 2. Paradigm shift of non-profit branding, developed by Laidler-Kylander and Stenzel (2013). ...................................................................................................................................... 29 Table 3. Mission, clarity, collaborations, and participative engagement focus, developed by Laidler-Kylander and Stenzel (2013). ...................................................................................... 31 Table 4. Examples on knowledge asset categories (Petrusson, 2016) ..................................... 37 Table 5. Collection of data from Ågrenska in regard to personal/non personal (Melker, 2023) .................................................................................................................................................. 41 Table 6. Examples of intellectual asset categories in branding. Based on the categories developed by Petrusson (2016). ............................................................................................... 60 Table 7. A fictive example of how a story in a video is claimed and understood. Based on Petrusson (2016) IAM framework developed and illustrated by Melker (2023) ..................... 61 Table 8. A fictive example of how a story in a picture is claimed and understood. Based on Petrusson (2016) IAM framework developed and illustrated by Melker (2023) ..................... 62 Table 9. A fictive example of how a story in a video is claimed and understood in relation to the collection of consent. Based on Petrusson (2016) IAM framework developed and illustrated by Melker (2023) see appendix 3 for full version ................................................... 67 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234753 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234754 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234754 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234755 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234755 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234756 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234757 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234757 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234758 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234758 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234759 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234759 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234760 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234760 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234761 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234761 file://///Users/helenemelker/Desktop/Skolarbete,%20juristprogrammet%20/pågående/Chalmers/UPPSATS/chalmers/bilder%20till%20uppsats,%20illustrationer/Helene_Melker_chalmers.docx%23_Toc137234761 VIII Acknowledgments With double master theses and internship, this spring has been hectic but extremely teachable. I now know what I am capable of, and am extremely proud of that, but I don’t ever what to do it again. I want to thank everyone who has been supporting me through this time. Thanks to all of you at Ågrenska whom I have encountered and a special thanks to Zozan for guidance and support. You are a true inspiration. I also want to give a special thanks to Anna Holmberg Borkmann, I cannot think of a better and more enthusiastic supervisor. You guided me through my very intertwined thoughts, and you are the reason why there is always a stash of Post-its and pencils in my bag. I don’t know what I would have done without them or you. Last but not least, I want to thank my family for all the support you have given me this spring. Gustaf, I don’t know what this thesis would have been if it wasn’t for your support, and Freja I don’t know where my health would have been if it wasn’t for you. Gothenburg, May 2023 Helene Melker IX List of abbreviations CBBE Customer-based brand equity GDPR General Data Protection Regulation IA Intellectual asset IAM Intellectual asset management ICM Intellectual capital management IP Intellectual Property IPR Intellectual property rights X Definitions Content Most commonly referred to photos, videos, audio, and texts in this essay. Also referred to as personal data when the content is directly or indirectly related to a living individual. Human capital The skills, abilities, knowledge, and know-how within each and every one of us. The human capital is bound to the individual and can, for example, not be owned by the organization the individual is working at. Intellectual asset The human capital that has been codified and defined through some sort of media. Is not bound to the individual and can, for example, be owned by the organization the individual is working at. Partakers Partakers refers to the individuals using Ågrenska services or in any other way participating at Ågrenska in a nonprofessional capacity. The reason for not defining as consumer, customer or user is that the partakers are not always the ones paying for the service and they are also to some extent participating on a healthcare level as well as for emotional support. Mostly referred to children or adults with disabilities or their parents or siblings. Personal data Any information that can be directly or indirectly related to a living individual. Most commonly referred to photos, videos, audio and names in this essay. Stakeholders Anyone with an interest to the organization, CEO, consumer, sponsors, employees as for example. 1 Introduction ” That visibility which makes us most vulnerable is that which also is the source of our greatest strength.” -Audre Lorde 1.1. Background This thesis will regard how personal data assets can be utilized at Ågrenska in order to build their brand, and what role storytelling plays for this to happen. Before digging into all of that, let's first set the stage. 1.1.1. The value of branding, an example we will all understand. There is no common definition of what a brand is, but most companies will agree that their brand is a vital asset for their company. Let’s take an example that everyone will understand, a consumer product that most of us will recognize even if there isn’t even a logo on the picture to the right, Coca-Cola. In a test using functional magnetic resonance, where Pepsi and Coke were compared, very dramatic results were shown. During the blinded testing phase, there was no distinct preference between the two brands, some participants chose Coke while others chose Pepsi. However, during the unblinded tasting phase, a significant brand influence emerged when participants were shown an image of Coke. Interestingly, their belief that they were consuming Coke influenced their experience to such an extent that certain regions of their brain became active only when they thought they were drinking Coke (Herskovitz & Crystal, 2010). With our society becoming information-rich and time-poor, brands Illustration 1. Illustration 1. Coca colas market and brand value. Illustrated by Melker (2023). Inspired by Neumeier (2020). 2 have an essential role in our decision-making thorough out our day, providing us with trust in a seller of a product or service just by identifying the brand (Neumeier, 2020).1 Brands signalize levels of quality, and if the consumers are satisfied with that said quality it is likely that they will stay loyal to the brand. For organizations, this loyalty provides them with predictability and security (Keller and Swaminathan, 2020), which are one of the reasons why brands are valuable recourses in companies. Coca Colas brand was for example valued at 97.9 billion U.S. dollars in 2022 (Coca-Cola: Brand Value 2022 | Statista, 2023), with a market capitalization of 275 billion U.S. dollars, which means that without the brand, coca colas market value would be 36 % less, see illustration 1. Why is Coke the obvious choice for so many of us? Much of it can be attributed to Coca-Cola’s ability to craft a compelling narrative and employ an appealing brand persona that resonates effortlessly with people. Storytelling has enchanted audiences for centuries, and Coca-Cola successfully adopted it. Researchers have for example shown that storytelling reinforces the emotional connections consumers form with brands (Herskovitz & Crystal, 2010). Stories possess a remarkable ability to serve various purposes: they educate, entertain, evoke fear, inspire hope, incite laughter, and evoke tears. Some delve into profound truths, while others explore the ordinary aspects of life. The stories we share affects our daily life and molds our sense of self, shaping our identity (Cameron, 2015). 1.1.2. Ågrenska, a brand most of us do not know. If we now move forward to the case that will be examined in this study, we move from an example most of us will recognize to an example some of us will not, Ågrenska. Ågrenska is a non-profit organization, providing programs for children and adults with disabilities, their families, and professionals supporting the family as a national center of competence. Ågrenska started as a convalescence home in 1914, where children could enjoy sunshine and baths in the sea, which during that time was the main medicine for long-term illnesses. Thanks to medical advances and improved living conditions, serious diseases became fewer. Children's Healthcare developed, treatment times were shortened, and a traditional 1 Neumeiers (2020) book, the brand gap, refers to as the gap between strategic and creative thinking. This thesis thus aims to involve both, thus you as a reader will be faced with some illustrations here and there and other similar visualization tools for this reading journey to be as much of a pleasure as possible. 3 convalescent home was no longer needed. As a result of these changes, Ågrenska closed the convalescent home in 1978. After some time of using Ågrenska for summer stays, “Project Ågrenska” started in 1985 to create a center for children with disabilities and their families, together with different actors that the families would encounter in their everyday life (Ågrenska, 2014). The heart of Ågrenska is the family stays for families with a child that has a rare disease, where the whole family participates in the stay since a child's disability affects everyone in the family. Apart from the family stays, Ågrenska has a vast number of other equally important operations, such as short-term stays (korttidsverksamhet) where the child or adolescent can spend a couple of days a month relaxing in a soothing environment to gain energy and daily activates (daglig verksamhet) where adults who have a disability work with tasks adapted to their interests and needs (Ågrenska, 2014). During the fall of 2022, I together with the rest of the Intellectual capital management (ICM) Track at Chalmers School of Entrepreneurship and Business Design had the opportunity to conduct a 3-week module at Ågrenska. Ågrenska exemplifies a strong dedication to social entrepreneurship, which is why they are a relevant case to study. According to Petrusson (2019), the entrepreneur has four different roles, the new building, rebuilder, welfare builder, and bridge builder. Where the bridge builder focuses on how we handle social challenges by bridging alienation and exclusion that makes existing social structures inadequate or inaccessible. Ågrenskas commitment to driving positive social change aligns perfectly with the goals and values of the ICM division. As social entrepreneurs themselves, they possess a deep understanding of social issues and employ entrepreneurial principles to organize, create, and manage ventures that drive meaningful social change. Rather than solely focusing on profit and financial returns like traditional business entrepreneurs (Hayes, 2023), Ågrenska assesses success based on the positive impact they have on society. Ågrenska strives to be a progressive and creative meeting place between needs and knowledge, with the aim to contribute to people ́s coping with everyday life and empower them to become as independent as possible. Like most non-profit organizations, Ågrenska is however in need of donations for sustaining their business and needs to increase the awareness and engagement of their organization. During the module, different challenges were identified. One of the biggest issues was the hesitation towards the use of pictures, videos, or other forms of media in order to tell the stories 4 of the partakers and what they do during their time at Ågrenska. There were little to no pictures of children with visual disabilities playing or interacting with each other or the employees at Ågrenska. And if there were pictures, most of them were either on the surrounding environment (the island itself, the sea, or the buildings) or on the professionals at Ågrenska. This resistance and apprehension regarding showcasing individuals on social media and similar platforms pose challenges for multiple parties. It raises concerns regarding the individuals' right to self- determination and inclusion, as well as the need for Ågrenska to demonstrate their operations in a way that evokes emotions and attracts partnerships. As Cameron (2015) marks, storytelling as a method for inclusion in the world of intellectual disability, is long overdue as it is rarely prioritized in services. Personal storytelling has to be encouraged and promoted as it holds the power to strengthen and heal the induvial and ultimately help individuals to gain more control of their lives as there “there is no greater agony than bearing an untold story inside of you”. Cameron (2015) tells an important story from his life when he was a speech and language therapist who assisted the communication to a person who had Down Syndrome and dementia. “He had moved into a nursing home as his placement in a community home had broken down. He was getting increasingly distressed and anxious and I was asked in my role as a speech and language therapist to assess his communication. I started to gather some background information on his life history – where he had lived, his family, friendships, his interests and so on. But, apart from his last move, nobody could tell me anything. I asked where his notes were and, with great reluctance, they got them from the archives for me. Apart from the very basic facts and lots of medical information these records did not tell me anything about this man; there was nothing about what made him tick, laugh or cry. More worrying even than the absence of his story was the fact that the staff of the nursing home could not see why his story was important. It almost felt like he had become a peripheral part in his own life. Without his story, finding ways to connect with him was going to be very hard. Especially when an individual has dementia, knowing his story from the past might also help us understand his current, perhaps erratic and difficult behaviour. The very services set up to provide care should recognise more than anyone the importance of maintaining personhood if care is to be provided with humanity.” 5 1.2. Prior Investigations The thesis has been written in parallel to another thesis, thus this thesis partly deliberates on the conclusions presented by Melker (2023), especially the fifth point regarding asset management of personal data. Limited research has been conducted on the topic of asset management within the non-profit sector, specifically pertaining to personal data. Although there have been two master theses from the ICM department at Chalmers University, which applied the IAM framework to data assets (Fransson & Sadriu, 2021) and branding (Lesseur Björnek & Malmberg, 2022), neither of them specifically explored personal data assets or examined a non-profit organization. 1.3. Problem statement Images speak a language we can all understand, and as humans, we naturally seek narratives and experiences that give meaning to our lives. Ågrenska needs to gain exposure and knowledge by communicating their values and illustrating how they make a difference (Fog et al., 2010). One effective method to achieve this is through storytelling, incorporating personal data in the form of videos, pictures, quotes, and other elements. This approach equips Ågrenska with the fundamental components necessary to construct authentic and reliable narratives, drawn from the genuine experiences of participants. With Ågrenska’s great history, founded during a different time when people who looked different were ridiculed, Ågrenska has taken on a protective role. The role has resulted in a dimension of hesitation from the personnel at Ågrenska towards the usage of personal data, both from the aspect of preserving the privacy of the partakers at Ågrenska and regarding the factual management of the personal data in accordance with, for example, the General data protection regulation (GDPR). However, in today's digitalized world, many partakers at Ågrenska actively engage in social media, utilizing it as a platform to advocate for themselves and raise awareness. The dilemma lies in striking a balance between respecting individuals' autonomy and privacy while also fulfilling Ågrenska's need to effectively communicate their mission and gain support. It is important to find alternative approaches that uphold individual rights while still showcasing 6 the organization's impact and generating the necessary resources for its activities. In order to investigate this further, this essay thus aims to investigate how personal data can be claimed as an intellectual asset and be used by Ågrenska in branding. In another essay (Melker, 2023), individuals' right to self-determination to their personal data and the possibility to give consent in regard to GDPR is investigated and a roadmap for collecting that consent is presented. The essays thus make themselves suitable to be read together for a deeper analysis but can also be read alone. 1.4. Aim The aim of this paper is to investigate how personal data can be claimed as an intellectual asset and be used by Ågrenska in their branding in an ethical and sustainable manner. Research Questions With this aim, the following research questions are relevant to investigate: MRQ How can Ågrenska in an ethical and sustainable manner claim and utilize the partakers' personal data as intellectual assets for their organization, particularly in brand building? RQ1 What kind of personal data would Ågrenska like to utilize and why? RQ2 How can partakers' personal data enable storytelling? RQ3 How can storytelling be understood and claimed as an intellectual asset at Ågrenska? RQ4 How can Ågrenska set up a process for the management of the collection and withdrawal of consent from the partakers, in order to utilize their personal data to enable storytelling? 7 1.5. Scope and Delimitations This thesis will be limited to investigating how Ågrenska, a Non-profit organization, can work claim and utilize the partakers' personal data as intellectual assets for their organization for brand building in particular. To maintain respect for privacy and avoid disturbance during visits to Ågrenska, the scope of the investigation has been specifically focused on interviewing the personnel rather than the partakers themselves, including children and adults with disabilities, as well as their parents. The partakers' perspectives have however been included through the observations that I have made. Another limitation is in regard to brand management. The thesis will be limited to focusing on the first two steps of strategic brand management, in particular how brand knowledge is built and how brand elements can be used to build strong brands. Furthermore, the thesis is built upon Petrusson's (2016) Intellectual Asset Management (IAM) framework, which provides a foundation for capturing and analyzing intellectual assets (IA). The research follows the logical approach outlined in the IAM framework to categorize and identify these assets effectively. In order to avoid duplicating efforts and maintain focus on its specific research objectives, this thesis will not extensively investigate compliance issues related to obtaining consent from individuals. Instead, it will reference the conclusions and results from the master thesis conducted by Melker (2023), where such analysis has already been conducted. This approach ensures that the current thesis can be read and comprehended independently while benefiting from the insights provided by Melker's research. 8 1.6. Thesis outline The first chapter of this thesis aims to present relevant background information in order to understand how the problem was defined and the research questions. The second section of the thesis will provide a detailed description of the methodology employed in conducting the research. It will outline how the study was designed, including the research approach, data collection methods, and data analysis techniques used. Additionally, the section will address the ethical concerns associated with the research and elaborate on the measures taken to ensure the protection of participants' rights and privacy. The third section of the thesis will present the theoretical framework that underpins the research. It will involve a comprehensive review of relevant literature and prior research conducted in the field. The section will aim to establish a solid foundation of knowledge by exploring key concepts, theories, and models that are relevant to the thesis topic, including brand management, storytelling, brand management in nonprofits and intellectual asset management. The fourth section will then present the empirical finding from the study, of which applications of branding, as well as the hesitations, are presented. The fifth section then aims to analyze the empirical findings in relation to the literature study. The discussion is divided into five sections where each research question is discussed separately with a first discussion regarding the need of communication and branding. Lastly, the sixth chapter will present the conclusions regarding how can Ågrenska claim and utilize the partakers' personal data as intellectual assets for their organization, particularly in brand building as well as how clear management of the personal data will decrease the hesitation towards the usage of such data. 9 2. Methodology 2.1. Matching the research and theoretical framework The middle-range theory will be vital in this study since there will be a focus on the service- centric, case-specific challenges for Intellectual asset (IA) management (IAM) and brand management for non-profit organizations. Thus, grand theory alone, for example, Keller on brand equity or Petrusson on IA management is not enough since it does not cover the elements of what is unique for a non-profit organization, unique for Ågrenska. Since Petrussons IAM framework does not focus on brand elements as strategic positioning, this study aims to create a new approach to IAM by adding brand elements. This study will thus contribute with theory on the middle range level, regarding brands as intellectual assets and how you can manage those, and on a low level regarding how Ågrenska can manage their IA (Bell et al, 2019). The low-level approach to branding presents a service-centric perspective that challenges traditional marketing management thinking and offers a broader, more integrated theory of brands. This perspective provides useful guidance, as it concerns the complexity of organizations and management processes (Brodie & De Chernatony, 2009). 2.2. Research strategy This section explains the general approach to the process of the thesis. 2.2.1. Relationship between Research and Theory Deduction, induction, and abduction are three alternative methods to use in order to relate theory with research. Throughout this thesis, different methods have been applied, as different research questions require different methods (Patel & Davidson, 2003). On the one hand, RQ1 is mainly inductive as it has gone from Ågrenska as a specific situation regarding what kind of personal data Ågrenska likes to utilize and why, to then apply a theoretical framework on why that makes sense. On the other hand, RQ2, RQ3, and RQ4 employ an abductive approach. In the case of RQ2, the theoretical framework on storytelling and its benefits is applied to the context of Ågrenska but then redefined to explore how personal data facilitates trust and enhances brand elements and narratives. Similarly, RQ3 follows an abductive path, applying the IAM framework to Ågrenska and their intellectual assets, and subsequently extending the 10 framework to incorporate branding, particularly in the context of storytelling as narratives. Lastly, RQ4 utilizes the theoretical framework of brand democracy and asset management to examine the specific situation at Ågrenska, while also developing how the IAM framework can be utilized to effectively manage personal data assets in compliance with regulations such as GDPR. 2.2.2. Epistemological and ontological positioning There are different assumptions and views on how research should be conducted, on the one hand, there are views of what knowledge (epistemology) is and on the other hand, there are assumptions on what characterizes that something is real (ontology) (Bell et al, 2019). The study's view of reality is of an ontological constructivist nature as the essay regards key concept like brand, brand equity, Intellectual assets, and personal data, which are all concepts that are created and shaped by man and that constantly change meaning. Furthermore, the thesis relates to knowledge from the subjective epistemological position, as the starting point is that reality is dependent on how it is defined, interpreted, and experienced by the subjects. The starting point is thus that there is no absolute truth about what constitutes a brand or what gives brand value, that exists in time and space independently of the human being and that can be measured through quantitative interviews. Instead, there is a need for other types of data collection where the focus is instead on how partakers' personal data can be utilized in the different cases at Ågrenska (Rienecker & Jørgensen, 2017). Based on these approaches to reality and knowledge, the purpose of the essay is not to explain what intellectual assets or brand value is but to explain how these concepts relate to, and affect, Ågrenska. Epistemologically Epistemologically Objektive Subjective Ontologically objective Ontologically Subjektiv (constructivism) THIS THESIS Figure 1. Ontological and epistemological position (Melker, 2023). 11 2.2.3. Quantitative & Qualitative Research Considerations Given that the study is based on the ontological constructivist and epistemological subjective assumptions, it is appropriate to use qualitative data to analyze brand value and intellectual brand assets. Qualitative methods, such as participatory observations and unstructured interviews, are the most suitable for a case study as they provide a comprehensive and in-depth examination of the case. These methods can effectively capture the intricate details and nuances of real-life situations and consider the subjectivity of the individuals involved (Bell et al, 2019). 2.3. Research design This chapter explains the framework for which the data collection and analysis will take place. The choice of research design reflects in the decisions regarding the priority of different dimensions in the research process, such as how we understand behavior and the meaning of that behavior in its specific social context (Bell et al, 2019). 2.3.1. Case study The research design for this study is a single organization case study, where Ågrenska is analyzed. The case study approach entails detailed insights and an opportunity to conduct an intensive analysis of the complexity that Ågrenska as an organization entails. The Ågrenska brand has never been analyzed before, making this case study revelatory, since it will bring the opportunity to observe and analyze a phenomenon previously inaccessible to scientific investigation (Bell et al, 2019). The research is both ideographic and nomothetic. The ideographic research ideal exists since the aim is to express the unique features of Ågrenska, where the case can, however, be used to draw parallels to similar situations or contexts. The nomothetic ideal of research exists as the thesis also aims to highlight similarities between both non-profit organizations and brands as intellectual assets (Esaiasson et al, 2012). The thesis thus aims to contribute on a certain instrumental level, as it contributes to unity and guidance on a complex issue (Bell et al, 2019). The case study has been conducted in two phases, first of all, Ågrenska was a part of a three- week course module during the fall of 2022. This module was done together with the rest of the Intellectual capital management (ICM) division at Chalmers School of Entrepreneurship and 12 Business Design. This phase gave insights into the problems at Ågrenska that were both directly related to the family stays but also on a more overall level for the whole organization. The second phase of the case study was during the spring semester of 2023, from January to June, where more in-depth insights were collected, based on the general ones from the fall. 2.4. Research method This section aims to visualize the research method for collecting data. The section aims to explain why this data has been collected, how it has been collected, and what has been collected. 2.4.1. Required Data for Research Study In order to answer the research questions different data is needed to be collected. The main research question requires data regarding what personal data from partakers is collected or wishes to be collected by Ågrenska, how personal data is currently used as intellectual assets in branding and especially in storytelling as well as Ågrenska’s internal policies, practices etcetera regarding data collection, privacy, and intellectual property. RQ1 especially requires insights in order to understand what personal data they want to utilize and for what reasons. RQ2 requires data on how storytelling is currently used and what stories are usually created regarding Ågrenska. RQ3 requires mostly data on how the IAM framework is related to narratives and storytelling but also what content that is created by stakeholders is built up by. Lastly, RQ4 requires data on Ågrenska's processes for obtaining consent from partakers for personal data collection and information on legal and ethical requirements, for example, GDPR compliance. 2.4.2. Research Process The study’s data collection method is action-based, with the intention of creating positive change within the organization through direct engagement and participation. The action-based method is useful in investigating organizations that are not typically observed, which applies to this study. This method allows for descriptive elements to be incorporated to some extent to provide context for the organization. Therefore, it is crucial that the work is centered around the user to ensure that the work's value is tailored to the organization's level. The action-based 13 approach provides flexibility by asking open questions with an open mind. The process has been iterative, beginning with a blank slate of questions and focusing instead on identifying the organization's problems and areas that require improvement (Bell, et al, 2019). From this more open approach, data was collected. Then according to the inductive method, the observations were examined in relation to the material, and then re-evaluating the questions, over and over again. This means that the process has been iterative throughout the work, see Figure 2, (Bell, et al, 2019). The snowball method2 was employed to determine which individuals were appropriate to be interviewed in the semi-structured interviews (Esaiasson et al, 2012). This approach allowed for the creation of a network of relevant individuals by initially interviewing those in management positions within the company and identifying other essential personnel they deemed relevant. This method was particularly crucial for this essay's purpose since the organization under analysis is a non-profit organization with strong values. The employees' varied backgrounds and passion projects meant that their job titles and descriptions did not necessarily encompass all aspects of their work. 2 The snowball method, or snowball selection as it is called in metodpraktikan, is a non-random selection method for getting hold of people by using other people who can help you find the next people (Esaiasson et al, 2012). Figure 2. An iterative research process (Melker, 2023) 14 2.4.3. Data Collection 2.4.3.1. Participant observations To collect data, direct observations were utilized in an effort to understand the perspectives of the individuals being studied (Bell et al, 2019). The method is particularly suitable when the focus is on young children or other people who have difficulty expressing themselves verbally, which is partly the situation in this case (Esaiasson et al, 2012). The observations were performed on a micro level and involved participating in various activities offered by Ågrenska, including short-term stay activities (korttidsverksamhet), Daily activity (daglig verksamhet) and family stays3, as well as case activities related to brand development. The participation in short-term activities, family week, and Daily activity took place in February 2023 and the case activities related to brand development took place throughout the spring of 2023. As an observer, I had a dual role. On the one hand, I am a participant as an observer, as I have participated and engaged in activities where those who have been studied have been aware and informed that I am a student who constitutes a study and will observe them, this was, for example, the case during the branding casework. On the other hand, I have also in some cases conducted the study as a full participant, as children and some adults with disabilities have always been informed that I am a student but may not always have been fully aware of what it means (Bell et al, 2019). Something that has been a challenge in itself is the ability to access the people who have been observed, which is common in direct observations (Bell et al, 2019). The reason for this is that children in general, but also individuals with autism, can find it difficult to feel safe with new people. To enable data collection in a way where the children could feel safe, I assumed a role that, like the other adults who work with the individuals do. I thus tried to blend in and conduct the activities that the others did, which could include participating in various games, outdoor activities, or teaching. Due to the uncertainty from the individuals, the observations have to some extent consisted of shadowing where I have followed one of the employees during an activity. It has enabled me to follow the activities but not perform them all by myself with the 3 Family stays are a week that families who have children with rare health conditions and diagnoses can meet, share knowledge and exchange experiences. The week is for the whole family where children, parents and siblings participate in a week of educational activities with other families who have a child with the same diagnosis. Ågrenska- familjevistelser (2022). 15 individuals, which has also been necessary to some extent as some individuals have a need for constant assistance. Notes were taken during the observation, with memos taken in cases where notetaking was not possible, such as during the activities where I acted as a full participant. With the use of observations, it will also mean that references to these observations are to me, the author, and also the observer. 2.4.3.2. Interviews Another form of research method used was interviews. The interviews conducted were both semi-structured and unstructured. The unstructured interviews were mainly carried out during the first part of the work, where the purpose of the interviews was to present me, the purpose of my visit to the organization and to gain an understanding of what the interviewers considered important. Semi-structured interviews were also conducted with people to get more in-depth information about certain more specific areas but without any direct expectations regarding what kind of answers were sought (Bell et al, 2019). The interviews were conducted face-to- face on-site at the organization when possible and otherwise through Zoom. In total a number of eight unstructured interviews and four structured interviews were conducted. The people being interviewed for the in-depth interviews were from the marketing, management, operations coordinator, and unit manager team at Ågrenska. 2.4.3.3. Literature analysis As the study follows an inductive approach, it is challenging to define all the main theoretical and conceptual terms that define the area of study prior to data collection. The theory is to be the outcome of the study, rather than the basis for it. The literature analysis has been developed over time, as the analysis of collected data requires greater flexibility to modify the boundaries of the subject during the writing period (Bell et al, 2019). 2.4.3.4. Documentation analysis An analysis of documentation has also been carried out. Both public and internal documentation have been analyzed to obtain background information regarding the organization how the 16 organization currently works and what the starting point is. Documentation that has been analyzed has for example been their website (public) questioners from participants after their stays and marketing strategies and other policies (internal). In addition, media outputs in the form of social media have also been analyzed to see how the organization works currently with posting pictures and other personal data (Bell et al, 2019). 2.5. Data analysis method The data analysis process has involved using grounded theory to some extent, which is appropriate given the iterative nature of the data collection and analysis. This approach has allowed for new data and analyses to be incorporated in multiple rounds, see Figure 3, (Bell et al, 2019). 2.6. Quality of the study To evaluate the quality of qualitative research, it is proposed to evaluate validity according to four parts, credibility, transferability, dependability, and confirmability. In order to enhance the credibility of the findings, two measures have been taken to address the issue. The first measure involves connecting the results of the research questions with existing literature. The second measure entails conducting respondent validations, where the participants who were interviewed are involved in controlling the study. This measure increases Figure 3. Grounded theory vs traditional analysis, by (Mediani, 2017). 17 the engagement of the participants and minimizes any potential power imbalance that may arise between the interviewer and interviewee, thus allowing the interviewee to feel included and have an impact on the research outcomes (Bell et al, 2019). The transferability criterion has been handled by writing the thesis so that it will be possible for other non-profit actors to use the results. In order for this to be possible, there are elements of in-depth descriptions of the situation and fictive cases regarding the intellectual assets to contribute to an increased understanding and opportunity for others to use the results (Alvehus, 2019). There is also a multitude of illustrations created by me, the author, in order to communicate more about how different elements should be understood. Dependability refers to the extent to which others can achieve the same results through similar methods. As direct notetaking was not always possible and recording was not allowed for ethical reasons, there is a risk of decreased dependability. To mitigate this risk, the methodology chapter provides a detailed description of the research process and data collection methods. In addition to the observations, all semi-structured interviews were recorded and transcribed, providing access to the data if needed (Bell et al, 2019). Confirmability refers to the extent to which the research findings can be supported by the collected data (Bell et al, 2019). Given that some of the data in this study are based on personal observations, measures have been taken to minimize the impact of personal biases on the data. For instance, detailed notes have been taken to capture observations as accurately as possible. However, due to ethical constraints, notes could not be taken in some instances, which may have introduced some subjectivity into the data collection process. Due to the use of personal observations, it becomes challenging to confirm the accuracy of the references. The alternative was however to ignore these observations entirely, which would have resulted in a lack of depth in the thesis. Therefore, it was decided that the inclusion of detailed quotes, with me as the reference, would provide a richer application to the essay, while still preserving the integrity of the persons being observed and interviewed. 18 2.7. Ethical considerations I have chosen not to interview any participants, as I do not want to cause any disturbance or anxiety in their everyday lives. This was particularly important given that many participants have autism and rely heavily on structure and routine. Furthermore, Ågrenska emphasizes the importance of the private island as a "free zone" where everyone can "feel like ordinary people" (Observation, February 2023). It has also been stated that there are many researchers who want to conduct studies at Ågrenska, where Ågrenska has declined in order to protect the partakers' privacy. I thus feel that it is a given that I do the same. As such, it was deemed inappropriate to interrupt the participants' routines and privacy. Their perspective has however been taken in through the observations. I have always informed everyone that I am a student writing my essay, however, as some might not understand what that fully means, it is also noteworthy to mark that all people who participate in any form of activity at Ågrenska have also signed that they are aware that research occurs to different extents at the organization. Since the study will be made public and Ågrenska as the organization being studied will be revealed, it was also important for me to make all the information about the individuals in general terms and not reveal who has been interviewed or observed. Information obtained from the individuals during observations has been noted without any personal information, such as name, disability, or working group, has been written down. The protection of individual's privacy has been prioritized in the research process, which is why the complete interviews have not been transcribed, and their names have not been explicitly mentioned. This approach was deemed important to maintain anonymity, creating a safe environment for participants to freely discuss the issues they perceive within the organization and express their opinions. By ensuring anonymity, participants can openly contribute to the discussion without concerns regarding potential repercussions or breaches of privacy. The interviews have instead been presented with quotes, stating exactly what they have said, but with some aspects being cut as it would clearly expose who said what regarding whom. 19 3. Literature review This chapter aims to include and describe key theoretical concepts that will be used in the analysis of the research study. This chapter will discuss brand management, storytelling, brand management in nonprofits and intellectual asset management. 3.1. Brand management With our society becoming information-rich and time-poor, brands have an essential role in our decision-making thorough out our day. This section aims to explain why that is by future answering the following: o What defines a brand? o What is (strategic) brand management? o What is customer-based brand equity (CBBE)? o What defines a strong brand? o What is brand knowledge, awareness, and image? o What are brand elements? 3.1.1. Defining a brand There is no common definition of what a brand is. On the one side, the American marketing association defines a brand is defined as “a name, term, design, symbol, or any other feature that identifies one seller’s goods or service as distinct from those of other sellers. “(American Marketing Association, n.d.). Following that logic, a brand is created when someone creates a logo for a company (Keller & Swaminathan, 2020). On the other side, Neumeier (2020), starts his book by saying “First of all, a brand is not a logo.”. Neumeier (2020) instead defines a brand as a person’s gut feeling about a product, service, or company. This means that the brand is not defined by the company, market, or the general public, instead, it is defined by each person's gut. When enough individuals arrive at the same gut feeling, an organization can say that they have a brand, see illustration 2. Illustration 2. Gut feeling about a brand. Illustrated by Melker (2023). 20 3.1.2. Brand management Brand management involves both strategic and creative thinking (Neumeier, 2020).4 Keller and Swaminathan (2020) define branding as the creation of differences. Where differences in outcome arise from the added value. What an organization can do in order to manage and establish a brand is influence how the communication of the quality of the product or service acts out. Brand management is thus the management of those differences that exist in the minds of people (Neumeier, 2020). According to Keller and Swaminathan (2020), strategic brand management follows 4 steps as seen in Figure 4. The first step is to identify and develop the brand plans in order to understand what the brand represents. The second step regards the design and implementation of the brand marketing programs, which included choices of brand elements, marketing activities, and supporting marketing programs. The third step is to measure and interpret the brand performance, through for example brand audits and brand tracking and lastly, the fourth step is to grow and sustain the brand equity, through for example brand portfolios. 3.1.3. Customer-based brand equity, understanding what the brand represents. The first step of strategic brand management is to understand what the brand represents by identifying and developing the brand plans. Keller and Swaminathan (2020) argue that the power of a brand lies in the minds and hearts of the customers. This is because it is what the customers have learned, felt, seen, and heard about a brand that builds up their experience of the brand and thus their feelings toward it. The challenge for the brand is thus to make sure that it is the right type of experience that the consumer has with the organization. A tool to measure how the customers feel and think of a brand is Customer based brand equity (CBBE). Positive CBBE is when customers react more favorably to marketing activities of a product or service when the brand is identified. Negative CBBE is when the customers react less favorably to 4 Neumeiers (2020) book, the brand gap, refers to as the gap between strategic and creative thinking. This thesis thus aims to involve both, thus you as a reader will be faced with some illustrations here and there and other similar visualization tools for this reading journey to be as much of a pleasure as possible. Figure 4. A simplified visualization of the strategic brand management process (Keller & Swaminathan, 2020). 21 marketing activities when they ideality the brand compared to when the brand in the marketing is fictitious or unnamed. The CBBE thus works as a strategic bridge for marketers between the past and the future. Where the bridge for example provides greater loyalty, less vulnerability to competitive marketing actors and marketing crises, larger margins, and increased marketing communication effectiveness (Keller & Swaminathan, 2020). 3.1.3.1. Brand knowledge, a key ingredient to brand strength From the definition of CBBE, Keller and Swaminathan (2020) identifies three key ingrediencies: Differential effects, Brand knowledge, and Customer responses to marketing, see Figure 5, as none of them can exist on their own, as the differences create the brands and without the knowledge or experience there are no brands, and thus no differences, likewise without any marketing activates there will be no reactions to the brand and thus no experiences or differences will be created. Keller and Swaminathan (2020) argue that brand knowledge is the main key since brand knowledge creates differential effects that drive brand equity which is how you create a strong brand. Brand knowledge has two components, brand awareness, and brand image. Brand awareness is the possibility for consumers to identify the brand under different conditions, with in turn is divided into brand recall and brand recognition. Brand image regards consumers perception of a brand, with is in turn divided into strong, favorable, and unique brand associations, see Illustration 3. Figure 5. Key ingrediencies to CBBE, developed based on Keller and Swaminathan (2020). 22 Brand awareness, the possibility of identifying the brand. Brand awareness is the possibility to consumers to identify the brand under different conditions and is divided into brand recall and brand recognition. Brand recall is the ability to retrieve the brand from memory when the given product/service category, the need or usage is presented. Brand recognition in is the ability to recognize the brand elements, when exposed to them, for example when faced with a logo, jingle, or slogan will the consumer recognize the brand? Brand recognition is more vital if the consumers take the decision at the point of sale, for example in the grocery store, but brand recall is more important if the decision is away from the point of purchase, which is for example on internet shopping or with services when the consumer must first activity seek the brand that they will shop at by, usually searching for their URL, and thus be able to retrieve from memory with brand is most relevant (Keller & Swaminathan, 2020). Brand image, the strength of the brand associations When a sufficient level of brand awareness is created, the brand image is the future step toward a strong brand. The brand image associations can either be based on brand attributes, descriptive features, or brand benefits, personal values, and meaning that the consumer attaches to the product or service. The source of this is however not relevant, instead, it is relevant to evaluate if the associations are strong, favorable, or unique in the minds of the consumers. For a piece of information to generate strong brand association it should be relevant on a personal level and consistent throughout time. A strong brand association is thus generally created if it is from Illustration 3. A simplified visualization what elements are a part of brand knowledge in order to build a strong brand, based on Keller and Swaminathan (2020) explanation of brand knowledge. Illustrated by Melker (2023). 23 direct experiences or word to mount. A favorable brand association is generated by convincing the consumers that the brand processes relevant attributes and benefits that satisfy their needs and wishes. The uniqueness of brand associations is generated when the consumers are convinced that the brand has a unique selling point that compels them to buy the product or service (Keller & Swaminathan, 2020). 3.1.4. Brand elements, how to position the brand in the minds of the consumers. The second step of strategic brand management is to build up the brand equity by properly positioning the brand in the minds of the consumer and achieving as much brand resonance as possible. The first step of this process is to choose the right brand elements. Brand elements are the unique elements that identify and differentiate one brand from another, like the brand name, logo, symbol, spokespeople, slogan, jungle, and packages. The brand elements should enhance the brand awareness, so that it facilitates strong, favorable, and unique brand associations, since that will build up the brand equity. In order to choose the right brand elements there are six criteria; memorability, meaningfulness, likability, transferability, adaptability and protectability, see figure 6. (Keller & Swaminathan, 2020). Figure 6. Criteria for brand elements. Based on Keller and Swaminathan (2020) explanation of brand elements. Illustrated by Melker (2023). 24 3.2. Storytelling As described earlier, the second step of strategic brand management regards the design and implementation of the brand marketing programs, which for example involves marketing activities and supporting marketing programs. Storytelling is recognized as a tool for strategic change when for example building sustainable reputations and images (Dessart & Standaert, 2023). This section aims to explain why storytelling is an important tool for brand management by future answering the following: o What is storytelling? o What are the key elements? o What role does stakeholders play in storytelling? o What is a core story? 3.2.1. Storytelling as a brand management tool Storytelling has always been around, thousands of years ago, humans told stories to teach each generation the history of important events, social mores, rationales etc. Fog et al. (2010) explains that as humans, we actively seek stories and experiences in our quest for a meaningful life, and thus consumers need an emotional dimension of branding. Thus, organizations need to communicate their values and illustrate how they make a difference. The differences, that before laid in the product or service, now lies in the stories, where the story is the bond between the organization and the consumer. Fog et al. (2010) defines branding as the goal of which storytelling is the mean. This since a strong brand is built on emotional connections with the consumer and a strong corporate culture Table 1. The similarities between storytelling and branding. Based on Fog et al., 2010. 25 of which storytelling communicates these values and speaks out our emotions. By sharing out story, we define who we are, what we stand for, where are we going, and how we fit in to this world and what our conflicts are. If the set-up is life-like it will increase the realistic aspects of the story and if it is more fictional it will likely create a strong transportation into the story universe (Dessart & Standaert, 2023). There is thus no absolute answer to if the stories should be real of fictional, but the story needs to be easily accessible to the audience (Fog et al., 2010). Storytelling helps to create narratives that are relevant in shaping the customer's values, lives, and actions, and thus storytelling has the power to strengthen a brand both internally and externally (Fog et al., 2010). Storytelling thus attracts customers by being relevant and valuable, by creating meaningful dialogues, or balanced conversations, that are interesting, engaging, compelling, entertaining, and charming. (Foley & Kendrick, 2006). 3.2.2. The role of stakeholders in storytelling A key element of storytelling is the characters, which are the stakeholders that are able to identify and empathize to the story (Dessart & Standaert, 2023). Fog et al. (2010) specify that the audience should be able to identify both with the hero and the problem, the villain. By being able to identify with the villain, we can understand what motivates the feeling behind the person’s actions and feelings. Usually, there is top-down communication in which the brand aims its message toward the stakeholders, ruling how it should be presented. However, there are also bottom-up initiatives, mostly on social media, where stakeholders have created the messages purely on their own initiative, creating reviews and feedback. This co-creation of stories, where the stakeholders are involved, is essential for building trustful relationships (Dessart & Standaert, 2023). There are both internal and external stakeholders, see Figure 7. One example of external stakeholders is customers, even though some customers can be very close ambassadors of the firm which is why ambassadors are in the grey area of internal vs external, see Figure 7 (Dessart & Standaert, 2023 and Fog et al., 2010). Figure 7. Internal and external stakeholders. Adopted from Dessart and Standaert, (2023) and Fog et al., (2010). Illustrated by Melker (2023) 26 Some key insights on different stakeholders’ stories (Fog et al., 2010) are: - Employee stories are a valuable source to stories regarding values and culture, regardless of if the employee is the receptionist, product developer or HR. - CEO stories are of symbolic significate since their actions are observed and analyzed by both employees and the surrounding. - The founders’ stories have a symbolic meaning as well, since they are how it all began and provides history. - Partners stories are always interesting since they come from personal experiences, and they may reflect shared values. - Customer stories add a universal experience, wince they reach beyond the actual service or product. Customers' stories reflect the brands’ value coming to life and it visualizes how you as an organization have made a difference which has far more credibility than saying it yourself. - Stories from option leaders add credibility to the brand and are for example royals, movie stars, or politicians. Based on the real-life stories of the stakeholders, the brand can for example build up its corporate story, or core story. A core story is the brand values put in perspectives and into a human context. It is more than just empty words and speaks to both emotions and reason (Fog et al., 2010). Creating a core story enables credibility for the brand as long as they are genuine and is a concrete communication tool. The core story is a tool on a strategic and operational level. The former since the core story creates consistency in all the organization's communication, both internally and externally and the latter since it can be utilized in presentations or commercials as a communication tool (Fog et al., 2010). 3.3. Brand building in the Non-profit sector As described earlier, a brand can be defined as a person’s gut feeling about a product, service, or company, and when enough individuals arrive at the same gut feeling, the organization can argue that they have a brand Neumeier (2020). A non-profit brand is largely the same, Laidler- Kylander and Stenzel (2013) argue that a non-profit brand is the collection of perceptions about an organization and its services and programs, that is formed by every communication, action, and interaction. 27 This section aims to explain what non-profit branding is by future answering the following: o What is non-profit branding? o What is the new paradigm shift in non-profit branding? o What is the IDEA framework? 3.3.1. Non-profit branding In the private sector, a brand helps stimulate and sustain the demand for a product or service by increasing awareness and image. The brand thus builds preferences, loyalty, and trust. According to Laidler-Kylander and Stenzel (2013), in addition to providing recourses, such as financial, human, and social, a non-profit brand ensures safety to the personnel in the field, helps with the implementation of the mission, provides internal cohesion by unifying the workforce around a common purpose, and positions the organizations for potential partnerships. Besides just satisfying the donor's needs, the non-profit brand usually also lobbies, educate and communicate the cause itself and conduct image and reputation management (Stride & Lee, 2007). Non-profit brands are especially value-driven, where the values can be seen as the heart of the charity and the reason for its existence (Stride & Lee, 2007) According to Stride and Lee (2007), Naddaff notes that even if concentration upon achievement of the mission, vision and core values are crucial to successful branding, it is also vital to manage the image of the brand, which is most effectively achieves through effective logo, tagline, and identity design. In order to manage this, a number of organizations have for example constructed brand handbooks, which mostly however manage the concept of branding on the tangible level, the logo, typeface, or slogan, but less manage of the more intangible dimensions of the brand, the values (Stride and Lee, 2007). Apart from the values, non-profit brands are also highly trust dependent. One senior executive presented in Stride and Lee (2007), amplified that “if you are not honest, you’re not there” and another said that without trust “you’re in pretty bad shape”. 3.3.1.1. Hesitation toward non-profit branding Since brands are such highly trust dependent, there have also grown some concerns regarding non-profit branding from organizations. Laidler-Kylander and Stenzel (2013), argue that one of the biggest concerns for many non-profits is that they don’t want to “commercialize” the 28 organization. They don’t want to be linked with advertisement and sales since that would not be in line with their mission-driven organization. For many of these organizations, the brand is only visible when the organization is asking for money or “in the middle of a disaster”. This means that the brand becomes associated only with capital-enhancing activities during these disasters and not with any other positive activities. This usually enhances the perception that the organization will be spending unnecessary expenses if focusing on branding since that is only the marketing advertisement and not any strategic management of a vital asset. The brand needs to be managed and not exploited, which it will be if the brand is communicated in a coherent and transparent way regarding who the organization is and what they do. There are also Ethical concerns for example, organizations not wanting to disrespect anyone and thus not for example using children in fundraising campaigns which might be effective but not respectful (Laidler-Kylander & Stenzel, 2013). Based on these concerns, there is a need for a new path of brand management, away from the commercial approach. Organizations should not only put brands on display during marketing campaigns, instead, organizations should help people understand how their donations contribute to growth and expand our ability to execute the mission so that the people what to support the work. The goal of communication and branding is not to get donations, but to generate support and understanding of the mission, there is thus less commercialization since the brand is no longer just about receiving money. Fundraising is the means to the end, and not the end itself, instead, fundraising is about building relationships and developing advocates and patterns for the organization and its goals (Laidler-Kylander & Stenzel, 2013). When the brand embodies its missions and values, there is also less dissonance between how the brand is used and deployed and the values that exist. This social impact and mission become intergraded into the brand, and the brand exposes passion and pride to everyone connected to the brand. The brand now mirrors high ethics and values, thus reducing the risk of the organization being uncomfortable with branding from an ethical perspective (Laidler-Kylander & Stenzel, 2013). 3.3.2. A paradigm shift in non-profit branding Stride and Lee (2007) argue that the challenge for non-profit brand managers is to attain the identification of the values, and then effectivity manage those so that they provide meaning to 29 both the internal and external stakeholders. Laidler-Kylander and Stenzel (2013) stress that these stakeholders are not just the donor, but the whole spectrum of audiences that are ready and willing to support the organization in different ways as brand ambassadors. The communication between the brand and the stakeholders needs to be a dialogue of authentic engagement and not a one-way projection of a controlled image. This since with social media, organizations have the potential to reach out to many for a low cost, but the outreach is difficult, near impossible to control. Social media builds on a collaborative space, with two-way conversations, thus the communication between the brand and its stakeholders needs to be the same. The stakeholders need to be participated in the communication by being engaged with comments, questions, reposts, sharing stories, etcetera (Laidler-Kylander & Stenzel, 2013). In order for this to be possible, there needs to be a shift from managing just the tangible elements of the brand (logo, corporate identity) to the effective management of the intangible values. This shift, according to Laidler-Kylander and Stenzel (2013), means that the role of the brand is not to focus on fundraising and PR tool, but to the management of critical strategic assets and mission implementation. Table 2. Paradigm shift of non-profit