Brands represent a value, more precisely: value potential. In contrast, brand implementation is the way of realising this value, of exploiting value potential. Depending on the industry and business model, 30 to 85 per cent of the company value results from intangible values such as reputation, brand strength, sustainability, security and customer relationships. As high as this value is, it is just as surprising how little attention is devoted to implementing brands. Many management levels still view the brand in a highly one-dimensional manner as a communicative task and sometimes even reduce it to the topic of design. It is delegated downwards and allocated to the field of responsibility of Marketing and Corporate Communication. As if company management and branding were two completely separate things! However, the brand actually helps to harmonise company performance and customer expectations. It links one’s own value creation with customers’ estimations and thus sustainably boosts company success. The brand therefore affects all company departments and is consequently an upper management task. Implementation ensures that it is established as a control factor between the management, employees and market.