Implementing Vision in Society through Brand Experience: A Multi-layered Framework and Case Studies

Abstract: Visions and purposes have become increasingly recognized as essential drivers that shape the future of organizations and society. However, visions are often articulated as abstract ideals, making them difficult for users to experience directly. While previous studies in design, marketing, and organizational theory have addressed visions, brand experiences, and culture separately, few have examined how visions are concretized as everyday experiences that influence both internal culture and external user interactions. This study aims to address this gap by proposing a multi-layered framework that enables the social implementation of visions through brand experience and by demonstrating its application through two contrasting organizational cases.This study adopted a qualitative, multi-case approach. First, an integrative framework was developed, conceptualizing the process of vision implementation as a chain: vision → brand experience → employee experience → user experience. This framework emphasizes how brand experience translates abstract visions into emotionally resonant narratives, employee experience internalizes the vision within organizational practices, and user experience manifests the vision through products and services. Second, two organizations from distinct domains were analyzed: Money Forward Inc., a fintech company in Japan, through a semi-structured interview with a key cultural leader and company documents; and Busshien, a Japanese social welfare corporation, through site visits, interviews, and literature review. The analysis examined how visions were expressed and experienced at each of the three experiential layers.The analysis revealed that both organizations successfully implemented their visions through multi-layered experiential strategies. At Money Forward, the vision of “Move money forward. Move life forward.” was translated into a brand experience of progress and optimism through design language and advertising, supported internally by employee behavior guidelines (e.g., “User Focus,” “Fairness”). Users experienced the vision through financial visualization tools that fostered security and empowerment. At Busshien, the vision of “creating an inclusive society” was embodied in open and culturally rich facilities, promoting brand experiences of inclusion and dignity. Employees internalized this vision through empathetic care practices, while users experienced respect, autonomy, and belonging in their daily interactions. Despite differences in their mediating elements—digital UX and corporate culture versus caregiving practices and community interaction—both organizations showed a shared structural pattern of translating abstract visions into concrete experiences.This study contributes a new framework for understanding how organizational visions can be socially implemented by cascading from brand experience to employee experience and finally to user experience. The framework clarifies the dynamic and cyclical nature of this process, in which user feedback and employee practices continually reshape brand experiences and visions. By highlighting the common structure underlying different domains, this study provides practical guidance for organizations seeking to embed abstract visions into everyday life and culture.

Keywords: Vision, Brand Experience, Employee Experience, User Experience, Organizational Culture, Social Implementation

DOI: 10.54941/ahfe1007141

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