Internal brand Management

Internal Branding

Montinee WongtrakunOctober 28, 2010

Agenda

•

Module 1: What really is Internal Branding

•

Module 2: How to embed On Brand culture or service to your organization

•

Module 3: The challenge of “Generation Gap”•

Module 4: Bringing it back to practice

Remarks: Sample of companies will be shown throughout the sessionsSources used throughout the sessions: Books, Websites, Personal experiences•

Hr from the Heart, Sartain and Finney,

•

Branded Customer Service, Barlow and Stewart,

•

Building ab Authenticity, Beverland,

•

The Disney Way, Capodagli and Jackson,

Brand

•

A brand can be defined as a cluster of clearly defined values It represents what an organization wants to stand for and what it promises to its customers

-de Chernatony 2001, Aaker 2000, de Chernatony and Segal 2001)-

Internal Branding is not….

•

Letting your employees know about your new advertising campaign.

•

It does not consist of handing out t-shirts and announce a new strategy, name change or company vision statement.

•

Organize an event to make them feel good

Internal Branding

•

The process

of “aligning an organization around a brand”

(Tosti and Stotz 2001:30) is known as the internal

branding process and can be aimed to both existing and prospective staff.

•

The most immediate evidence of service for the customer occurs in the service encounter or the

‘moment of truth’

when the customer interacts with the organization

(Lovelock 2004).

Internal Branding

•

A tool of internal marketing and refers to the activities employed by a company to ensure intellectual and emotional staff buy-in (Thomson et al., 1999) into not only the corporate culture, but also the specific brand personality invoked within this culture.

•

The set of strategic processes that align and empower employees to deliver the appropriate customer experience in a consistent

fashion

•

So do we have better Ideas on what is

Internal Branding?

Firms with high employee engagement levels have:

12% higher customer advocacy

18% higher productivity 12% higher profitability

Source: Gallup, Building Engagement in This Economic Crisis, February 2009

Who’s Job is it?

HR

Marketing & Communication

Senior management

Brand/ Culture Team

Delivering your Brand through your people

Factors that help your company embed those desired behaviors into

your organization and people

Factors that helps or hinders IB

Organizatio n structure

Organizatio n structure

Autonomy structure

Autonomy structure

Competenc y

Competenc y

CultureCulturePeople process

People process

Policy & compliance

Policy & compliance

Management styleManagement styleLeadershipLeadership Trust levelTrust level

Communicatio n

Communicatio n

Decision making

Decision making

1. Get your VMVs’

RIGHTS

Where you want to be

Where you want to be

How do you live your mission &

achieving your vision

How do you live your mission &

achieving your vision

Why do you existWhy do you exist

Southwest Airlines VMV

2. Work on that “PHASE”•

Make sure whether the external message or promise is the right one, if the marketing and communication confirms it, then we will work on that.

–

If not , this is the opportunity to for HR & MKT working together finding that relevant and has powerful meaning to both external & internal

•

Example: “Southwest delivers Freedom

to Fly to Americans”•

A brand workshop can help make this a clearer picture!

Source: HR from the heart, Sartain Finny

2. Work on that “PHASE”•

Make sure employees understand

the external

message or promise that goes out to customers.

•

It has to has meaning to them as a person and on their job -

Translate your brand promise to reflect

“what’s in it for them”•

Finally, Key is

“Buy-in”

–

Use focus group or facilitation technique. Think of external market research!

•

Example: “At Southwest the freedom brgins with me”

or


Freedom to be yourself is the freedom to be your best. Log on for great career opportunities at

southwest.com


2.

Work on that “PHASE”•

Engage your employees in the process. Constantly check the temperature of your employees. Like, how do they perceive the company? what they want and how can we help them to experience the company in an even more positive way? These 3 questions can help:

a.

What does the company stands for?b.

How will the company deliver on it stands, consistently?

c.

How can I, as employee help my company succeed right now?

–

Just like customer research…you can use survey, focus group, and so many more. Ask marketing team to help you!


2.

Work on that “PHASE”

•

Use powerful key phase and link all your message to them …Freedom was the main theme for Southwest at that time

•

Keep it real and consistent! It should be remindful and connects to employees daily experience

•

The promise statement can be use on a day to day basis to inform and guide decision in employment relationship


2.

Work on that “PHASE”

•

Don’t forget to market your internal brand externally. Inspire your customers with who you are and what you do

Tips:

The tools which can be used here are•

Desk research

•

Climate surveys and other suitable surveys•

Focus groups

•

Brainstorming Workshops / facilitation workshop


3.

The People Process HR is your New best friends

Selection –

On boarding

•

Make sure you hire the right people, Make it your company TOP PRIORITY!

•

Hire the person not the resume’

–

we are not going for skills (job fit) but search for the right person with the right values

(culture fit)

•

Treat

them with importance from day 1,don’t forget the 100 days are critical! Remember 1st

impression is everything•

Immerse them in your brand, culture, whatever you want to call it

Training & Development

•

Define your competency that will make your brand promise come true–

Workshop on competency identification with each department is required. (functional, Leadership competency)

–

Spend your budget on the strategic area which align with VMV. Try making difference in your customer experience (Samsung> Technology and Talent), (Zappo.com> making customers happy)

3.


Training & Development

•

Now, Coaching is another mgt tool in help implanting the desired knowledge, skills, attitudes to employees

3.


Performance Management

•

Measure what matters! And impacts your brand promise…

•

Align those KPIs among all departments in the company or else you end up creating a WAR ZONE…

•

Be Proactive & Positive -

Focus on good cases and recognize them rather than fault finding and putting in more preventive mechanism

3.


Reward & Recognition

•

Install compensation and rewarding programs that reward preferred behaviors

•

Encourage

your talent or leaders that demonstrate these preferred behavior: Show case

•

It’s all start with genuine “Appreciation”

in your way!

3.


Reward & Recognition

•

Make sure it align with your company’s philosophy and values. Don’t try to be someone else

•

Be creative! Design ones that fits your target: Cafeteria package

•

Try to make it differentiate…Little things can make a difference

Remember: Just be natural and other things will follow

3.


•

It’s management top agenda! –

they must know what type of culture enhance those vision and mission

•

HR can be the Lead and drive the development of a culture, but not CREATING one. Heres’

how:

–

Understand your current culture–

Develop a business case for cultural change

–

Work with senior management team to define inspirational culture

–

Develop action plan to bring about change–

Communicate what needs to change and why

4.

Creating Culture… Whose Job is that? brand’s culture

•

Always check the temperature – go back to those survey and focus group. Changing in workforce is normal today

•

Keep telling the stories, legacy…as well as encourage others to do the same

•

Use HR channels to communicate and emphasize culture

4.


•

What HR shouldn’t do–

Everything else didn’t mentioned……

–

Everybody in the organization should participate in identifying new culture or checking whether it’s still on and align with our brand….

•

Remember…HR drive culture development only…It must achieve buy-in from CEO all the way down to be effective

Remark: The role of HR mentioned here also apply to other Organization development issue

4.


5. Lead by example•

It’s all started from Impact of Founders or Leaders:–

beliefs, values, and assumptions of founders

–

learning experiences of group members

•

Setting priorities/ Policies that impact organization’s success, according to VMV

•

Making decision according to organization values, both good and bad news

•

Practice, share, and communicate desire behavior…through internal communication tactics

On & Off Brand Leadership

On Brand

•

Communicate the vision clearly and consistently

•

Delivering focused messages while communication with team members

•

Displaying passion on service & products

Off Brand

•

Assume

employees know and understand the vision

•

Judging

staff stupid if they don’t buy in the vision

•

Assume employees will be motivated if focus on the function of their job

Source: Branded customer service, Barlow and Stewart

6. Focus on you Customer Touch Point

•

Brainstorm on what you can do to deliver that best customer experience based on our VMV (both management and employees)

•

Define it in behavior terms•

Off course…get buy-in from the employees

•

Embed them in the process (depends on what type of culture)

•

Practice, encourage, put in management agenda to be in the focus list…

•

What measured, gets results!

7. Internal Communication

•

Communicate

from your employees point of view, and focus on outcome

•

Connect

with the heart as well as the head•

Implement a feedback flow in the company

•

Be proactive in communication

7. Internal Communication

•

Electronic communication as a complement instead try more face to face meetings

•

Use grapevine

•

Plan for communication to take place in different levels and groups, tailor made to their style BUT same message

7. MORE Internal Communication!

•

Involve employees in brand promises, product and service development activities

•

Always ask 3 important questions for inputs:–

What does the company stands for?

–

How the company deliver on its stands, consistently

–

How can I, as an employee, help my company succeed right now?

Generations

•

Baby Boomers vs. the Older Generation–

1946 -

1964:

•

Generation X:

1965-1976•

Generation Y:

1977-1995

•

Generation Z: 1996..

Source: suit101.comJan 4, 2010

8. Creating Internal word of mouth

•

Set A Brand Champion Team / Brand Committee. Roles can defines in 3 phases1.

Live the Brand: Keep in running!

2.

Support and advance the vision –

Maintain & improve

3.

Work as one team –

Act as internal consultant, Inspire the organization, assisting senior management carry out strategies

•

It’s more effective to set a cross functional team and represent the whole organization as 1 team

What is Zappo.com?

Tony Hsieh, CEO,

Zappo’s

Core Values•

Deliver Wow through service.

•

Embrace and drive change.•

Create fun and a little weirdness.

•

Be adventurous, creative and open-minded.•

Pursue growth and learning.

•

Build open and honest relationships with communication.

•

Build a positive team and family spirit.•

Do more with less.

•

Be passionate and determined.•

Be humble.

Source: Round table talk. Straight talk on leadership. Leader to leader, July 21, 2010

“Wow”

After-order excellence•

No "back order" notice, guarantees every item dropped into a customer's online shopping cart is in stock and available at the company's Kentucky warehouse.

•

Creating the “Wow”

experience. Shipping is promised in five to six days. The warehouse operates 24/7. Some items arrive on a customer's doorstep in as little as eight hours

•

if Zappos

doesn't have the style or size the customer is looking for, reps are trained to check out three competitors' sites and make referrals. The goal is building a lifelong relationship.

Source: : January 14, 2009 in [email protected]. Carey

Word of mouth advertising•

Invest in the customer experience, fostering repeat business and word of mouth advertising instead of traditional advertising

•

Free shipping both ways and a 365-day return policy. Customers can order 10 pairs of shoes, try them on, and send nine back. Or 10. Free.

•

Call center representatives work without scripts and are under no pressure to quickly dispatch with customers.

•

Encourages reps to bond with customers. Call times are not measured. A chat that continues for an hour with no sale is no crime at Zappos.

“Wow”


Company culture

•

The number one focus and priority for the company, even though we want the brand to be about customer service," Hsieh said, "is company culture …

Our belief is

that if you get the culture right, most of the other stuff, like great customer service, will just happen naturally."

•

"Your culture and your brand are two sides of the same coin," Hsieh said.

•

"For us," Hsieh said, "we put a lot of effort into making sure that we have the right culture."

“Wow”


Getting the right fit•

Recruits go through two interviews. The first assesses their technical proficiency and the second their ability to fit into the Zappos

culture.

•

For all positions, training takes five weeks. It begins in the company's Las Vegas headquarters, mastering customer service and taking calls. Trainees then head to the Zappos

plant in Shepherdsville, Kentucky, about 15

minutes south of Louisville, to learn the shipping process.

•

At the end of the first week, every trainee is given the option of being paid $2,000 plus training expenses -

-

if

they quit. Those who remain are whole-heartedly committed to the company

Above and beyond–

Trust employees’

judgement

“Wow”


Secrets of Zappo’s

brand building

The Bottom Line: Hsieh shared his four strategies for building a brand that matters:

•

Vision.

Zappos' mission began with a goal of selling lots of shoes. After a few years, Hsieh implemented a plan to go beyond sales to "something more meaningful," he said. The mission became superior service. People ask him what businesses can do to make money. "That's probably the wrong approach," he said. "What's really important is figuring out what your passion is about …

Chase the vision, not the money. The

money will follow.”



brand building

•

Repeat customers.

One year, Zappos

paid $75,000 for a billboard at the San Francisco Giants' stadium, hoping to draw new customers. At the end of the season, the company measured the sign's impact: three new customers. Today, 75 percent of Zappos

sales

come from repeat customers.



brand building

•

Transparency.

"We believe in embracing transparency for customers and employees," Hsieh said. Most companies, he said, foster secrecy. "We take the opposite approach." Vendors, for instance, are given login information so they can view insider data such as inventories, sales, markdowns. Maybe that data ends up in the hands of competitors, but it also adds "an extra 1,500 pairs of eyes helping to manage the business and feeling like partners."



brand building

•

Communicate core values.

Employees have created a list of 10 core values that include: deliver "wow" through service, embrace and drive change, create fun and a little weirdness, pursue growth and learning, do more with less, be humble.


“Brand Building…. Starts with your Employees”

-Morgan Daloisio-CMG Partners, a strategic marketing consulting firm

,

Thank You

Hope we are inspired to go back to our organization & initiate

something different tomorrow!

Date post:	28-Jan-2015
Category:	Business
Upload:	wipakorn
View:	107 times
Download:	0 times

Internal brand Management

Business