Internal Branding is synonymous with internal brand management, an integrated management process in which the brand is anchored internally – with a strong impact on both external customers and stakeholders. This approach poses companies with a number of significant challenges because Internal Branding affects a whole range of the brand's impact dimensions – starting with internal product development and communications through to corporate culture and employee conduct. Experience has shown prioritizing and focusing on specific aspects to be a constructive approach here. Furthermore, it is essential that definitions and the expectations that accompany them are clarified and clearly delineated from the outset. In those cases where the main concern is the alignment of the brand with employee conduct, the focus should be on leadership principles and overall Human Capital Management orientation toward the brand. A key structural requirement here is close collaboration between the often still separately functioning branding and HR operations. Ideally, HR should also be seen as a proactive strategic contributor in supporting the brand. As the expression Internal Branding does not specifically reflect the behavioral component, the term Brand Behavior is more appropriate in this context. Depending on the corporate self-awareness, it may be expedient to relabel the term “brand” by putting greater focus on values and referring to a cultural initiative, or a Customer Centricity Initiative. Regardless of the label, the process still involves the content and the characteristics of the brand that are being utilized as management tools.
INSIGHTS
A Brand Behavior Roadmap ... or the Challenge of Making Brand Values Come to Life
Motives behind Brand Behavior processes may differ considerably and so it is essential from the outset to identify accurately whether the process was triggered by a new corporate strategy, mergers and acquisitions, reorganization, restructuring of the brand portfolio, revitalizing a brand, new customer needs, image issues or desired changes in corporate culture. Different scenarios call for dedicated objectives, approaches and measures. The following suggestions briefly outline the key roadmap topics which can be used as modules to match the priorities. Guidance is also provided on the topic's strategic and conceptual structure, with the level of detail in the different modules varying from case to case.
In the initial phase, the brand strategy and the related brand story are grouped into four modules: Messaging, Leadership, Customer-Centricity and Employer Branding. All have the individual employee as their focal point. Each of the four modules has the same objective: To make the brand relevant in the employee's daily work routine in order for the brand to come alive for external stakeholders. These separate modules and combination of them provide overall strategies that leave scope for pragmatic approaches with quick-win opportunities.
Depending on the circumstances, further topics connected with Brand Behavior may also be oriented toward the brand. Since brand management is still largely viewed as a classic communications discipline, many companies have a long way to go before they can tap into potential synergies. Exploiting innovation or ideas management, for example, has the benefit that it can be used to generate a relevant KPI on employee commitment and conduct by measuring submitted and implemented employee ideas.
The following six topics have proven to be key factors toward successful implementation:
1. Recruitment (Employer Branding): The desired change can only be achieved with employees suited to the brand. Employer Branding is an important driver of Brand Behavior.
2. Employee assessment: Including brand values in competency models and evaluation systems aims at specific conduct and creates a binding fundament.
3. Ideas management: Contributions responding to the question “What must be changed so I can do my job successfully in accordance with the strategy?” lead to specific improvements.
4. Toolkit for team workshops: Change starts with small things and thus also with individual employees and team structures. The first small steps can be achieved by using the appropriate work instruments.
5. Leadership training: Leadership is an essential topic and must be addressed. Top priority must be given to empowering management executives.
6. Success stories: Emotional identification with best cases helps create role models. Cases that come to life with the help of film portraits and short stories.
And finally, here as with brand management in general, it's not the individual short-term projects that lead to enduring success. The important thing is to create a sustainable process that, by taking small incremental steps leads to a path of continuous improvement and lasting success.
Pascal Geissbühler is Creative Director with the brand consultancy Branders in Zurich.
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