It would probably be safe to say that the most common element found in corporate vision/mission statements and values lists is “customer focused.” At the same time, I would bet that a concept not commonly found in these same documents would be “employee focused.”
Virtually every company understands the importance of having a customer focused approach to business, especially in today’s turbulent and uncertain economic environment. So, why is it that so few organizations feel the need to focus on employees? Companies spend millions of dollars to communicate their brands to customers, but rarely do they make the same effort to build that same brand with their employees.
This critical concept of being “employee focused” is at the heart of what I refer to as Internal Branding.
First, let me point out that being customer focused and employee focused are not mutually exclusive. In fact, they are closely connected. For any organization to live up to that core value of putting their clients first, they must first realize that their primary focus actually needs to be on their own people. The question is: “How are those employees/colleagues building and consistently delivering upon the brand promise internally? If one can get that internal brand promise and process right, then delivering for clients is pretty well assured.
This “branding from the inside out” approach (Internal Branding) is in many ways the greatest untapped marketing and communications opportunity for companies and their brands. This whitepaper will outline seven key internal branding principles that anyone can employ to strengthen their brand and internal alignment, and achieve buy-in to drive better marketing results as well as vital employee satisfaction.
There are multiple reasons why Internal Branding is so under-leveraged by companies and organizations of all types. The fact is, organizations tend to be outward directed, mainly because that is what they were designed to do. Companies try to sell more products, more profitably. To accomplish these goals they need customers, and are almost single-mindedly focused on finding, cultivating and converting them. Non-profit organizations are not terribly different in this regard. Their mission typically is to provide services and support for members, stakeholders and other constituents. Again, the focus tends to be externally oriented.
Another reason why Internal Branding has traditionally been a stepchild in the marketing mix is that it does not fall neatly into one area of the corporate structure. Actually, Internal Branding bridges a number of corporate departments, including marketing, HR, training, corporate communications/PR, customer service, and operations. The fact that Internal Branding touches on all of these corporate areas ensures that, as a function, it frequently lacks an essential internal champion (should it be the COO, CMO, head of HR or VP of Corporate Communications?). This can lead to confusion and ultimately in-action.
Internal Branding is indeed a multi-departmental and multi-disciplinary function. That makes it even more important for the success of your company, organization and brand.
Brand Definition
My favorite definition of a brand is “a promise made and a promise kept… consistently over time.” If you are in the business of building, nurturing and growing a brand (or brands), wouldn’t you want to make sure that you were keeping your promises — first and foremost to your employees — before you reached out to any other audiences? After all, they are customers and clients, too. With consumer products, they are probably major users and customers of your brand. As such, shouldn’t those employees be loyal advocates of and even evangelists for your brand?
That employee brand advocacy and evangelism represents the Holy Grail of marketing (and business overall), but how often does it really occur? How many times in your interactions with representatives of other companies — either as a consumer, partner, customer or client — do you feel like they truly understand their brand and are passionate about it? Think about it: If they don’t deeply care about and believe in their brand, why should you?
There are some great examples of companies and organizations that have embraced Internal Branding with incredible success. They may or may not realize that what they are doing is Internal Branding, but that is what it amounts to. Some of these brands include Zappos.com (the fast growing online seller of shoes), Southwest Airlines and the Marine Corps. All three of these entities have built category leading brands by treating their people as critically important audiences and stakeholders, and holding them accountable for delivering on the organization’s brand promise.
Seven Key Principles to Internal Branding
In order to build a strong Internal Branding Program, it is important to consider the following seven key principles:
There is significant potential for you and your organization to improve performance, strengthen your corporate culture, and increase results, through Internal Branding. This really is an untapped and under-leveraged process that bridges multiple organizational functions.
Internal Branding works. And it is needed more than ever in light of today’s uncertain global economic environment. I strongly suggest that you consider putting an Internal Branding program to work for you and your organization.
About the Author
Patrick Di Chiro has more than 30 years of international experience in marketing, branding and communications. He has worked at, and for, some of the world’s leading brands and marketing-communications agencies. Before launching THUNDER FACTORY in 2000, Patrick was Chief Communications Officer for E*TRADE Group, the pioneering web-based brokerage and banking company. Prior to that, Patrick was head of global technology and e-commerce marketing for Visa International, and Partner with Ketchum, the world’s fifth largest public relations firm. Earlier in his career, Patrick was director of international marketing and communications for American Express Company.
About THUNDER FACTORY
Since its founding in 2000, THUNDER FACTORY has built a national reputation for delivering integrated, big idea-driven marketing services and solutions that help clients build their businesses. The firm provides a comprehensive range of services in five key areas: integrated marketing strategy/brand development; communications (including online/offline advertising, public relations, social media, collateral development and event marketing); digital/Interactive marketing (including web development, online/email marketing, mobile marketing, search marketing and online promotions); direct response marketing; and partnership marketing/sales promotions. THUNDER FACTORY's clients range from Fortune 50 corporations to leading mid-sized companies and start-ups, including McKesson Corporation, TD AMERITRADE, RSM McGladrey and Omni-ID.
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