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Branding   URGENT - Need Help Fast!  
 
This question has been closed, and points have been awarded.
Need Advice On How To Brand From The Inside Out.
Posted By: dana.leipold* on 10/24/2006 12:12 PM (CST) 500 Points
I just accepted a job 3 weeks ago with a start up high tech consulting firm. And one of the first things I noticed is that everyone is doing their own thing. I see the need to "brand" from the inside out. So, I started by creating a mission statement and core values. However, it is proving difficult to get everyone on the same page. Though what the company is doing is clearly not communicating well or executing any cohesive sales or marketing programs, they do not think anything is wrong because the company is successful in spite of it's internal dysfunction. The company is successful because it is getting what I call, "referral" business from its network. However, the CEO wants to create NEW business by going outside its network. I believe that by getting everyone on the same page, with a strong brand and messaging is the way to get this new business. My question is: does any one have any advice on how to PROVE that a clear and cohesive brand messaging WILL have a positive impact on generating new business?

Posted by: AndrewS Member Response
10/24/2006 12:22 PM (CST)
90% of branding is internal (actually not sure on that figure but its pretty high), and most of the successfully branded companies EVER, has had a huge culture change internally to achieve this.

There is a huge need, as you rightly say to get everyone instantly on the same page.

Tone, image, messages etc need to be consistent.

Traditional reasons for failed branding are:

1. Little funding, interest and support from senior managers.
2. Short timeframes to develop strategy, plans and execution.
3. Confusion in teh market (with clients and prospects)
4. Lack of a dynamic and consistant approach to marketing

Some useful resources:
o http://www.promotenews.com/2003/0617.html
o http://adtimes.nstp.com.my/archive/2001/jun10.htm
o http://www.copernicusmarketing.com/about/mzine/monthlyeds/march01.html
o http://www.bbj.hu/?module=displaystory&story_id=184215&edition_id=1475&form...
o http://www.brandchannel.com/features_profile.asp?pr_id=76
o http://www.telecom.sk/En/Default.aspx?CatID=33
o http://www.atme.org/pubs/members/75_307_1301.cfm
o http://www.designcouncil.org.uk/webdav/servlet/XRM?Page/@id=6048&Session/@i...
o http://www.brandchannel.com/brand_speak.asp?bs_id=81
o http://www.prophet.com/knowledge/articles/downloads/DavisDunn_BrandingInsid...
o http://www.prophet.com/knowledge/articles/downloads/Creating%20the%20Brand%...

Not sure how else we can help you directly!

Good Luck
 
Posted by: Stephen Denny Member Response
10/24/2006 2:07 PM (CST)
Take the temperature of the top management, beginning with the CEO. If they are on board, emphatically, enthusiastically, intuitively, etc., etc., then you need to start there:
. Understand your mission, vision, values, etc., as things that set you apart from every other consultant on the block.
. Define what you do and what you don't do; said another way, specifically describe what business you're willing to walk away from.
. Identify common touchpoints that embody your new brand -- from the easy stuff like logos and website home page to the hard stuff like how you communicate with customers, how you spell out your consulting engagement flow to clients. Branding is more than your ad copy -- it needs to be your DNA. If you're bolting on a 'new brand image' that isn't coming from your DNA, you're not going to make it stick.

Now, if your CEO thinks this sounds fine and let's you run with it and isn't a) jumping out of his or her chair, b) interrupting you with his/her thoughts on how to do this even better, and c) not offering, but telling you, that they will champion this, then your efforts -- while well-intentioned -- will fail.

If your CEO gets it and is willing to crack heads to see it done right, you're in good shape. Otherwise, don't waste your time. I've been here and done this on both sides of the ball, once winning and once losing.

Good luck!
 
Posted by: BARQ Accepted Answer
10/24/2006 2:50 PM (CST)
Dana:

You have a tough job; a new face charged with effecting change in a successful company! In addition to conCURRing with the above, I would suggest that you read (or listen to) "Good to Great" by Jim Collins (my review is on our site: http://www.selmarq.com/barqreviews.html )

Collins details why so many companies get stuck on being successful in the short term, only to ultimately become mediocre or dead in the long run. And how NOT to.

Once you have your "hedgehog" (in Colins' vernacular), you will have defined the company's core value... your brand. But it can be a long and painful process! Sorry!


BARQ
SELMARQ, Brands' Best Friend
 
Posted by: mgoodman Member Response
10/24/2006 7:56 PM (CST)
You might start by talking about all the customer touchpoints and how they all affect the company's image or brand.

Make a list of the touchpoints and meet with key managers in each area to see how they manage the touchpoints that are relevant to their area of responsibility. Use this as both a learning experience and a teaching opportunity. You can learn what they're doing and why; they can learn how important it is that everyone view and treat the brand the same way.

It's unlikely you'll be able to change the culture singlehandedly in a short timeframe, but you can start "dripping truth" on key people one at a time.

If the CEO is on board with what you're trying to accomplish, tell him/her about your strategy, and see if you can get him/her to say a few words of endorsement at the next management meeting.

Good luck.
 
Posted by: W.M.M.A. Member Response
10/25/2006 7:00 AM (CST)
You asked the right question, CONGRATULATIONS. If those within the firm are not completely satisfied about the brand, then how are they to reflect that satisfaction into the outside world...the end-users.

A bit of a teaser...I wish to respond, so do not award points just yet. I am off to a meeting, but will return later.
In the interim, I leave you with this:
Life is a constant 12 step program, then you go to a meeting.

eSee you soon. Good Question.
Find a seed, germinate it, plant it, cultivate it, and unless some passer by w/little to no insight picks it up or steps on it...you are on your way.

Randall
WMMA
 
Posted by: Frank Hurtte Member Response
10/25/2006 7:33 AM (CST)
Your problem is actually more common than you imagine. The truth is there are many companies in exactly the same situation.
I suggest you begin by finding the few things everyone can agree with. Begin the process of having the CEO state this mini-branding message as often as possible. This provides you with a test of the CEO's metal. Then begin to add small pieces to the message. The point here isnt to abruptly change direction, but rather to slowly heard the group into a more narrowly defined brand. A year of this will put you well on your way to branding, and will be easier for the company to digest.
 
Posted by: KathySmithFilms* Member Response
10/25/2006 8:39 AM (CST)
Hi Dana,

Sometimes, a moment comes where a the most simplistic viewpoint could be the right one for marketing and branding.

When Disney ended their contract with "Happy Meal", they put brands stickers on bananas to market promoting healthy kids.

Two examples that Brand internally first using employees, are Cosco and The Cheesecake Factory. They are known to be employee driven first. The employees at Cheesecake can win a BMW & other perks that make sense in the game. They go through the training to have the saavy and if they don't pass the tests they don't work there. With Apple being known for "think different" (computers to phones to iPods). I can grasp these examples, howeaver get pure knowhow from the experts. High tech needs the team involved so they can accommodate the new public as that field is booming.

Like people, brands are highly personal and individual. What is right for one is not necessarily right for all. But the program you decide on and implement with employees, could have a reward to get their necessity level up and out of the comfort zone of predictibility with the usual, "do this & get a paycheck" think. The better bet is to find ways to deepen those existing employee/client relationships, by more effectively finding ways to reinforce the brand experience. One goal would be to get even more profitable customers who act as your ambassadors and help drive sustainable business growth over the long term.

You're putting a lot of order into the disorder. Keep putting in order and disorder blows off. Being selected for this is challenging but still - very well done! Needless to say, I love your post & look forward to learning from the experts as well. This is my think tank's worth!! :-)
Kathy
 
Posted by: thinkmor Member Response
10/25/2006 10:44 AM (CST)
Hi Dana

Getting any sort of branding change takes commitment and this MUST be lead from the top. Without CLEAR, UNEQUIVACOL and credible support from the top down you will have little chance to introduce, sustain and create permanent change in any sort brand behaviour or change. If you have a CEO that fails to deliver on promises you will be handicapped from the start. If there is a general lack of distrust from senior management then the process will have to be even more inclusive, focused, planned and stringently deployed at every stage.

Employees are sceptical if they cannot understand the benefits for them and how their role contributes to internal branding objectives. This is where you will need to over communicate and make the messaging more repetitive to drive home the needs to re-align the brand. You need to be able to convince them by communicating tangible benefits, not only in investing in new equipment or parking spaces, but getting through to their hearts and minds. How?

You build in relevant brand tie ins with performance and rewards respectively to really gain sustained commitment from all employees. You will need to define what the brand means to everyone and how they can contribute and how their performance will be measured in relation to the new brand.

If most emplyees are not familiar with the 'brand', what it is, why they should brand etc then you may think of doing a 'Branding Workshop' as an introduction and to start a dialogue with all department heads and then the company as a whole, if possible. From this you can then formulate a Brand Champions Group to keep momentum and assist in moving things continuosly forward and over 'inertia' as it appears.

As important it is to gain internal brand champions you will also have to involve key stakeholders into the process at some near stage but one step at a time.

There are case studies out there but I do not have any links to confirm as yet. I'll email you again once I dig up some or from personal reference.

If you need help in terms of what your branding workshop should consist of then shoot me an email and I'll try and help.

Regards

Zahid Adil
 
Posted by: SteveByrneBranding Member Response
10/25/2006 11:12 AM (CST)
Hi Dana,

“My question is: does any one have any advice on how to PROVE that a clear and cohesive brand messaging WILL have a positive impact on generating new business?”

You have received some terrific input from the KHEers above. I didn’t see any specific input about an examination of your competitors. I understand that you are looking to “brand from the inside out”, and that begs the question; Do your competitors brand from the inside out? If yes, how are they doing it? Do they also rely on a new business referral model? Is that common to your industry? Do they go outside “the network”? Who is growing their marketshare? Who is shrinking their marketshare?

A “brand from the inside out” approach doesn’t mean you are an island. If you can find examples of competitors that are successfully going outside of the network starting with strong inside out branding initiatives, then you will have more ammo to take your case to management.

Hope this helps,

Steve
 
Posted by: W.M.M.A. Accepted Answer
10/25/2006 11:57 AM (CST)
I believe that where there may be confusion, is in the area of "What is it that branding is supposed to accomplish? When will the sales begin?"

As I constantly educate my clients, A brand is only what your customers think about you, your products/services and your company.

Building a brand takes years, decades, and does not immediately generate revenue. So, what can you expect, from the very beginning of your internal messaging campaign? Not much, at first.
Some will sign on - some will not - some will require coaxing by their peers. It usually comes down to the old addage: WIIFM?

If they do not immediately recognize what is in it for them, your job becomes more difficult. You need to then develop this program from the very beginning. Tell the story of the company from concept through today. Inform them of your goals for the branding program, internally and externally. Because when you feel great about your company, you feel great about your job, you feel great about what it is you build/service, thereby creating a better product/service, which builds a stronger, better company.

Now, some will say....Yeah...Right!

But to most, it will make sense. You will solicit and achieve a volunteer group to gather intelligence from the "shop floor" as it is, in order to learn how the people feel about the company, and what changes they would make to their part of the company, that would make it better, for them, for the company and for the buyer/client.

Those who have input, have ownership. When leadership listens, and shows that they are truly listening by making the necessary changes that will make the company stronger, additional sign on will occur.

Thus, you have begun to re-brand your company...from the inside out. And, by this process, you should enjoy additional sales and visibility within the community. Speaking of the community, a very important componant of your plan should include them. What will you do to help those organizations that help your city? I suggest sponsoring events, walks, runs. Buy a table at the annual gala events, and begin to be seen taking part in the growth of your community. Then, you will see even more growth, acceptance and validation of your brand.

I hope this has helped some.

Congratulations on your project. If we can assist in any way, do not hesitate to call upon us.

Randall
WMMA
 
Posted by: bobr* Accepted Answer
10/25/2006 1:12 PM (CST)
First of all, don't be discouraged by the fact that your new work team is a dysfunctional family. Fully 90% of the corporate world suffers that malady. Getting the management kids to play together, nicely, in the same sandbox is tough.

Really, I think the only way to make that happen is through gaining CEO support for pursuing long-term growth and financial success by making innovation happen, and taking it to market. Be of good cheer because most CEOs will agree with that in a heartbeat.

Branding based on delivering customer-driven innovation can produce amazing results. Once that happens, the dysfunctional management kids will quickly be on the same page. Everyone benefits in many ways. But, until the first victory, you will need CEO support and buy-in to building your brand around what your customers tell you they want it to be . . . and then walking your brand talk through a team approach to customer-driven process innovation.

I know, that all sounds like rocket science; but it is rock simple. See www.BobRothPhD.com for the nuts and bolts. I would be pleased to be a sounding board, if that helps. Write me at bobr@BobRothPhD.com.

Good luck!

Dr. Bob
 
Posted by: ASVP/ChrisB Member Response
10/26/2006 12:10 AM (CST)
Been there, done that.

The biggest problem is securing the hearts and minds of the disparate team members and managers - right now these people are the most important key stakeholder group you have.

Unfortunately Richard Nixon's well-worn quote on the subject of "hearts and minds" doesn't quite work for the person charged with creating a cohesive brand image.

Randall (WMMA) identified the radio station your internal team is tuned to: W-IIFM. So, what IS in it for them?

You say the company is successful because it is getting "referral" business from its network. But the CEO wants to create new business from outside the existing network. Wonder why... Because he has much bigger growth plans than the referral network can support, perhaps?

Maybe getting everyone on the same page, with a strong, cohesive brand will help create this required "step change".

A Mission Statement and set of core values are a start, but even if they are very good, they can only go so far, and if they're not very good, well, you know what they say: "A mission statement is defined as "a long, awkward sentence that demonstrates management's inability to think clearly." - And all good companies have one.

Did you involve these key stakeholders in developing the Mission Statement and Core Values? If not, how can you involve them to get their buy-in?

Frankly, I think if you didn't, you should get them together and workshop through it to get it modified so they will buy-in, or get them to agree what you've drafted is fine... Call this Workshop One...

So, assuming they buy the MS and CV, next step, how can you PROVE that a clear and cohesive brand messaging WILL have a positive impact on generating new business? Workshop Two coming up...

WS2: Why not float the company's brand image issues with physical examples of disparity, discontinuity, gaps and glaring horror stories, put it all p around the room and ask the stakeholders for their views. Contrast your brand image with that of your major competitors and ask how they feel about it. Eventually you'll get a grudging admission that there IS a problem, at which point you have to indulge in what I call "Selling Tactics". Involve the CEO in all this - get CEO buy-in well before this workshop and make sure you get their full support through the workshop too.

Ask the stakeholders what the extent of the brand-image problem is. What will happen if it doesn't get fixed, and what happens if the competitors DO get their brand image better than yours... Keep pressing the point of pain and put all the pain-points up on the white board.

At this point you've probably fully highlighted the problem, why it's a problem, and why it needs t be addressed. Send them all away and ask them to come to workshop Three with their thinking caps because they are going t help you solve the problem.

WS3: Ask them how they see the problem getting fixed.
  • What are the objectives to address?

  • What are the strategies for achieving those objectives?

  • How would you measure them?

  • What are the key "Critical Success Factors"


    • If you make it successfully to this point, you should have the makings of a successful internal brand change - but there's still along way to go. You need to continue this commitment to cultural change - perhaps by reviewing progress with the branding processes at first monthly, then as you get more comfortable, quarterly if things are going well.

    Why not develop a branding scorecard that allows the internal culture and processes to be monitored against a set of objective and subjective measures? Then you can pinpoint the organisation's progress along this tortuous path...

    Hope this helps.

    Good Luck!

    Chris Blackman
     
    Posted by: Edie Member Response
    10/26/2006 9:57 AM (CST)
    Develop a consistent marketing message, tagline, brand, logo. Write the company's mission or shared values statement using the company's strengths. Stating your strengths will prove impactful when pursuing new business outside the current network. Put it on envelopes, letterhead, sales collateral, business cards, and on-hold phone messages. Use it in trade publication ads. Having a company mantra will help build your brand internally and externally.
     
    Posted by: elizabethr Accepted Answer
    10/26/2006 5:35 PM (CST)
    I joined a new company about 9 months ago. They also suffered from the things your new company suffers from. Over the past 9 months I have been slowly but surely helping the company move in a new and better direction. How you ask?

    I have quietly been having one-on-one conversations with the CEO, the Partners and each of the department heads. I did not set formal meetings. I actually approached them over lunch or some other less threatening less formal way. I planted the seed in their mind about what the company could be. I talked about some cool marketing books that I'd been reading. I distributed some marketing trend reports via email when ever they came across my desk. I also sent out announcements for various online marketing seminars for them to check out. I did all this so that the leaders in the company could get educated on what is going on in our industry and with our customers. I wanted them to come to their own conclusions so they would take ownership of what needed to happen at our company to become better.

    It's taken 9 months but now everyone is ready for change and is looking for change.

    We just had a company-wide off-site meeting to discuss changing the company. The CEO led the presentation and all partners and department heads presented portions as well. A new company positioning, process, and plan was unveiled that will begin in 2008. It is very exciting!
     
    Posted by: dana.leipold* Author Response
    10/26/2006 10:35 PM (CST)
    First, I would like to say thank you to everyone who responded. I am overwhelmed with the quality and depth provided by all the responses.

    I will take all the advice I have received and use much of it as I work through this challenge. It is so wonderful to know I have this resource to come to.

    THANK YOU!!
     


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