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NEW YORK, August 27, 2004—Many marketers—and
non-marketers alike—realize the importance of a corporate
brand. Companies employ complex brand metrics strategies
and top executives continuously consume themselves with
the question of how are their companies perceived in the
marketplace. And an increasing number of consulting firms
dedicate themselves to helping companies strengthen their
brand.
“Much has been said about the importance of logos, graphics, signage,
packaging, public relations strategies and the myriad of
other common branding vehicles. Yet with all of these traditional
branding practices, it is becoming clearer that the employees,
not the brand identifiers, are really at the heart and soul
of the brand. Companies such as Starbucks, Dell Computer,
Disney, Nike and Southwest Airlines are known for both the
way their customers are treated and for how their employees
are committed to the customers that they serve.
So how do you get the employees on board
in order to build your brand in the first place? Matthew
Schwartz, practice consultant for the American Management
Association and director of AMA’s 2004 Corporate Branding
Conference, offers some critical steps to help companies
gain the commitment of employees:
MESSAGE FROM THE TOP
Articulate a clear brand strategy. A well-defined vision
and mission, including short- and long-term goals of the
organization, must be identified from the top of the organization.
This then carries into senior management, and should further
permeate throughout the organization. The entire management
team should be highly visible and engage their employees
on a regular basis, with a consistent, continuously delivered
message. As importantly, be sure that the mission is not
just lip service, or a corporate slogan/jingle, but rather
one that is truly meaningful.
COMMUNICATE IT
The heart of an employee branding strategy. Communicating
to employees is key to any successful employee branding
initiative. Employees want to hear both face-to-face and
in writing about corporate direction and changes affecting
them and the organization. This can include speeches, regularly
scheduled meetings, corporate newsletters, a company Intranet
and, preferably, a combination of many modes of communication.
LISTEN
An open door is an open mind. When we are born we are all
trained to speak, but there is much less emphasis on the
importance of listening. Employees should share in development
of the vision and brand strategies. An employee survey is
one way to start. Find out how they perceive and feel about
the brand and what input they have to share.
TRAINING
Never assume your message is clear. As your branding strategies
become further defined and adjusted, be sure that all employees
are kept in the loop. Be sure employees not only understand
what the company and brand stand for but also the policies
that drive the internal brand message.
NETWORKING
Treat your organization as a larger business community.
Employees should be encouraged to foster stronger working
relationships across the organization. This gives them not
only a sense of belonging but also an understanding of how
others in the organization work and the challenges they
encounter.
MOTIVATION
Reward employees and they will reward the company. Sure,
it is a tough business environment. And maybe the top talent
won’t be jumping ship so quickly, but employees need
to be rewarded for their work. This does not always have
to be in the form of monetary rewards. Other types of recognition—for
individuals and teams—can go a long way. Be careful
not to make it an elitist program, though, as this could
de-motivate rather than incentivize employees. And don’t
forget to encourage risk taking as, far too often, companies
tend to be risk-averse, which will inhibit creative thinking.
CAREER PATH
Help employees build their own futures. By helping employees
develop a career path, they will not only understand the
present value of their work, but the future value as well.
So what is the value in all of this increased
employee awareness and quest to build a more dedicated staff?
First of all, it can bring about innovation
and change—a dedicated employee is a more creative
one. You get employees who are more committed, who are willing
to spend that extra hour in the office, and can problem-solve
as well as embrace necessary change. And, by effectively
encouraging and rewarding employees, it can ultimately lead
to new ways of doing business, creating totally new business
processes that can further increase productivity and results.
And, of course, no business can grow without
the customer. A satisfied customer is a result of not just
the experience with a customer-service person, but rather
of the efforts of the entire organization. Therefore, a
dedicated workforce throughout the organization equals a
truly customer-centric organization. One that takes ownership
in the customer to all levels.
Finally, all of this not only helps the
company to grow, but strengthens the brand itself. Your
employees are not only encouraged, but also choose, to speak
highly of your company and its products and services, even
when not on official business time.
Matthew Schwartz is a practice consultant
for American Management Association and director of AMA’s
2004 Corporate Branding Conference. For information on AMA’s
marketing and sales programs, visit www.amanet.org.
About AMA
American Management Association is the world’s leading membership-based
management development organization. For 80 years, it has provided valuable
and practical action-oriented learning programs to people at all levels,
in all industries, from companies and agencies of all sizes. More than
500,000 AMA customers and members a year learn new skills and behaviors,
gain more confidence, advance their careers and contribute to the success
of their organizations through a wide range of AMA seminars, conferences
and executive forums, as well as through AMA books and publications, research
and print and online self-study courses.
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