E3 global insight magazine issue16
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Transcript of E3 global insight magazine issue16
InsI
de
thIs
Issu
e
Global Insights Magazine
Looking at the brand from the inside out
Ensuring that your promise is kept
Including employees who take part in the branding in process
Merging teams into one brand promise
Issue 16 - edited by OZ Branding 2014
The Brand Promise & Branding InA platform for continuous growth and improvement
2 4 6 10What is yourbrand promise?
The branding inmethod
The sum of the parts makes a (new) whole
Branding out & branding in
2
?What's your brand promise
Much has been written about the strength of a brand,
about your product or service as a brand, about the
premium your customers will pay if you bring real
value to them, and about the loyalty you gain that
strengthens your company's stability.
This magazine is dedicated to the brand promise and
what we call “branding in.” We will be looking at the
brand from the inside out. We’ll see how the brand
promise can be used as a tool and as a platform to
build and strengthen your company through internal
processes that align with your marketing efforts.
When you see your brand as a promise, you will
realize that your employees are the promise keepers.
By connecting management and employees across
the entire organization to your brand promise, you
ensure that you stay true to the values underlying
that promise to leverage your competitive
advantages.
What exactly is your brand promise? "A brand
promise is everything a brand is, everything it does,
everything it stands for, and every way it affects the life
of the consumer” (William J. McEwen with Jennifer
Robison, Gallup Business Journal).
It’s the commitment you make to your customers,
and by extension, the value you create in their world.
And we believe it is also the glue that gives meaning
and adds value to your employees, your teams, and
your whole organization.
Happy reading :) The OZ Branding Team
Orit Oz
Gustavo IsmachYoav Sonda
k
Dina Gidron
Efrat SchlagmanMiri Peled
The Philips brand promise: Delivering sense and simplicity"
Philips is more than just a company name — it’s a brand that promises an experience to people.
Whether it was lighting lives in 1891 when we introduced our first incandescent light bulb,
to saving lives with the HeartStart defibrillator, people have always been at the heart of Philips.
Prior to the launch of “sense and simplicity,” we did not have a consistent way within our organization
to deliver a one-Philips brand experience to customers. The launch of our brand promise — “sense
and simplicity” — in 2004 was an important milestone in our brand journey. This step guided the
organization to deliver a consistent, differentiated brand experience; helping us to build our brand in
the hearts and minds of people.
This brand promise encapsulates our commitment to deliver solutions that are advanced, easy to use,
and designed around the needs of all our users and customers.
3
Every time you keep the promise, you strengthen your brand...
"" Monica Skipper, Director, FedEx Global Brand Management
There are countless contact points between your brand and its ecosystem.
Sales team
Distributors
Tech support
Exhibitions
Dealers
Social media
Magazines
Seminars
Marketing materials
Websites
Customer service
Employees
Conferences
Suppliers
Store shelves
Company trucks
And many more...
Philips.com
"
Qualityassurance
Marketing
Sales
ITHR
R&DFinance
Operations & logistics
Products & services
The connection between branding out and branding in
Bra
nd
ing
in
The Brand Promise
Th
e m
ark
etT
he
org
an
iza
tio
n
Bra
nd
ing
ou
t
How do you ensure that your promise is kept at every contact point?
How do you connect all employees to the meaning behind the promise?
How do you help all employees understand they play a crucial role in the success of the company?
4
By connecting the whole company to the promise and using it as the focal point
For the full article, see- http://www.forbes.com/
sites/dalebuss/2012/06/14/go-further-brand-
message-is-aimed-at-fords-employees-too/
Ford’s new branding effort has two important
audiences: the world of car buyers — and Ford
employees. So when the company urges all within
hearing to “Go Further,” it’s not just appealing to
consumers in America or China to take that extra
step and check out a Ford vehicle; and it’s not just
promising that new Ford models will exceed their
expectations.
The company is exhorting its 166,000 worldwide
employees to “Go Further,” too, because
executives believe that making Ford’s “internal
brand” consistent with its new external messaging
can create profound synergies that benefit the
company in significant ways.
“What we aim to do is inspire behavior,”
Matt VanDyke, Ford’s director of global
communications, told me. “Go Further” is
“more than an advertising tagline. We want to
institutionalize it as part of
our culture.”
Sarah Tatchio, manager of global integrated
communications for Ford, explained that the
goal is to make “Go Further” important to Ford
employees — “not something else I have to do but
really who we are, and giving a voice to it. Like, I’m
going further when I make a certain decision or do
something for this customer. It’s a slightly different
framework for thinking about things.”
To succeed … programs such as “Go Further”
must begin by making sure every constituency
in the company is fully apprised of the common
platform and expectations about it; then break it
down to help individual employees understand
what it means for them in their roles; then
obtain commitments from employees and
begin measuring behaviors that will indicate
the internal branding effort is taking hold; and,
finally, seriously recognize and reward the desired
behaviors.
An added important element for Ford is that “Go
Further” has become its global rallying cry, so the
internal-branding campaign has to be translatable
across the company’s operations worldwide.
Go Further" Brand Message Is Aimed at
Ford's Employees, Too | by Dale Buss, Forbes
How do you create a process for continuing improvement in which many voices can be heard?
5
"
Teams
6
Our branding in" method
Middle management
Connecting the organization to its promise
A top-down, bottom-up, cross-team effort produces a circular and inclusive process
The branding-in process starts at
the top with senior management.
They generate “buy in” and lead
the efforts to define and translate
the company values and brand
promise into a tool that permeates
throughout the organization.
Through interactive workshops and
meetings, middle management
examines the company values to
gain greater understanding and
to shape and give meaning to the
brand promise.
Middle managers are trained to
“pass it forward.” They conduct
discussions at the department
and team levels, so that every
employee in every role is
exposed to the company values
and the brand promise in order
to understand their relevance
from the employee, team, and
organizational perspectives.
Each team devises its own specific
work plan to adopt, incorporate,
and implement the brand
promise into their day-to-day
responsibilities.
Inter-team meetings and
connection points are created to
strengthen the common language
and commitment across the
company.
"
Senior management
Added values of branding in
Connects employees to overall success
Employees who take part in the branding in process
are more likely to be happier and more satisfied on the
job. They’ve been heard. They have a voice. They have
influence.
Even for those employees who are not in direct
contact with customers or end-users, the branding in
process brings real meaning to their everyday work,
which, in turn, helps to strengthen the perception of
the company in the market.
Becomes a tool for analyzing gaps
When a company realizes what (and where)
the gaps are, it can work effectively and continuously
to close them by asking, “Where do we need to
improve?” or “What do we need to do better to meet
our promise?”
Serves as a platform for communication
A number of the day-to-day problems in an
organization stem from a lack of communication
between workers, departments or offices. The
branding in process produces a common language
throughout the company. The brand and the brand
promise platform presents an opportunity to
communicate using this common language.
Focuses the whole company on the same goal
Sometimes individual employees or entire teams feel
they operate in a void. The branding in process gives a
focal point to the entire organization. No matter which
department or at what level, each employee can
connect to the promise and the values underlying it.
The brand promise also becomes the focal point for
other organizational processes, ensuring maximum
results at all touch points.
Infuses the company with energy
The branding in process is energizing. In addition
to the “network of communication” it produces,
the process generates tremendous enthusiasm and
camaraderie among the participants that continues
long after the workshops and meetings.
Empowers managers
Because the branding in process is implemented at
all levels of management, managers feel empowered.
They speak the language of the brand promise and
company values. They start a dialogue with their
teams, and they use the promise and values as a
measure by which to evaluate performance.
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8
Most global companies started local. Their company
culture and values were key to their success and often
formed the foundation for growth.
How can a global company keep its culture? How can
it make sure the values and behaviors are maintained
in every office around the world? How can it connect
employees from different cultures to the company and
its values? How can it form the foundation to create
something bigger and drive future growth?
To answer these questions, we’ll look at Maytronics, an
Israeli company that 30 years ago pioneered the pool-
cleaning robot.
Our challenge was to help Maytronics strengthen its
global brand as a tool to drive growth and continued
success. Together, we worked with the company to
bring meaning to their brand promise “exceptional
experience,” and to build a common language based
on that promise and the company's values.
The Maytronics promise:
Exceptional experience
True to the promise -- globally
Connecting employees from around the world to the brand promise
Case study
You purchase an
EXCEPTIONAL PRODUCT
that performs well, gives value
for money, is easy to use and
maintain, offers superb results
(a clean, healthy pool), is fully
guaranteed, and is supported
by the company.
It's produced by a team that has an
EXCEPTIONAL COMMITMENT,
love what they do, care for
the customers, always come
through and deliver on what
they promise, are really nice
and friendly, have great spirit,
and absolutely believe in their product.
The product is backed by
EXCEPTIONAL EXPERTISE
From pioneers in the field and
leaders in pool robotics technology,
who have years of experience,
operate all over the world, and are
always innovating and developing
the next generation of products.
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The Maytronics promise of "exceptional experience" has been implemented throughout the organization. From Israel to France and from Australia to the United States, all Maytronics managers and employees are aligned and connected to a clear brand promise and meaningful corporate values.
“The benefits of implementing a global brand strategy as it relates
to helping connect employees to our promise and our values
supports our efforts in creating a consistent culture, enhances our
ability to communicate a consistent message both internally and
externally about our company, and defines our company's behavioral
characteristics- during both good and bad times...”
Larry RuizzoMaytronics USA
“At the beginning of the process it was difficult to predict just
how effective it would be. As we moved forward and went deeper,
it became apparent that the strength and clarity of our brand
promise became even more powerful and more precise, the more it
was translated into practices and linked, across the organization, to
authentic corporate values."
Yuval Beeri, CEO, Maytronics
“…If we can truly achieve this
'branding in' process, then
the level of connection with
the company grows from the
employees – they genuinely
feel important and part of the
bigger family of Maytronics,
rather than just an employee
number. The translation of this
becomes extremely powerful
in connection with day-to-day
tasks, how employees behave
every day: Do they aspire to
meet the values and behave in
line with them or not? This can
create a significant point of
difference versus competitors."
Dan KwaczynskiMaytronics Australia
10
+ =
When two companies merge or when rumors fly about an acquisition, ripples (and sometimes waves) spread
throughout the entire organization. Management may not communicate often enough or clearly enough because
of ongoing negotiations. Employees fear for their jobs and feel less secure. Productivity slips.
The main opportunities (and the main challenges) of branding a merged company is building a compelling,
ambitious vision; leveraging the strengths of the combined companies; creating synergy and adding value to
both entities and the market (customers, partners, shareholders).
Change and synergy depend on people. When there is a behavioral shift, one that is supported by clear and
compelling values, messages, and a brand promise, change and synergy will occur.
Merging teams from different companies to the brand promise
Employees MarketFor the market to “buy in” to the
change, it must understand the
benefits of the merged brand.
For employees to get behind the
change, they must understand the
values of the merged brand.
The sum of the parts
The brand promise serves as a powerful tool in a merger by connecting two
companies and enabling them to create a new joint future while maximizing
the potential of the merger. The branding in process serves as an effective
method for working together to find the strengths of both companies and to
build a new brand promise that reflects the merged company.
The four main objectives that lead to change and synergy in M&As:
[ 1 ]
[ 2 ]
to understand the joint vision and strategy
of the merged company
To define the core values of the merged company,
the brand promise and the differentiating
advantages of the various business units
[ 3 ]
[ 4 ]
To build the brand architecture and hierarchy,
including products, services, and market segments
to develop authentic and compelling messages
that best articulate all the above and support
the companies’ business activities and growth
over the coming years
make a (new) whole
When the people from both companies believe in the merger and have obtained these objectives, they will have succeeded in achieving the main goal: To align and connect all parts of the merged company to a clear corporate vision, strategy, brand promise — and culture.
11
e3 n
etw
Ork
E3 networkThe E3 Agency Network is a closely integrated
coalition of independent brand strategy and
marketing communications firms from around the
world. With access to this wide pool of talent,
E3 agencies give clients a real chance to make an
impact nationally and internationally.
Find out how the E3 perspective can help you.
www.e3network.com
Administration: [email protected]
Brand Strategy and PlanningWithin the E3 network of agencies there
exists a broad range of global brand expertise.
From branding in to corporate brand identity
development, E3 Network offers the expertise
to help businesses succeed.
If you’re looking for brand strategy and
planning in your local market or on a
worldwide scale, please contact
Adsmith / China
Advertigo / Romania
Aloft Group/USA
Ansel & Möllers / Germany
Audacity / USA
Base One / UK
BB&B / France
BBC / Belgium
Bernstein / Germany
BMLab / Russia
Café Design / Hungary
C&COM Advertising / Czech Republic
D.A.G Communication / Italy
Igriega / Spain
The brand promise reflects the commitment that a company makes to its customers and the unique value it creates in their world. It is everything a company strives to do and the way in which it operates.
The promise...which is also the heart...gives meaning to employees and is an effective platform for continuous improvement and growth.
OZ BrandingThis issue of the E3 Global Insights
Magazine was published by OZ
Branding, a creative agency in Israel
specializing in branding in and
branding out for B2B companies
Address
Manof Ind. Park | Misgav 2018400
Israel | Tel. +972 4 9933900
ozbranding.co.il
Media Consulting / Portugal
OZ Branding / Israel
Preferendum / France
Quarry/Canada
Rainfall / Romania
Recommended/Finland
Recommended / Sweden
S'P'S Marketing / Austria
SanderWerbung / Germany
Schindler Parent / Germany
TANGRAM / Liechtenstein
TANGRAM / Switzerland
Truly Deeply / Australia