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Culture branding - Where's the Fluff?
- 1. The HR + Marketing Connection Chris Castagneri, CNS Marketing Business Partner Jenna Monse, CNS HR Business Partner CULTURE BRANDING
- 2. The HR + Marketing Connection In a social world, consumers aren't showing up for traditional branding. Learn how your company's vision and purpose is meaningful to social crowds. Connect and they might champion your brand. CULTURE BRANDING
- 5. “Entertainment or writing perceived as trivial or
- 6. WTF? (Where’s the Fluff?) +Transparency +Communication +Fairness +Processes +Policies +Consistency = Marketing (Internal & External) CULTURE BRANDING
- 7. CULTURE BRANDING Choices • Fight the fluff • Ignore it • Accept that it produces results
- 8. Fight the Fluff • We have to overcome the finance department saying“the fluff wasn’t budgeted for this year” • We have to overcome the marketing people ‘yelling’about what font to use. • “Back in ’78 we tried that and it didn’t work” • “That’ll take too long” CULTURE BRANDING
- 10. ROFI? What is our Return on Fluff? • Productivity – Engagement • Creativity • Goodwill • Healthy Work Force • Loyalty – Retention A Brand / Culture that people want to be a part of. CULTURE BRANDING
- 12. Without great environments even great ideas are useless. -Simon Sinek CULTURE BRANDING
- 15. Best Places to Work • Amazon • Southwest Airlines • Zappos • Google • Apple • Costco • Salesforce • Trader Joe’s Best Customer Service • Amazon • Trader Joe’s • Southwest Airlines • Costco • Home Depot • UPS • FedEx • Google • Sony • Apple • Chick-Fil-A CULTURE BRANDING
- 16. Our Values • Trusted • Cooperative • Professional Our Purpose Improve rural broadband. CULTURE BRANDING
- 18. CULTURE BRANDING
- 19. Attention to Culture In The Most Simple Form • Enthusiasm • Fun & Engaging • Authenticity CULTURE BRANDING
- 21. The Zappos Legends • Employees Rate: – "Awesome benefits, great people!" – “Great place to work.” – “Awesome.” CULTURE BRANDING
- 22. CULTURE BRANDING Zappos Cracks? • Merging with Amazon • "Great place to work until it went corporate“ • "Used to be amazing“ • Easier to start, more difficult to maintain
- 23. CULTURE BRANDING
- 24. So what are established companies doing? CULTURE BRANDING Using culture to brand socially.
- 25. The Social Threat • Wasn’t long ago that social media was seen as a threat – Productivity – Security – Loss of brand control CULTURE BRANDING
- 26. Big Brands are: Enlisting Employees Socially CULTURE BRANDING
- 27. MasterCard Summer of 2014 • Conversation Suite is the social media hub • Powered by research—tracks and monitors conversations around MasterCard and its competitors • Allows to listen, analyze, engage & respond in real time to millions of world-wide online conversations. CULTURE BRANDING
- 28. CULTURE BRANDING Middle of the company HQ --40 foot monitor
- 29. MasterCard Summer of 2016 • Launched an ambassador program • For sharing brand info on personal social • Attracted 400 Staffers + 200,000 brand influencers • Company Intranet: allows them to share that content on their personal channels CULTURE BRANDING
- 31. Plans for Programs • Study in March of 2016 by Altimeter Group • 90% of brands do or plan to have an employee advocacy program • Also found that about 21% of consumer’s report‘liking’a post from an employee. • Likely to outperform the engagement rates for social ad campaigns for much less cost. (Facebook average company .5% -1%, non-profit engagement 5%) CULTURE BRANDING
- 32. Pitney Bowes • Their program, called“The Insiders” • Projects now nearly 1,000 participants • Generated 42,000 shares, 166 M impressions • Pretty cool. Measurable impact. • How do they get participation? Give them input—a chance to make their mark-- and recognition. CULTURE BRANDING
- 33. Pitney Bowes
- 34. Centered Around Brand Recognition • At the strategy core, is brand recognition. • Sales data takes a back seat. • When does recognition become important for telcos? – Competition, limited activity, expanding, loyalty… CULTURE BRANDING
- 35. Humana • Now has 2900 employees in their advocacy program • They way the content is curated, gives the employee who shares‘an expert voice.’ • Part of what they create for their program is branded, • The other is health related content that helps position employees as experts. CULTURE BRANDING
- 37. Key: Input and Ownership • Helps employees build the company culture organically. • “You own it, you don’t like it, then do something about it.” CULTURE BRANDING
- 38. So How Does this Apply to Us • How do these‘big’brands relate to our stories? • Especially considering limited resources? CULTURE BRANDING
- 39. Limited Resources • The best reason to explore this strategy. • Helps to challenge employees to get engaged and take ownership of it. CULTURE BRANDING
- 40. Sponsorship • That employees are excited about • Create authentic internal enthusiasm • As well as external brand community CULTURE BRANDING
- 41. Social Media 3-Step Approach • Gather an employee group likely already interested in social media CULTURE BRANDING
- 42. Social Media 3-Step Approach • Find some topics they are interested in and advocate for (authentic) – A Social Cause – Internet Security – Technical Expertise CULTURE BRANDING
- 43. Social Media 3-Step Approach • Explore ways for employees to develop their image and expertise digitally – Document your day! CULTURE BRANDING
- 44. Create Some Guidelines Social Media Policy A good idea. CULTURE BRANDING
- 45. Ugh! Exhausting! Not Interested in Social? • That’s okay. You can acknowledge that. • Be interested in it. Show it. Encourage it. • Demonstrate you understand the importance. CULTURE BRANDING
- 46. Marketing Managers Guide Support Model “Being Social” CULTURE BRANDING