4. Agenda
• Module 1: What really is Internal Branding
• Module 2: How to embed On Brand culture or
service to your organization
• Module 3: The challenge of “Generation Gap”
• Module 4: Bringing it back to practice
Remarks: Sample of companies will be shown throughout the sessions
Sources used throughout the sessions: Books, Websites, Personal experiences
• Hr from the Heart, Sartain and Finney,
• Branded Customer Service, Barlow and Stewart,
• Building ab Authenticity, Beverland,
• The Disney Way, Capodagli and Jackson,
5. Brand
• A brand can be defined as a cluster of
clearly defined values It represents what
an organization wants to stand for and
what it promises to its customers
-de Chernatony 2001, Aaker 2000, de Chernatony and Segal 2001)-
6. Internal Branding is not….
• Letting your employees know about your new
advertising campaign.
• It does not consist of handing out t-shirts and announce
a new strategy, name change or company vision
statement.
• Organize an event to make them feel good
7. Internal Branding
• The process of “aligning an organization around a
brand” (Tosti and Stotz 2001:30) is known as the internal
branding process and can be aimed to both existing and
prospective staff.
• The most immediate evidence of service for the
customer occurs in the service encounter or the
‘moment of truth’ when the customer interacts with
the organization (Lovelock 2004).
8. Internal Branding
• A tool of internal marketing and refers to the activities
employed by a company to ensure intellectual and
emotional staff buy-in (Thomson et al., 1999) into not
only the corporate culture, but also the specific brand
personality invoked within this culture.
• The set of strategic processes that align and empower
employees to deliver the appropriate customer experience
in a consistent fashion
•
9. So do we have better Ideas
on what is
Internal Branding?
10. Firms with high employee engagement
levels have:
12% higher customer advocacy
18% higher productivity
12% higher profitability
Source: Gallup, Building Engagement in This Economic Crisis,
February 2009
11. Who’s Job is it?
HR Senior management
Marketing &
Brand/ Culture Team
Communication
12. Delivering your Brand through
your people
Factors that help your company
embed those desired behaviors into
your organization and people
13. Factors that helps or hinders IB
Organizatio Autonomy Competenc
n structure structure y
People Culture Decision
process making
Leadership Trust level
Management style
Policy &
compliance Communicatio
n
14. 1. Get your VMVs’ RIGHTS
Where you want to
be
Why do you exist How do you live
your mission &
achieving your vision
16. 2. Work on that “PHASE”
• Make sure whether the external message or
promise is the right one, if the marketing and
communication confirms it, then we will work
on that.
– If not , this is the opportunity to for HR &
MKT working together finding that relevant
and has powerful meaning to both external
& internal
• Example: “Southwest delivers Freedom to Fly to Americans”
• A brand workshop can help make this a clearer picture!
Source: HR from the heart, Sartain Finny
17. 2. Work on that “PHASE”
• Make sure employees understand the external
message or promise that goes out to customers.
• It has to has meaning to them as a person and on
their job - Translate your brand promise to reflect
“what’s in it for them”
• Finally, Key is “Buy-in”
– Use focus group or facilitation technique. Think of
external market research!
• Example: “At Southwest the freedom brgins with me” or
Source: HR from the heart, Sartain Finny
18. Freedom to be yourself is the freedom to be your
best. Log on for great career opportunities at
southwest.com
Source: HR from the heart, Sartain Finny
19. 2. Work on that “PHASE”
• Engage your employees in the process. Constantly
check the temperature of your employees. Like, how
do they perceive the company? what they want and
how can we help them to experience the company in
an even more positive way? These 3 questions can
help:
a. What does the company stands for?
b. How will the company deliver on it stands, consistently?
c. How can I, as employee help my company succeed right
now?
– Just like customer research…you can use survey, focus group,
and so many more. Ask marketing team to help you!
Source: HR from the heart, Sartain Finny
20. 2. Work on that “PHASE”
• Use powerful key phase and link all your
message to them …Freedom was the main
theme for Southwest at that time
• Keep it real and consistent! It should be
remindful and connects to employees daily
experience
• The promise statement can be use on a day to
day basis to inform and guide decision in
employment relationship
Source: HR from the heart, Sartain Finny
21. 2. Work on that “PHASE”
• Don’t forget to market your internal brand
externally. Inspire your customers with who
you are and what you do
Tips: The tools which can be used here are
• Desk research
• Climate surveys and other suitable surveys
• Focus groups
• Brainstorming Workshops / facilitation workshop
Source: HR from the heart, Sartain Finny
22. 3. The People Process
HR is your New best friends
Selection – On boarding
• Make sure you hire the right people, Make it
your company TOP PRIORITY!
• Hire the person not the resume’ – we are not
going for skills (job fit) but search for the right
person with the right values (culture fit)
• Treat them with importance from day 1,don’t
forget the 100 days are critical! Remember 1st
impression is everything
• Immerse them in your brand, culture, whatever
you want to call it
23. 3. The People Process
HR is your New best friends
Training & Development
• Define your competency that will make your brand
promise come true
– Workshop on competency identification with each
department is required. (functional, Leadership
competency)
– Spend your budget on the strategic area which align
with VMV. Try making difference in your customer
experience (Samsung> Technology and Talent),
(Zappo.com> making customers happy)
24. 3. The People Process
HR is your New best friends
Training & Development
• Now, Coaching is another mgt tool in help
implanting the desired knowledge, skills, attitudes
to employees
25. 3. The People Process
HR is your New best friends
Performance Management
• Measure what matters! And impacts your
brand promise…
• Align those KPIs among all departments in the
company or else you end up creating a WAR
ZONE…
• Be Proactive & Positive - Focus on good cases
and recognize them rather than fault finding
and putting in more preventive mechanism
26. 3. The People Process
HR is your New best friends
Reward & Recognition
• Install compensation and rewarding programs
that reward preferred behaviors
• Encourage your talent or leaders that
demonstrate these preferred behavior: Show
case
• It’s all start with genuine “Appreciation” in
your way!
27. 3. The People Process
HR is your New best friends
Reward & Recognition
• Make sure it align with your company’s
philosophy and values. Don’t try to be
someone else
• Be creative! Design ones that fits your target:
Cafeteria package
• Try to make it differentiate…Little things can
make a difference
Remember: Just be natural and other things will follow
28. 4. Creating Culture…
Whose Job is that? brand’s culture
• It’s management top agenda! – they must
know what type of culture enhance those vision
and mission
• HR can be the Lead and drive the
development of a culture, but not CREATING
one. Heres’ how:
– Understand your current culture
– Develop a business case for cultural change
– Work with senior management team to define
inspirational culture
– Develop action plan to bring about change
– Communicate what needs to change and why
29. 4. Creating Culture…
Whose Job is that? brand’s culture
• Always check the temperature – go back to
those survey and focus group. Changing in
workforce is normal today
• Keep telling the stories, legacy…as well as
encourage others to do the same
• Use HR channels to communicate and
emphasize culture
30. 4. Creating Culture…
Whose Job is that? brand’s culture
• What HR shouldn’t do
– Everything else didn’t mentioned……
– Everybody in the organization should
participate in identifying new culture or
checking whether it’s still on and align with
our brand….
• Remember…HR drive culture development
only…It must achieve buy-in from CEO all the
way down to be effective
Remark: The role of HR mentioned here also apply to other
Organization development issue
31. 5. Lead by example
• It’s all started from Impact of Founders or
Leaders:
– beliefs, values, and assumptions of founders
– learning experiences of group members
• Setting priorities/ Policies that impact
organization’s success, according to VMV
• Making decision according to organization
values, both good and bad news
• Practice, share, and communicate desire
behavior…through internal communication
tactics
32. On & Off Brand Leadership
On Brand Off Brand
• Communicate the vision • Assume employees know
clearly and consistently and understand the vision
• Delivering focused • Judging staff stupid if
messages while they don’t buy in the
communication with vision
team members • Assume employees will be
• Displaying passion on motivated if focus on the
service & products function of their job
Source: Branded customer service, Barlow and Stewart
33. 6. Focus on you
Customer Touch Point
• Brainstorm on what you can do to deliver that
best customer experience based on our VMV
(both management and employees)
• Define it in behavior terms
• Off course…get buy-in from the employees
• Embed them in the process (depends on what
type of culture)
• Practice, encourage, put in management agenda
to be in the focus list…
• What measured, gets results!
34. 7. Internal Communication
• Communicate from your employees point of view,
and focus on outcome
• Connect with the heart as well as the head
• Implement a feedback flow in the company
• Be proactive in communication
35. 7. Internal Communication
• Electronic communication as a complement instead
try more face to face meetings
• Use grapevine
• Plan for communication to take place in different
levels and groups, tailor made to their style BUT
same message
36. 7. MORE Internal Communication!
• Involve employees in brand promises, product
and service development activities
• Always ask 3 important questions for inputs:
– What does the company stands for?
– How the company deliver on its stands,
consistently
– How can I, as an employee, help my company
succeed right now?
38. 8. Creating Internal word of
mouth
• Set A Brand Champion Team / Brand
Committee. Roles can defines in 3 phases
1. Live the Brand: Keep in running!
2. Support and advance the vision – Maintain &
improve
3. Work as one team – Act as internal consultant,
Inspire the organization, assisting senior
management carry out strategies
• It’s more effective to set a cross functional
team and represent the whole organization as 1
team
41. Zappo’s Core Values
• Deliver Wow through service.
• Embrace and drive change.
• Create fun and a little weirdness.
• Be adventurous, creative and open-minded.
• Pursue growth and learning.
• Build open and honest relationships with
communication.
• Build a positive team and family spirit.
• Do more with less.
• Be passionate and determined.
• Be humble.
Source: Round table talk. Straight talk on leadership.
Leader to leader, July 21, 2010
42. “Wow”
After-order excellence
• No "back order" notice, guarantees every item dropped
into a customer's online shopping cart is in stock and
available at the company's Kentucky warehouse.
• Creating the “Wow” experience. Shipping is promised
in five to six days. The warehouse operates 24/7. Some
items arrive on a customer's doorstep in as little as eight
hours
• if Zappos doesn't have the style or size the customer is
looking for, reps are trained to check out three
competitors' sites and make referrals. The goal is
building a lifelong relationship.
Source: : January 14, 2009 in Knowledge@W.P. Carey
43. “Wow”
Word of mouth advertising
• Invest in the customer experience, fostering repeat business
and word of mouth advertising instead of traditional
advertising
• Free shipping both ways and a 365-day return policy.
Customers can order 10 pairs of shoes, try them on, and
send nine back. Or 10. Free.
• Call center representatives work without scripts and are
under no pressure to quickly dispatch with customers.
• Encourages reps to bond with customers. Call times are not
measured. A chat that continues for an hour with no sale is
no crime at Zappos.
Source: : January 14, 2009 in Knowledge@W.P. Carey
44. “Wow”
Company culture
• The number one focus and priority for the company,
even though we want the brand to be about customer
service," Hsieh said, "is company culture … Our belief is
that if you get the culture right, most of the other stuff,
like great customer service, will just happen naturally."
• "Your culture and your brand are two sides of the same
coin," Hsieh said.
• "For us," Hsieh said, "we put a lot of effort into making
sure that we have the right culture."
Source: : January 14, 2009 in Knowledge@W.P. Carey
45. “Wow”
Getting the right fit
• Recruits go through two interviews. The first assesses
their technical proficiency and the second their ability to
fit into the Zappos culture.
• For all positions, training takes five weeks. It begins in
the company's Las Vegas headquarters, mastering
customer service and taking calls. Trainees then head to
the Zappos plant in Shepherdsville, Kentucky, about 15
minutes south of Louisville, to learn the shipping
process.
• At the end of the first week, every trainee is given the
option of being paid $2,000 plus training expenses - - if
they quit. Those who remain are whole-heartedly
committed to the company
Above and beyond
– Trust employees’ judgement
Source: : January 14, 2009 in Knowledge@W.P. Carey
46. Secrets of Zappo’s brand building
The Bottom Line: Hsieh shared his four strategies for
building a brand that matters:
• Vision. Zappos' mission began with a goal of selling
lots of shoes. After a few years, Hsieh implemented a
plan to go beyond sales to "something more
meaningful," he said. The mission became superior
service. People ask him what businesses can do to make
money. "That's probably the wrong approach," he said.
"What's really important is figuring out what your
passion is about … Chase the vision, not the money. The
money will follow.”
Source: : January 14, 2009 in Knowledge@W.P. Carey
47. Secrets of Zappo’s brand building
• Repeat customers. One year, Zappos paid $75,000
for a billboard at the San Francisco Giants' stadium,
hoping to draw new customers. At the end of the
season, the company measured the sign's impact: three
new customers. Today, 75 percent of Zappos sales
come from repeat customers.
Source: : January 14, 2009 in Knowledge@W.P. Carey
48. Secrets of Zappo’s brand building
• Transparency. "We believe in embracing transparency
for customers and employees," Hsieh said. Most
companies, he said, foster secrecy. "We take the
opposite approach." Vendors, for instance, are given
login information so they can view insider data such as
inventories, sales, markdowns. Maybe that data ends up
in the hands of competitors, but it also adds "an extra
1,500 pairs of eyes helping to manage the business
and feeling like partners."
Source: : January 14, 2009 in Knowledge@W.P. Carey
49. Secrets of Zappo’s brand building
• Communicate core values. Employees have created
a list of 10 core values that include: deliver "wow"
through service, embrace and drive change, create fun
and a little weirdness, pursue growth and learning, do
more with less, be humble.
Source: : January 14, 2009 in Knowledge@W.P. Carey
