6 steps to building a brand from the inside out

7/30/2019 6 Steps to Building a Brand from the Inside Out

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6 Steps to Building A Brand from the Inside Out

Building A Better Brand:The Effects of Internal Brand

Communications on Business Success

130 S. Bemiston Suite 800 | St. Louis, MO 63105 | P: 314.727.5850 | www.geileon.com

CATEGORY: B2B, BRANDING, INTERNAL COMMUNICATIONS, G/L APPROACH


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WHITE PAPER | The Effects of Internal Brand Communication on Business Success


Page 2 | 6 KEYS TO BUILDING A BETTER BRAND FROM THE INSIDE OUT | www.geileon.com

Introduction: MAKE IT MEAN SOMETHINGWHY?At Geile/Leon Marketing Communications, we have a deep respect and understanding for what

it takes to achieve meaning. Its a process of discovery that is proven and revealed over time.

It starts with asking yourself, Why?

What does asking this mean for you? Why does internal

branding matter? Why do you need to focus more on it? Why

does it improve your brand in the marketplace? Why does

internal branding ultimately build a strong brand and business?


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OverviewThe success of a company depends on many factorsproduct development, sales, marketing, customer

service and, of course, the retention of knowledgeable employees. That said, some companies that

boast all of the above still experience a downturn in business. Those that do, weve discovered, are not

paying close enough attention to their internal branding strategies. Which, more often than not, is having

a negative impact on external brand communication issues.

Internal brand building regularly gets put on the backburner. And, with the uneasiness of the economy,

businesses are stretched thin and nding the resources to improve a business from the inside out is a

daunting task. The following white paper examines the critical components of building a well-rounded

brand by utilizing internal marketing tactics, resulting in strong external communication.

6 Steps To Building A Brand from the Inside Out:

The Importance of Internal Brand Communication

The Foundation of Internal Brand Building

Hiring for Your Brand

The Importance of Employee Touchpoints

Consistency of Internal Communication Strategy

The External Benets of Effective Internal Branding


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Importance of Internal Brand Communication

With a strategic marketing team in place, companies devote millions of dollars to external communication

and measuring the success of their brand in the marketplace. This is an important step in gauging the

effectiveness of marketing avenues, but it shouldnt be the only focus.

Lets consider the denition of a brand: A class of goods identied by name as the product of a single rm

or manufacturer.1 This seems pretty straight forward, right? But, when diving deeper into what makes

up a brand, a company will nd that simply sticking their logo on a high quality product/service will not

automatically translate into sales. A brand depends on more than what is forward facing to the public, and

a big portion of brand perception lies in the hands of employees. The people who work for a company are

advocates for a brand whether they are speaking with a customer on the phone, at a networking event,

on social media chatting about industry news or planning the company barbeque. And, each of these

situations is an opportunity to share a consistent brand message through processes and culture. [Internal]

branding can be the missing link between perception and reality, promise and delivery, effective marketing

and positive outcomes. 7 Every person in a company plays an active role in the translation of a brand,

resulting in a critical component in building a better business.

The Foundation of Internal Brand Building

Internal brand alignment is challenging and, to succeed, employees need to understand their value

in supporting the company. Sending out an email announcing brand guidelines and the foundation on

which the company was built wont motivate people to communicate the correct message. In order to

lay the groundwork and educate employees about the importance of brand communication, take

these steps:

Start internal brand building at the top: Engage executives and management to talk about and

support brand building efforts. If those in the c-suite arent focused on this communication, then

what motivation do employees have?

Address employees on an individual and job-function basis: In a company a person who is

in customer service, for example, has completely different interactions than a person in product

development. Its necessary to address each employee and help them understand the importance

of brand communication and consistent company messaging no matter their role.


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Invigorate company operations to support the brand goals:

Simply sprinkling brand communication into everyday

tasks is not going to achieve the results needed to

effectively market a company. Brand values must be

integrated into functions and should not be treated as

optional add-ons.

Identify the goal: Sometimes its easier to implement

brand building steps if there is a desired outcome

in mind. Determine how the brand is reinforced ateach touchpoint. In addition, be sure to communicate

how each interaction is key to shaping the customer/

company relationship.

Repeat brand communication efforts: One company-

wide meeting isnt going to transform a business.

In order to effectively build a brand, there needs to

be multiple forms and points of communication to

reinforce the companys goals. The more its talked

about, the more it is engrained into employees

mindsets and the easier it is for them to translateyour brand to customers.

Integrating these steps and effectively educating employees will lay the foundation for successful and

consistent brand communication, further impacting the customers impression of a company.

Hiring for Your Brand

When recruiting and engaging with potential employees, companies focus on the position that needs

to be lled (job tasks), as well as the qualications of the candidate. Then, after a person is hired, thetypical organizational scenario plays out: the employee is trained, experiences a learning curve, becomes

productive and then leaves the organization. Now this process could take a couple of months or a couple

of years; however, no matter the length of time, the cost of turnover is high and can have a huge impact on

the bottom line. The costs of recruitment, selection, onboarding and productivity can drastically affect the

way a company operates.

foundationforsuccessfullyreinforcingcompanysgoals

executives

employees


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To reduce this headache, a company must start with

recruiting and attracting the right employees. According to the

American Stafng Association (ASA) Model, the composition of

organizations is determined by:

Attraction: People are drawn toward companies whose

attributes align with their own personal characteristics (e.g.,

values, personality, culture)

Selection: Organizations select applicants with

attributes they desire

Attrition: People will leave the organization if

they dont t

Thinking about the components of this model from a branding

perspective, its difcult to avoid attrition if the organization hasnt

clearly outlined what characteristics are important to them. These

characteristics not only relate to personality type and work-related

goals, but also brand identity. For example, if a company wants to

consistently be seen as innovative, trendy, adventurous, etc. and they

hire people who are old-fashioned, conventional and outdated, then what

message is being translated to customers? And, just as importantly, what brand

inconsistencies are communicated within the company?

Employment branding is internally and externally promoting a clear view of what makes a rm different

and desirable as an employer. 2 This is a long-term, constant process that helps improve the quality

of candidates and retention rates. Branding is not a quick process, and using this approach moves

organizations away from simply describing an open position to painting a picture of what its like to work for

the company. This picture and the way the company brands itself from the get-go determines whether a

person is the right t for the job and what the company expects long-term.

The Importance of Employee Touchpoints

Internal brand building is a critical component because it sets the stage for all employee interactions

including those with customers. Customers experience a companys brand in many ways: products,

packaging, marketing (traditional and digital), customer service, etc. Activities and the name of the

organization are the base for [customer] perceptions...and are usually the rst elements visible to external


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audiences. 3 Each of these interactions with a customer

leaves an impression and builds a rapport. While its easy

to address and measure the obvious exchanges between a

customer and an organization, considering each of the touchpoints

is important.

Brand experience denes a companywho they are, why they

are different, how they operate and why they should be chosen

over the competition. And, brand experience is determined by

the various interactions a customer has with a company. Theobjective of internal branding is to ensure that employees transform

espoused brand messages into brand

reality for customers and other stakeholders. 5 In order to ensure

consistency and build the best experience, a company needs to

map out every point in which a customer comes in contact with its

brand. By identifying these interactions, a company can address

how the brand message is integrated throughout each avenue.

Consistency of Internal Communication Strategy

When a company denes and builds a brand, its intention is to ensure employees and customers have

a consistent brand experience that delivers on a promise. In addition, internal brand building connects

employees with the leadership teams vision for delivering distinctive value to customers. 4

But, staying true to a brand promise is easier said than done.

Too often, executives in a company develop brand communication, but tactfully implementing that strategy

is left to the people who are lower on the totem pole. In order to bridge this gap, a consistent brand

communication strategy needs to be in place for every employee:

Clearly dene the companys mission and vision, and make sure they are aligned with the

brand promise

Reinforce the companys promise and personality through culture

Find effective communication vehicles to communicate brand positioning, strategies and priority.

Be sure to follow up with employees to ensure they understand the message


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Weave brand messaging into company training and use it as an opportunity to ignite the brand

Reward and recognize brand behavior at every customer touchpoint. This will add more

credibility to the notion that employee engagement and business performance have an important

case/effect relationship. 4

Make sure all deliverables (products, services, operations) support the companys brand promise.

These are the interactions that shape a long-lasting customer relationship

Effective internal brand marketing causes employees to internalize brand values, resulting in a consistently

delivered brand promise across all company contacts. 5

Brand Equity: The External Result of Effective

Internal Branding

Whether a company is introducing a new product/service or revamping their image, internal brand building

and marketing are key steps. Sure, a brand can have the best look, however, if there isnt a sense of

value behind the logo, then a customer is more likely to choose a competitor. This is why its important to

communicate and reinforce a brand from recruitment to internal employee communication to the review

process and, most importantly, to the customer.

When a brand has a solid foundation, customers feel positive associations with a company, and thats

what builds brand equity. Brand equity is derived from the goodwill and name recognition that [a company]

has earned over time, which translates into high sales volume and high prot margins against competing

brands. 3 This connection with a brand is accomplished through each touchpoint with a company. So,

whether a customer is researching a brand, using it or shopping for it, the impressions delivered should be

seamlessly integrated. Therefore, employees are responsible for fullling the brand promiseto maintain

the desired identity, a coherent corporate image and a [consistent] corporate reputation. 5 And, with each

of these deliveries, theres an opportunity to build meaningful long-term customer relationships.


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ConclusionInternal branding and marketing are essential from recruitment to customer interaction, and an increase in

competition has resulted in companies focusing more on their culture and brand to differentiate themselves.

The success of your internal branding strategy depends on the frequency and consistency of your

companys message, which must be communicated by every employee, from top to bottom, when delivering

the product or service. In order to implement effective internal employee branding, a company must:

Examine their current brand stateWhat do customers think now? What should they think? Whatdo employees believe?

Take note of the brand processes that are already in placeAre all employees aware of thecompanys brand goals? How are brand goals communicated?

Determine the companys brand positioningAre all parts of the business aligned with thepositioning? What processes need to be in place to communicate the brand positioning?

Implement regular brand communicationHow will communication be sent out? How will thecompany follow up with employees?

Evaluate the brand message throughout every touchpointDo all employees understand how toweave the brand into everyday tasks?

Take the companys pulseWhat is the most effective way to survey customers to ensure the correct

brand message is being communicated?

Always look for ways to improveAre there opportunities to improve the strength of the brand? Isthe internal brand communication as effective as it could be?

Brand message delivery and how much the employee inuences the brand perception determine

the success of a company/customer relationship. These brand inuencers can, and should, create a

competitive advantage for the company, which is key to sales in a competitive market.

Internal Branding in Action

A Fortune 500 company was experiencing employee turnover and decreased sales despite a strong

company history. Geile/Leon developed a plan to help rebuild the brand from the inside out with the

following initiatives:

Internal brand survey: A survey was sent to all employees to gauge their brand perception and to

determine the main reasons of business struggles.

Communication of survey results: The survey results were examined and a third party drafted

conclusions.These points were then communicated to all employees.


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Implementation of internal brand building efforts: Based on the survey results, a year-long internal

brand launch plan was implemented. This plan included:

Brand training with key talking points about the brand

Education about the brand platform

Energizing brand-building events

Development of brand toolkits

Advertisements emphasizing the companys brand pillars

A brand mantra video and wallet card

On-going communication of the brand from top leader

Continued brand building efforts: In the following year, the company continued to communicate important

brand points to employees.

Distribution of a follow-up brand survey: A second brand survey was issued to test the companys

efforts. In one year, the company has reported higher employee satisfaction and increased sales.

Credibility among employees increased 13.3 percentage points

The commitment to customer satisfaction increased and the likelihood that employees recommend their

companys products increased 15.54 percentage points

The number of employees who are motivated to see their company succeed rose to 98.9%


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About Geile/LeonWHYdo we do it?

G/L believes that every company has a deeper purpose and its the agencys role to help those companies

discover their WHY. By identifying, dening and revealing that deeper sense of purpose, companies can

strengthen their brand and attract buyers that believe what they believe.

Once the companys purpose has been identied, G/L creates work that means something. Work that

changes behaviors and builds relationships with the people to whom we are targeting our message

building meaningful relationships between the company and buyer and causing buyers to make decisions

that will benet them and, ultimately, our clients. Whatever we do, whatever we say, whatever media vehicle

we choose, we make it mean something.

HOWdo we do it?

We dig deep to understand the customer and their relationship with the brand. We implement proven

processes that allow us to gain valuable customer insight and discover the brands differentiating value

proposition. We are listeners and strategic problem solvers who help brands develop strong, emotional

connections with their employees, distribution channel and the end-user.

WHATdo we do?

We discover and refresh brands and create integrated marketing communications to activate the brands

internally and in the marketplace. We specialize in B2B industries and internal employee communications,

and we have a knack for taking complex marketing challenges and distilling them down into concise,

simple, compelling campaigns that resonate and compel buyers to act.

Sources1 Merriam-Webster Dictionary, 2013

2 SHRM Employer Branding and Retention Strategies, 20123 Internal Elements Inuencing the Corporate Brand Equity of Small Firms, 2009

4 Internal Brand Building: Leveraging an Innovative Collaboration Between Marketing and HR, 2009

5 The Role of Internal Branding In The Delivery of Employee Brand Promise, 2007

6 Employment Branding Discussion, 2007

7 6 Tips for Building a Brand Culture and Improving Internal Communications, 2011

8 Managing Your Brand Through Your Employees, 2005

9 Business Week Dont Neglect Internal Branding, 2009

6 steps to building a brand from the inside out

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