New research from Weber Shandwick indicates that just 19% employees strongly agree that “what my employer portrays about itself publicly matches what it’s like to work there”, while 7% strongly disagree and 74% are either not sure or do not feel strongly either way. The article is excellent from employer brand and employee engagement perspective. […]
Successful organisations align the customer, corporate and employer brands and experiences to increase alignment to and engagement with the brand, and empower employees to deliver consistently against the brand. Research indicates that such organisations boost performance-related business outcomes by 240%1 Most organisations will have an brand idea or rally-call that sums up the promise the organisation is making
When brands align: Ford, Nike, Zappos, SUMO Salad Read More »
We spoke to First 5000 about the importance of and difference between Employer brand and Corporate culture. http://www.first5000.com.au/blog/attract-best-talent-building-culture-brand/
Employer brand or Corporate culture… what's the difference? Read More »
Balance consistency and evolution Brands should be developed as long-term assets to the company and for long-term relationships with customers and employees. Consistency is key. On the other end of the scale, complacency is dangerous. Brands need to evolve over time to accommodate business growth, new customers and employees, market changes and so forth. It’s
Revitalise Your Brand Read More »
Over the last 12 working days, we’ve covered off a range of considerations to help you achieve your objectives. Have a look back at our articles and get in touch if you want some help very quickly assessing where you’re at and what you need to do to achieve your objectives. Click here for contact
Are your strategies and action plan ready to achieve your 2018 objectives? Read More »
12. Activities, action targets, timing and responsibilities Once you’ve agreed on objectives, priority strategies and investment, you can develop your activity plan: – Customer segment and strategy – What are the activities you need to do? – What are your action targets? – What is the timing? – Who is responsible? Example: Awareness, engagement and community building
Turn strategy into actions to achieve your objectives Read More »
11. Commercial assessment, prioritisation and investment Once you’ve assessed your strategies and how they need to be changed to achieve your objectives, you’ll need to prioritise what you do and when. This requires a commercial assessment of which strategies are ‘good business as usual’, the quick wins (lower value, lower resource) and big wins (higher value, higher resource), small
Commercial assessment, prioritisation and investment Read More »
10. Employees Are your employees aligned to and engaged with your brand? Do they understand the brand values and idea, and how it drives everything they do and say on an everyday basis? Do they have the capabilities, tools, environment and empowerment to deliver against the brand and towards your objectives? Is your culture designed for employees to thrive? Revisit
Are your employees geared to deliver objectives? Read More »
9. Communications What are your communications objectives? Who are you talking to? How many customers do you need to talk to in order to convert a portion of them to meet your objectives? What do you want them to think/feel/do vs what they currently think/feel/do? How are you going to shift their perceptions, experience and
What communications do you need to do, in order to meet your objectives? Read More »
8. Your brand-customer experience Each area of the brand-customer experience or marketing mix contributes to your objectives – Product, range, packaging and innovation cycle – Service proposition and innovation cycle – Price and promotional pricing – Place/Distribution – Place/Store & Online environments – People – Process What do you need to do differently in order to achieve your
What experience do you deliver across every area of the marketing mix? Read More »
