6.1 Defining your internal communication and training program.

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Brand and Product Management

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IE Business School

Brand and Product Management

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Cours 1 sur 5 dans Specialization Marketing Mix Implementation

Identify the critical information needed to develop a product and brand strategy that generates both quick-wins and long-term value. By completing this course, you will be in position to create an activity plan to bring your brand strategy to life - both externally towards consumers and internally to employees. You will be able to define the right metrics for determining success in the implementation of your product and brand strategy, considering any adjustments that may need to be made under a test and learn methodology. Luis Rodriguez Baptista - a professor at IE University and Marekting Consultant - will guide you through six modules that look at first understanding the challenge of managing products through their 'life-cycle' and culminates with learning how to equip your employees with knowledge of how to deliver on your brand promise. The course features interviews with consumer and industry professionals, which help illustrate the importance of brand strategy. Brand and product management is a unique course which enables you to first understand the importance of brand and product management and then use brand development, architecture and portfolios, in order to achieve success.

À partir de la leçon

Equipping and engaging employees to deliver on the brand promise.

At the end of this module, you will be able to: Explain and apply the process to “embed” a brand internally within the organization.

6.0 What is brand engagement and why do you need it?5:00

6.1 Defining your internal communication and training program.8:15

6.2 Embedding the brand throughout the organization.8:53

6.3 Measuring and tracking internal brand behavior.7:17

6.4 Key success factors for your brand engagement program.8:21

6.5 Closing remarks1:37

Our next course: Pricing Strategy.0:46

Rencontrer les enseignants

Luis Rodriguez Baptista
Professor
Marketing

[MUSIC]

Hi, welcome back.

If you remember,

in the last lecture we introduced the concept of the brand engagement program.

The conceptual framework around which we develop the particular form of connection

between employees and the brand.

We also mentioned that it consisted of three types of activities.

Employee communication and training, embedding the brand

throughout the organization and measuring and rewarding on brand behaviour.

In this lecture you will learn the first of these activities,

how to create and deliver a brand communication and training program.

The best way to make employees

aware of the brand engagement initiative is through internal communication.

An internal campaign allows articulation of the brand role and

values in a way that is relevant to the different internal stakeholders.

It also presents a platform for

everyone to view the brand as important in achieving the organization's success.

And it helps employees to see themselves

as essential in delivering the brand promise.

So what is the process to define an internal communication campaign?

First you need to understand your audience.

You need to define your key messages.

You need to define the delivery channels.

And lastly, you need to define the timings of delivery of each message.

Let's begin with the first step, understanding your audience.

The best way to approach this step is to ask your audience.

Whether it's via an internet online survey or if your organization is small enough

you can do one on one interviews, or a mix of both.

At minimum what you want to evaluate is, what is their understanding

of the existing culture, what kind of culture do they actually want.

How likely are they to participate in a brand building effort?

Their understanding of what a brand is and what your brand means for them.

And whom do they believe is responsible for building the brand?

And which touch points they think are most important to customers.

The outcome should be the emergence of at least one or

more segments according to their level of engagement with the brand.

With the information you collected, you should be able to define segment profiles.

And identify where they are in that brand building motivation graph.

As with external marketing, audience segmentation is key to set

realistic objectives in the brand engagement program.

It is imperative to tailor the efforts to meet the specific needs of

each of the audience segments within the organization.

For example, at one company the analysis yielded two employee segments.

The enthusiast employees who felt that the brand was important and

understood that everyone must help to deliver the brand.

And the indifferent ones, those employees who think that the brand is important for

the organization but they're not really interested in either defining them or

participating in how it should be implemented.

You need to decide what are your key program objectives for each segment.

The second step is to define key messages that resonate with each segment.

The messages should focus on the brand essence and values.

Providing a brief explanation in consumer language.

They should also show tangible examples of how each of

these values translate into behavior for your employees internally and

externally towards your customers and other stakeholders.

Step three Is defining the channels and tools to best engage your employees.

The channels to deliver the messages should be strategically deployed.

We recommend using different types of media to communicate the messages.

You should consider at least two variables when designing your delivery channels,

complexity of delivered and impact in time.

For example, simple elements which are more short term oriented

we call attention grabbers, such as a wall poster or a screen saver.

We can also use online devices such as Facebook, Yammer,

Pintrest, or Instagram to launch either campaigns or contests.

Such as asking people for example, of how brand values are already being implemented

or should be implemented or simply for sharing their experiences in the program.

Other attention grabbers could be company fact sheets.

Another example we've used are mouse pads with the brand values.

Another great attention grabber is having a conversation

with a person in management who embodies the brand.

In some companies we have even organized regional chat rooms with the CEO.

Introductory or brand materials such as videos, webinars or in person workshops

are good for delivering messages and tools that would generate a more lasting impact.

Training should cover why brands are important, what your customer's are and

their needs, how the brand was developed based on those customer needs,

what the brand means, how employees can bring the brand to life through their

personal activities and interaction Videos bring

the brand to life in a way that are two dimensional presentation can't.

In any case a brand training session is recommended for all employees.

Because it actually calibrates the brand or branding definitions and

concepts it provides tangible

examples of what other organizations do that can be implied in yours.

It generates ideas on how the organization can bring to life its brand and

it tangibilizes the benefits of building a brand culture.

Lastly, elements such as the intranet or a brand kit or the ones that despite being

more complex in creating will continue the brand engagement for the long term.

If you think of brand kits, we suggest to use something that employees can wear,

which has the dual purpose of helping employees demonstrate pride in the company

both in and outside of the office and

serve as a daily reminder of the brand values they are bringing to life.

For longer term, the best resource is having a dedicated Internet site

that can serve as a hub for employees where they can find and share brand

training materials, tools to help them implement the brand in their daily tasks,

such as touch point exercises, updates on brand champions activities and

other initiatives.

We'll talk about brand champions in the next session.

Information about brand related rewards and recognition.

Visual identity tools such as letterhead and logos, et cetera, et cetera.

Step four is about defining immediate plan

to sequence the different messages and channels.

In a way that develops momentum during the program and afterwards.

Lastly, I would like to highlight a crucial

element to consider when launching your brand engagement program.

You need to have top management's commitment.

Employees will only participate and engage if they see that the organization's

leadership is committed to delivering the brand.

So you might be asking yourself, who is responsible for these activities?

The answer will come in the next lecture,

which is about embedding the brand throughout the organization.

See you soon.

[MUSIC]

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