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Hi, welcome back.
In the first lecture of this module we introduced the concept of the brand
engagement program.
In the last lecture we talked about one of the components of the program,
how you can embed the brand throughout the organization.
The focus of this lesson is that you learn to measure and reward brand behavior.
Why should you measure brand related?
Because it provides a benchmark on how your program is performing.
It also demonstrate your organization's commitment to the brand and
to the program.
It shows tangible result that employees can relate to and
reinforces the development of a cohesive culture within the organization.
Remember, everyone across all functions has a role in bringing the brand to life.
If they are in product development you should motivate them to ask themselves
whether the product they create delivered the shared values of the brand.
But if they are in HR, they should also be asking themselves whether
the people being recruited have the right capabilities to help deliver the brand.
In an ideal world matrix should reflect the different functional areas for
delivering the brand promise.
Our experience is that ultimately on brand behavior needs to be experienced
by everyone internally and perceived by external stakeholders.
If we recall from our introductory lesson in this module,
developing a strong culture is a phased process.
In the first phase the objective is to create awareness of the brand,
which we call, the hearing phase.
The second phase is about making employees believe the importance of the brand.
We call it the believing it phase.
The last phase is where employees are passionate about the brand and
we call it the living it phase.
In line with these phases, we should have metrics and
reward that consider the phase where the organization stands.
Of course, since you have identified segments not everyone will be on the same
page, but you should consider having a mix that will capture everyone's interest.
We should use recognition and reward for
both groups, our employees and our brand champions.
When we talk about employees first, are objectives for
them to become aware of the brand.
I had one company we needed to raise employees awareness of the program itself.
So we decided on a contest with peer to peer voting.
First, we sent an email to all supervisors and
brand champions to nominate the brand ambassadors of the period.
After nominations were received,
a message was sent to all company employees with the following question.
Among the following persons that were nominated,
who do you think best embodies a particular brand value during this period?
The description of the brand values was included, of course.
It was announced that the person who got selected would have his or
her poster around the office.
Beyond this actual recognition, small prizes were given
as well as a five minute conference call with a C level person in their region.
In the second phase our objective is for employees to believe the brand values.
And begin to embed them in their functions.
At another client we created a Oscar type of award and gala.
The Brand Champion Committee predefined a criteria for
selecting entries that would be communicated throughout the organization.
Such as most on-brand department, the best implementation process for
embedding the brand, the best implementation of metrics,
the best on-brand behavior for a specific value, etc.
Employees submitted their short videos that everyone could watch, comment,
and vote through their Internet.
At the end, pre-selected finalists were flown to their headquarters for
a gala event.
The statues were something everyone shares and proudly showed in their place of work.
Every step of the process had internal and
external communication that amplified the message.
In the third phase, our objective is to have employees embrace and
bring to life the brand values across touch points
in the different functions while supporting others.
Since everyone is responsible for the delivery of the experience,
we suggest that you implement additional KPIs with a tangible objective and
metric that considers the delivery of the brand.
For example, the KPI might be the launch of a specific initiative that embedded
the brand values in your critical touch points in which they have participated.
Or the number of brand values that each initiative considers in their touch point.
Or the improvement in the customer satisfaction or loyalty scores, etc., etc.
. The second type of recognition and
reward that we should consider is for our brand champions.
For this dedicated group of individuals we
also need to consider how their roles evolve during the different phases.
During the initial hearing it phase,
their role is to become the living example of brand behavior.
This is an individual effort.
During the believing it phase, their role evolves to support others in
promoting initiatives for embedding the brand in the differing departments.
During the living it phase, their role is more of a team effort that develops and
follows through the initiatives for
embedding the brand across touch points in the different functions.
For example, an organization will work with every quarter of the brand
champion presented, every touch points team's result to the management committee.
The latter chose which was the best brand champion team of the period based on
completion of the touch point activities plan, assistance and
participation to the team meetings the team that had both
more activities completed and more participation got recognized and rewarded.
A specific how-to guide with tool was created for management committee to apply.
Their reward came in the form of a range of activities from a simple
treat to a group lunch at a nice restaurant to a team building event.
In summary, the benefits of rewarding on-brand behavior are many.
So it's just maintaining excitement among employees and
brand champions, demonstrating organizational commitment,
drawing attentions to the behaviors of the company which is to reinforce.
And in creating tangible models for
employees to understand how to act on a specific brand attributes.
Remember, use a sequential approach to implementing recognition or reward
initiatives which short term focus first to pay their way for more ambition it was.
Begin with simple and high profile initiatives and develop a test and
learn approach to raise awareness and generate interest in the program.
Now, let's think about our small lemonade business.
What can we do to track and reward on-brand behavior?
Now that we know how to measure a reward on-brand behavior,
I would like to share with you some key success factors that we have identified
over the years in companies that launched brand engagement programs.
You'll have to watch the next lecture to enjoy.
See you then. [MUSIC]
Luis Rodriguez BaptistaProfessor
