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How to Turn Your Employees Into Brand Advocates

How to Turn Your Employees Into Brand Advocates

Your employees are your biggest marketing opportunity. Why? Because if they are engaged with your brand, they can be your number one marketers and boosters of brand equity. How do you convert this potential business-changing force into brand advocates? Achieving employee brand engagement was our topic at the last Silicon Valley Brand Forum.

Empowering employees as brand advocates is critical to successful brand evolution. When you change or evolve your brand identity, your internal audience is just as important as your external audience. Ideally, your employees are the engine driving brand transformation. For that reason, we ask every client to engage their employees when changing their brand identity.

Engaging your employees

To be effective, brand identity work must inspire employees as an idea they can rally behind. Quantitative research can give you data, but qualitative research helps you hear and feel culture from the key voices and the personalities who make it real. You can’t just change your logo and tell employees, “All right, everyone, fall in line and be part of this.” Your brand essence starts within your company, and employee brand advocacy requires investment, cultivation and authenticity. It also must capture your employees’ spirit and passion. If your employees are engaged, you will have a firm foundation for moving forward with change.

Four factors for empowering employees as brand advocates

A new brand identity should be both aspirational and authentic to employees. It’s essential that employees:

  1. See themselves in the new positioning
  2. Believe in the vision and aspiration behind the new identity
  3. Understand that the new brand has meaning and value
  4. Feel recognized for their part in adding value to the brand

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Ten Principles for Renaming, from Alina Wheeler’s Designing Brand Identity V | Marshall Strategy

Ten Principles for Renaming

from Designing Brand Identity, 5th Edition, by Alina Wheeler

We’re pleased to be included in the fifth edition of Designing Brand Identity, by Alina Wheeler. This comprehensive guide to brand identity is a valuable resource for designers, marketers, CEOs, brand builders and internal teams. For the new edition, we contributed a list of key principles to consider when renaming your product or a company.

Ten Principles for Renaming
by Marshall Strategy

  1. Be clear about why change is needed. You should have a compelling reason, and clear business benefits, for going through the name change process. Making a strong case for change – whether legal, market-based or other, will help rise above emotional issues and enable a more successful and meaningful effort.
  2. Assess the impact of change. A name change is more complicated than creating a new name because it affects established brand equity and all existing brand communications. You should conduct a thorough audit of equity and communication assets, to fully understand how a name change will affect your investments and operations.
  3. Know what your choices are. Depending on your reason for change, it can be very difficult to consider change in the abstract. It is much easier to commit to a change when you have alternative names to consider that solve your communication issues.
  4. Know what you are trying to say before you name it.  Naming is a highly emotional issue that can be hard to judge objectively. By first agreeing on what your new name should say, you concentrate your efforts on choosing the name that says it best.
  5. Avoid trendy names – By definition, these are names that will lose their appeal over time. Choosing a new name simply because it sounds “hip” or “cool” generally results in names that wear quickly.
  6. “Empty Vessel Names” require filling. Made-up or meaningless names will require more investment to build understanding, memorability and proper spelling than names that have some inherent meaning. Compare the immediate meaning and relevance of names like Google and Amazon to empty vessels like Kijiji and Zoosk.
  7. Avoid names that are too specific. This may be the reason you needed to change  in the first place. Names that identify a specific geography, technology or trend might be relevant for a period of time, but in the long run they could restrict your ability to grow.
  8. Understand that a new name can’t do everything. Names are powerful tools, but they do not tell the whole story. A name change alone – without rethinking of all brand communications – could risk being seen as superficial. Consider how new taglines, design, communications and other context-building tools should work with the new name to build a rich new story that you can own.
  9. Ensure you can own it. Check patent and trademark offices, common law usages, URL’s, Twitter handles and regional/cultural sensitivities before you decide, and make the investment to protect your name. This is best done by an experienced intellectual property attorney.
  10. Transition with confidence. Make sure you introduce your new name as part of a value-oriented story that conveys clear benefits to your employees, customers and shareholders. The message “we’ve changed our name” on its own generally falls flat. Commit to the change with confidence and implement as quickly and efficiently as possible. Having two names in the market at the same time is confusing to both internal and external audiences.

If you wish to make a meaningful statement, a name change is not enough. The name should represent a unique, beneficial, and sustainable story that resonates with customers, investors, and employees.

Philip Durbrow, Chairman & CEO, Marshall Strategy

Companies change their names for many reasons, but in every case, a clear rationale for change with strong business and brand benefits is critical.

Ken Pasternak, Managing Director, Marshall Strategy

Notable Renaming

Old Name

New Name

Anderson Consulting Accenture
Apple Computer Apple
Backrub Google
The Banker’s Life Company Principal Financial Group
Brad’s Drink Pepsi Cola
Ciba Geigy + Sandoz Novartis
Clear Channel iHeartRadio
Comcast (Consumer Services) Xfinity
International Business Machines IBM
Datsun Nissan
Diet Deluxe Healthy Choice
Federal Express FedEx
GMAC Financial Services Ally Financial
Graphics Group Pixar
Justin.tv twitch
Kentucky Fried Chicken KFC
Kraft Snacks Division Mondelez
Lucky Goldstar LG
Malt-O-Meal MOM Brands
Marufuku Company Nintendo
Mastercharge Mastercard
Mountain Shade Optic Nerve
MyFamily.com Ancestry
Philip Morris Altria
Service Games SEGA
ShoeSite.com Zappos
TMP Worldwide Monster Worldwide
United Telephone Company Sprint
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Beloved Brand

Becoming a Beloved Brand

This spring, when the Golden State Warriors won the NBA Championship for the second time in three years, the Bay Area exploded with excitement.  The victory parade drew more than one million fans in their blue and gold to cheer and bask in the glory of “our” victory. The Warriors are truly one of San Francisco’s few beloved brands. They are respected and adored by men and women, young and old, in winning and losing seasons.  People want to wear their colors, they know the players like neighbors, and they internalize the team’s struggles and celebrate its victories. This highly emotional connection is known as community branding, and is the envy of most brands.

Are there business benefits of community branding?  The W’s have sold out every home game for the last several seasons. The Warriors have become a major attraction for out of state and foreign tourists. Win or lose, W’s fans are behind their team in every way, emotionally and economically.

How does community branding work, and how do you become a beloved brand? If we think beyond sports teams, what other brands can truly say they carry this esteemed mantle?  Certainly many universities could make the claim – whether you are a Harvard Man or a Cal Woman, your alma mater is often a beloved brand worthy of your lifetime support. Other brands are a beloved part of their communities and even the world at large.  Coca-Cola energizes Atlanta GA; the NYFD has become one of New York’s most beloved and respected brands, (beyond its sports franchises); Disney is a beloved brand trusted by families and their children around the world; and Chevy and VW have captured our imaginations and elevated our pulses more consistently over time than other car brands have been able to manage.

What do these community brands all have in common? Each satisfies a universally human motivator.  Sports teams ignite the thrill of victory. The Fire Department embodies bravery and valor. Beloved consumer brands provide happiness and escape. These motivators are deeply and universally felt and part of our shared human experience. Brands that are successful enough to become and remain beloved are those that most consistently address, and fulfill, these instinctual needs. They become a part of how we define ourselves.

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managing brand reputation

Managing Brand Reputation: Media Brands Live or Die by Their Integrity

The news of AT&Ts attempt to acquire Time Warner without shedding CNN brings the value of media brands back into the spotlight. CNN has seen its share of criticism over the last year –primarily from one powerful voice – but its position, and the debate over “fake news” raises an important issue for media brands everywhere. Embellishments and dramatizations may be acceptable in politics and in the corporate business world, but in journalism, they violate a universal standard: integrity. When a writer or editor runs afoul of that hard line, it reflects on the overall media brand. Inability to earn and sustain public trust can kill a brand, or forever damage a business. That balance, trust over mistrust, fact-based journalism over sensationalism, is harder to achieve than ever.

managing brand reputation

The News of the World phone-hacking scandal from a few years ago is a perfect example of how to mismanage brand reputation. Executives of Rupert Murdoch’s News Corp. covered up allegations and evidence of gross misconduct instead of exposing those responsible and holding them accountable. Now, with criminal investigations under way and News Corp. employees in jail, News of the World has folded and Rupert Murdoch’s personal and corporate brands are damaged beyond repair.

Some media brands have managed their brand reputation effectively under challenging circumstances. When Stephen Glass of The New Republic and Jayson Blair of The New York Times were exposed as frauds, their editors immediately made it known to the public and took steps to make it right. This American Life took the extraordinary step of retracting a story when it was discovered that a nonfiction storytelling piece on Apple supplier Foxconn was rife with falsehoods. Editor and host Ira Glass went on air to explain the failures in his and his team’s fact-checking that allowed the story to air. Oprah Winfrey confronted author James Frey for lying in his memoir, A Million Little Pieces, which she had promoted. Each of these media giants avoided long-term damage to their brands by being forthright about their errors in judgment.

Managing brand reputation is essential to any organization, but especially to media organizations. At the end of the day, it’s the brand that takes the biggest hit when credibility and integrity are questioned and restoring the integrity of the brand is most critical. How media editors, publishers, and executives respond in crisis can dictate their brand’s survival.

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