If you want to transform your brand, transform your behaviors. It doesn’t matter your business strategy, it doesn’t matter your identity, what really matters is how you make people feel. An eye-catching logo and catchy brand message can grab a customer’s attention when they first encounter the brand. But the truth is that the way the organization behaves has a much bigger role in conveying values than any of the visuals associated with the business.

Behaviors are tied directly to the brand. They are responsible for bringing beliefs to life and ensuring that convictions and ideologies are recognized. Who are we? What are we here for? What do we do? Why do we do it? In themselves, they can be powerful vehicles for change.

In reality, people never experience branding strategies. On the other hand, they do experience brand moments. Brand moments are what bring the strategy to life. So to transform a brand, you have to focus on those moments, on the experiences that are generated with the audiences of interest.

It’s important to note that people’s experience with the brand isn’t limited to what they see or hear. In fact, while it may be the first point of contact, it can often be the least engaging experience they’ll have with the brand. That’s because building a brand isn’t just a one-off interaction. The best brands are those that deliver a memorable, cohesive, and consistent experience to their customers, which is determined by every touchpoint and every interaction they have with the brand. This can include the price and quality of the product or service, the way the staff serve them, the accessibility of the points of sale… But it’s the behavior, as a company and of each of the team members, that will truly define the brand, achieving customer engagement and improving business results.

The goal of brand behavior is twofold: to make customers more satisfied and loyal, while creating an aligned, ambitious, and meaningful workplace that behaves in line with your brand.

In this sense, the way employees are treated, customer relationships, and how resources are used are all part of brand behavior. But perhaps the most important element is what a company does to make people’s lives and their surroundings better. It is not about promising but about aligning actions with what they say they believe, with the purpose that moves the brand. Only when beliefs become part of the DNA do they then become reality through behavior. And this is something that the customer always perceives, it cannot be concealed. When behavior and beliefs don’t align, brands lose credibility, and ultimately, lose customers.

Every team member has a role to play in making the brand purpose a reality. It doesn’t matter if they’re customer-facing or in the office, everyone from the CEO to the maintenance guy has a role to play. The challenge is to ensure that their behavior is consistent, across each role and in each department, over time.

Behavior is much more than a set of rules. It’s a useful tip and guide, which inspires everyone related to the brand. It helps to create a unique emotional aura around the brand that makes it more attractive. Most importantly, it attracts more people to the brand, so new customers are more open to learning about it, current customers are more loyal, and the brand is more likely to thrive now and in the future. As such, good brand behavior invites internal and external teams to explore relevant ways to convey the essence of the brand, engage people with the brand promise, and ultimately change the way the brand makes them feel.

Modifying behavior internally is key to transforming the brand externally. But internally aligning behavior to reflect brand truth is never easy. Ingrained patterns of behavior become default assumptions, and breaking them doesn’t happen overnight. The first step is to accept the need to review it. If you saw your brand through the eyes of your customers, what would you be seeing?


Carlos Puig Falcó

CEO of Branward