There are still many organizations that neglect the development of a powerful brand culture that facilitates the transmission of their values. It is a tremendous missed opportunity for them, as they have not been able to understand that a brand transcends the power of a logo and is much closer to what makes up a set of shared beliefs.

I mean by Corporate culture is the set of factors linked to the way of being and doing of an organization that are shared by its members. These factors translate into unique facts perceived internally and externally, which differentiate an Organization from others and serve to position it in the environment and unite it internally. Putting brand culture as one of the main strategic drivers means understanding that, along with the brand, people are the main asset of companies.

Brand culture is a very powerful thing that needs to come from the inside and radiate outwards. When you have the strength of the brand, that brand has the full potential to become more than just an element of identification and becomes an element of connection, pride and growth.

Employees should be the ones who know the brand best, as they experience it first-hand every day, even more than the best customers. And their attitude is vitally relevant when it comes to connecting the brand with these customers, since it affects their perception in a more significant way than what can be achieved with any advertising campaign.

In order to successfully implement a brand culture program, it will be necessary to consider at least the following steps:

5 Fundamental Stages in a Brand Culture Program

1.- Research for diagnosis

The research should identify the brand’s DNA and provide the insights needed for its activation. It must also contrast how the brand is experienced inside, what the current climate is, detecting strengths and areas for improvement.

2.- Key Behaviors

The values that build the essence of the brand must be distilled and translated into behaviors that can be activated by employees. Depending on how the brand’s personality has been defined, activation can be translated in one way or another into a map of key behaviors.

3.- Internal alignment

It is necessary to infuse what the brand represents inwardly. The challenge lies in the fact that on many occasions the essence and purpose of the brand do not coincide with the beliefs and behaviors of the internal team with which the brand comes into contact. It’s about getting the brand and culture to work in alignment and working as a single force within the Organization. The Employer Value Proposition (EVP) is a key tool to achieve this and secure engagement.

4.- Ensure consistency

The brand has its own way of doing and speaking that should be consistent across all touchpoints, both internally and externally. Make sure they speak with one voice. Harness the power of storytelling to explain who we are and how we act.

5.- Activate participation

When you get employees to share branded content, you multiply their engagement and exponentially increase the impact to the outside. The combination of the effect of brand ambassadors and social selling is an excellent tool to attract customers, as expert Guillem Recolons comments here .

One more aspect: Measure your efforts

Logically, it will be necessary to control and measure the effectiveness of the actions that have been carried out. To do this, once KPIs have been identified for the program (work environment, talent retention and attraction, corporate vision, etc.), it takes the pulse periodically and corrects all the necessary deviations.

Finally, remember that actions speak louder than words, what the Company does is much more important than what it says.

 

Carlos Puig Falcó

CEO of Branward®

Photos: Shutterstock

References: https://www.guillemrecolons.com/employee-advocacy-y-social-selling/

 

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