Step One: Brand Awareness

Most people would understand what is meant by “brand” in a consumer context. Ask any person you know which brands of washing powder, activewear or car they like and they’ll be able to rattle them off without too much thought. 

Few of them would consciously know that their opinions are informed by a multitude of elements and touchpoints. As the famous analogy goes, brands are built in the same way as a bird builds a nest, one twig at a time. 

Each interaction we have with brands will add a twig - from the packaging to the logo design and colours, to the experience in store, to the support on the helpline. 

Before the words “employee” and “branding” were joined together, a lot of the twigs happened by accident. Companies would define and control their consumer brands, but the rest was really left to chance. 

In 1985 that all changed with the publication of a book called “Moments of Truth” by Jan Carlzon. This groundbreaking book paved the way for formalisation of the customer experience (or CX as it is now known) and the integral part it plays in brand building, employee branding and consequently business success. It details the principles that Carlzon put into place to turn around the embattled Scandinavian airline SAS.

CASE STUDY: SAS

Carlzon took over the helm of SAS in 1981 at a time when the airline industry was in crisis. There was little to no differentiation - airlines tried to compete on technology or costs, but there was nothing outwardly consumer focused. Sensing a much more competitive environment looming, Carlzon knew that his company’s brand had to embody something quite different. 

He examined the company, its processes and customer interactions from top to bottom and identified a host of what he called “Moments of Truth” - interactions where the company had the opportunity to either delight or disappoint the customer. He recognised that many of those “moments” relied on actions or interactions from his employees. So he then initiated a company-wide mission to align staff to the fact that they were all there to work for the customer. He clearly communicated his vision, put supporting processes and campaigns in place, and empowered staff to act for the brand. Within three years he had completely transformed the airline.

It’s a study in human resources but also of brand … the outcomes that are possible when what you say to your customer (in this case, “you are important”) aligns with how your employees feel and view the brand (“our customers are the most important thing in our business”).

CASE STUDY: UBER

Let’s look at Uber, a brand that is now a household name - a disruptor brand that created the global ride-share trend. To the outside world it was leading-edge, modern, aspirational and inclusive. Consumers loved it. 

However in 2017, the lack of a properly managed employee brand saw a reputational disaster that caused mass firings, loss of customers and a defection of drivers to their main competitor. A brand disaster that no amount of consumer brand building could overcome. 

Unknown to riders Uber had what became known as “bro culture” - values like "super pumped" and "always be hustlin” opened the door to racial discrimination, sexual harassment and bullying. A single blog post in February of 2017 opened a Pandora’s Box of internal issues - and customers and drivers both left in droves.

The then CEO and founder was replaced (although remained on the board), and new CEO Dara Khosrowshahi was quick to throw out the 14 “values” and replace them with 8 “Cultural Norms”, including one he hammers home regularly: “We do the right thing. Period.” 

Obviously this is an extreme example, but it does underpin how consumers really do care about how employees feel, behave and portray their brand.

And so also it underpins the importance of properly defining both your consumer and employee brands, and then actively communicating them effectively. In practical terms this process, in our experience, is better done when lead from the top of an organisation - employee buy-in is greater and commitment increases when the person at the top is “walking the talk”.

In summary, laying this critical foundation for Step One means:

• Knowing exactly who your consumer is, and who your employees are: knowing what drives them, motivates them and what fosters emotional connections

• Understanding every interaction, experience and engagement your target markets have with the brand

• Having a clear view on what your brand should stand for from an overall perspective

• Clearly articulating this in a way that is relevant to each target, yet consistent

• Implementing and communicating this at every touchpoint.