Managing your brand reputation Aligning your organisations digital brand

Stakeholder engagement © Daemon Group 2008

Stakeholder channel management © Daemon Group 2008

Digital brand alignment strategy © Daemon Group 2008

Phase one - Pulse An audit of what is being said about your organisation, by whom and how often. A Review of share of voice and tone of voice across social media including: blogs Facebook MySpace news services What are the core benefits derived, or likely to be derived from the brand. What is the price differential versus a commoditised alternative? What proportion of your target audience are online, when, and how often. What are their primary motivations, where do they spend their time online and what are they doing – blogging, twittering, buying, browsing, booking or just gathering information? Effectively the core values that are seen to be important components of the brand, which should be evident in all brand communications. Key facts and proof points which can support functional or emotional reasons to engage with the brand. The heart and soul of a brand, best stated in about three words or less, the essence is the primary constant of a brand. The personality is often described as a series of adjectives guided by the current values and aspirations of the organisation.

An audit of what is being said about your organisation, by whom and how often. A Review of share of voice and tone of voice across social media including:

blogs

Facebook

MySpace

news services

What are the core benefits derived, or likely to be derived from the brand. What is the price differential versus a commoditised alternative?

Phase two - activation Digital communications techniques which are low in two way communications but high in organisational control, for example, the corporate website . Digital communications techniques which are high dialogue and high in organisational control, for example message boards . Digital communications techniques which are low in two way communications and also lower in organisational control, for example advocacy programs . Digital communications techniques which are high in dialogue between participants yet lower in organisational control, for example blogging or twittering .

Phase three - engagement Internal launch program It is paramount that any new initiative is first launched internally and that new media communication tools are used in-house before using being employed in external communications. External launch strategy In either hard or soft form and as an integral part of the primary marketing and communications strategy, the external launch strategy should reflect the objectives and requirements within the business case. Communications The implementation of the proposed communications solutions. The ongoing management and implementation of communications techniques which require constant input. Behaviours Internal and external tracking of changes in behaviour and outcomes attributable to the digital strategy, for example, enquiries, traffic, view and mentions or sales revenue through digital or traditional channels. Reputation Regular brand tracking and evaluation pulse checks or studies to determine impact on and movement in brand perception. Empirical benefit of brand equity in crisis or issue management.