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Challenges of launching a brand and achieving staff buy-in
 

Challenges of launching a brand and achieving staff buy-in

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Launching a new brand? The most important people in the process are you staff. Do they know why you are rebranding? Do they even know what a brand is? This presentation highlights key challenges to ...

Launching a new brand? The most important people in the process are you staff. Do they know why you are rebranding? Do they even know what a brand is? This presentation highlights key challenges to launching a brand internally alongside solutions to those challenges. Good luck!

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    Challenges of launching a brand and achieving staff buy-in Challenges of launching a brand and achieving staff buy-in Presentation Transcript

    • CHALLENGES OF LAUNCHING A
      BRAND INTERNALLY AND
      ACHIEVING STAFF BUY IN
    • “Customer experiences define the brand. Great brand experiences are the result of great common, consistent, customer experiences.”
      Interbrand
    • Challenge #1 – Does everyone internally know what a brand is?
      • Everyone thinks they know...
      • “It’s our logo; our slogan, our font; our advertising; our product.”
      • Solutions:
      • Clearly define what a brand is and get everyone on the same page
      • Avoid patronising those that know what a brand is
    • Challenge #2 – What’s wrong with our old brand?
      • Resistance is natural when asking staff to do things differently
      • Staff will have strong emotional ties to the old brand
      • There can be mistrust with something new and unproven
      • Solutions:
      • Share positive stories of rebrands from similar organisations
      • Explain the strategy for rebranding and what it will do
      • Always invite feedback in a format that suits staff
      • Enlist brand champions across the organisation
      • Base brand conversations on research-based facts – internal and external research
      • Prepare staff for switchover
    • Challenge #3 – Did our messaging on the rebrand get through loud & clear?
      • Everyone is different!
      • Staff are engaged in different ways
      • This means saying the same thing about the rebrand via different media; in different formats – this is expensive and time consuming but essential
      • Solutions:
      • Find out how staff want to be communicated with
      • Segment staff audience ‘types’ and treat them differently
      • Assess the most effective communication media and formats
      • Continually adjust and test communications to suit internal audience
      • Make communications relevant to staff
    • Challenge # 4 – What, when and other ‘Ws’
      • Rebranding can mean uncertainty for many as it’s ‘The Unknown’
      • When will public facing staff be trained? How will branding be rolled out? What brand tools will be available? Who is leading on the rebrand? Which offices will be rebranded first? Why are we even having a rebrand?
      • Solutions
      • Be very clear about what is happening, when and why
      • Engaging staff so they are involved or have some say when activity takes place can create additional buy-in
    • Challenge # 5 – Consistent Colin not Jekyll and Hyde...
      • To be a credible brand, staff need to reflect the brand values. This means all staff , services and communications being consistent with the brand.
      • Everything the organisation and its staff do either builds on the brand or works against the brand. Consistency reinforces brand values resulting in a stronger brand.
      • Solutions:
      • Give staff time and space to understand the brand values
      • Explain ‘We are all in this together’ – everyone needs to pull their weight
      • Continually review staff understanding of the brand, send reminders and share feel-good stories about staff and the brand
    • Challenge # 6 – Remember: it’s marathon not a sprint
      • Maintaining momentum and interest in the brand values is challenging
      • So too, is knowing where to invest time and money in the brand’s development
      • Some rebrands require a change of culture which requires strong leadership
      • Solutions:
      • Get the thinking cap on Plan, Plan, Plan ways to keep the brand values top-of-staff-minds
      • Ensure the CEO and directors are seen as brand champions that continually communicate about – and live – the brand
    • Challenge # 7 – Measures of Success
      • How do we measure the success of the rebrand with staff?
      • What is the best way to measure the success of the internal comms around the rebrand?
      • Solutions:
      • Use tools available to measure internal engagement such as hits on the intranet; logo or brand guideline downloads; staff survey responses or attendance at brand talks
      • Overlay internal data with external brand metrics and benchmark against other organisations
    • Final Challenge – We got a new brand, now what do we do with it?
      • Once the rebrand has taken place, it’s just the start...
      • Ways to maintain staff buy-in after the launch:
      • “Get them early” – present the brand at new staff inductions
      • Ensure on-going staff training, dialogue and sharing of successes
      • Keep measuring to make sure staff are engaged
      • Promote continuous communication/dialogue from the top to maintain momentum, importance and relevance
      • Ensure staff feel equipped, supported and confident about their brand knowledge
      • Most of all, make it fun!