The document discusses how to create a strong brand through focusing on feelings and experiences rather than just numbers. It emphasizes developing an authentic brand story that is lived internally and told externally. Various touchpoints and ways to engage employees and customers are examined. Metrics are presented showing that high employee engagement leads to much better business outcomes like customer loyalty, profitability, productivity and quality. The overarching message is that an emotionally compelling brand story consistently brought to life through the customer experience is key to success.

1. A Winning
Experience
Creating Wow at Every
Touchpoint, Every Time

3. Branson on Branding
Audiences
How do you feel?
A
―The idea that business is
strictly a numbers affair has
always struck me as B
E
preposterous. For one thing,
I’ve never been particularly
good at numbers, but I think
Brand
I’ve done a reasonable job
with feelings. And I’m
convinced that it is feelings —
and feelings alone — that
account for the success of the D
Virgin brand in all of its myriad C
forms.‖

7. Testing Your Positioning
1. Are You Afraid?
2. Are You Energized?
3. Is List Building Easy?
4. Are You Getting Attention?
5. Are You Charging More?
6. Do You Set or Impact the Buying Process?
7. Do You Incur a Cost of Sale, or Does Your Client Incur the
Cost to Buy?
8. Are You Getting Smarter Quickly?

11. Touchpoints
Vision & Mission Statements
Positioning or brand statements
Communications & marketing plans
Current communications materials & vehicles
Traditional & Non-traditional
What else?

12. Much more than an ad
campaign, web site or
tagline could ever be, the
brand story is the core
truth of who you are,
agreed to by all inside,
and used to open
conversations with those
outside who need your
services.
What’s your story?

13. Your brand is a story.
Live it inside.
Tell it well outside.
And people will pull up their chairs for a listen.

14. Telling Your Story
Who are you?
Why are you here?
How are you unique?
Who cares?
Why do I care?
What’ll keep me engaged?
Fire up the custodian as well as the superstar.

15. Telling Your Story
Develop the story…tell the impact you want to achieve.
―This is what we want to change…the difference I want to
make…and here’s how we’re going to do it.‖
Tell it to real people.
Personal relationships, engaging…two versions.
Make sure you can live it.
Strengths, USPs, UBPs, Position.

16. Telling Your Story – Exercise
Who are we? (2-page short story with a scintillating plot line)
Then, boil it down…25 words…10…5…or just a verb).
THREE WAYS in which we are unique to our ―clients.‖
DRAMATIC DIFFERENCE.
State the ONE great & dramatic thing that distinguishes us from the others. 25 words or less.
Who are ―They?‖ Explain competitors (25 words). List 3 distinct ―us vs. them‖ differences.
Try it on the team. Fight it out.
Try it on a target. Friendly & skeptical
Try it on everyone else. (A starter cross section).

17. Establishing Reality & Desire
Boardroom to the Switchboard involvement
Explore…organization, geography, competition, audience
segments, brand emotional & rational perceptions of
employees/families/ industry/community.
Identify what winning looks like (Goalposts)
Wish/Granted…impact the operations
Basic Tenets…Start at the top, every opinion counts, show how
they fit, win hearts & minds, train for change, tell the world (long
term), stay brand focused.

18. Fluid Brand Audiences
How do you feel?
A
It’s outside the old
traditional thinking of B
E
consistency in building a
brand.
Brand
Instead…
It drives for consistency of
response with a wide D
C
variety of audiences.

19. The
Experience

20. Design the
Experience
Involve all departments
Chart the touchpoints
Avoid Kmart
Pursue Disney, Starbucks, SuperBowl
Think like John Deere

21. It’s All in the
Packaging
Sight
Hearing
Touching
Smelling
Tasting

22. Start asking a few
questions around your
organization.
And then listen.
You’ll identify potential
trouble spots…and
opportunities.
Are you aligned?

23. Impact
―If I see a downturn in employee
satisfaction today, I guarantee I’ll
see a like downturn in customer
satisfaction six months from
now.‖
— Leader from Gallup’s Q12 Meta-Analysis on Engagement

24. Engagement flaws:
Leaders don’t own engagement…it’s HR/communications.
The workforce as a homogeneous entity.
Initiatives don’t link employee behavior to customer experience.
Discounting the power of brand as a vehicle for individual
behavior change and organizational transformation.
Brand is the lens through which customers view
us and must be the lens for defining performance!

25. Q12 Engagement Statements – 1
I know what’s expected of
me at work.
Clarity and definition of outcomes to be achieved.

26. Q12 Engagement Statements – 2
I have the right materials &
equipment I need to do my
work right.
Materials & equipment connect to important organizational
outcomes. Demonstrates work is valued & supported.

27. Q12 Engagement Statements – 3
At work, I have the
opportunity to do what I do
best every day.
Helping people into roles where they can most fully use their
inherent talents & individual differences removes performance
barriers.

28. Q12 Engagement Statements – 4
In the last 7 days, I have
received recognition or
praise for doing good
work.
Frequent, objective & authentic feedback matters.
Recognition needs to be driven individually

29. Q12 Engagement Statements – 5
My supervisor, or someone
at work, seems to care
about me as a person.
Feeling “cared about” is different for each person. Respond to
unique needs. Show connection between individual needs &
organization’s needs.

30. Q12 Engagement Statements – 6
There is someone at work
who encourages my
development.
How coached influences how they perceive their future.
Improvements in sync with talents helps both the employee and
company profit.

31. Q12 Engagement Statements – 7
At work, my opinions seem
to count.
Leads to better decision making. Take greater ownership for
outcomes.

32. Q12 Engagement Statements – 8
The mission or purpose of
my company makes me
feel my job is important.
Align individual’s purpose with organizational purpose &
outcomes. Reminds of big-picture impact of daily activities.

33. Q12 Engagement Statements – 9
My associates or fellow
employees are committed
to doing quality work.
Culture fit. Common goals. Common metrics. Common
expectations. Increased frequency for interaction.

34. Q12 Engagement Statements –
10
I have a best friend at
work.
Need opportunities to get to know one another & build close,
trusting relationships. Influences communication & trust.

35. Q12 Engagement Statements –
11
In the last 6 months,
someone at work has
talked to me about my
progress.
Need structured time to discuss progress, achievements and
goals. Frequency is important. Drives responsibility & decision-
making.

36. Q12 Engagement Statements –
12
This last year, I have had
opportunities at work to
learn and grow.
Training benefits individual and organization. Need continuous
improvement.

37. Business Unit Impacts
1. Customer metrics (loyalty)
2. Profitability
3. Productivity
4. Turnover
5. Safety incidents
6. Absenteeism
7. Shrinkage
8. Hospital safety incidents
9. Quality (defects)

38. The Difference Made:
Customer
loyalty/engagement
12%↑

39. The Difference Made:
Profitability
16%↑

40. The Difference Made:
Productivity
18%↑

41. The Difference Made:
High turnover companies
25%↓

42. The Difference Made:
Low turnover companies
49%↓

43. The Difference Made:
Safety incidents
49%↓

44. The Difference Made:
Shrinkage
27%↓

45. The Difference Made:
Absenteeism
37%↓

46. The Difference Made:
Patient safety incidents
41%↓

47. The Difference Made:
Quality (defects)
60%↓

48. Success
High engagement = 83% chance of high
performance.
Low engagement = 17% chance of high
performance.
That’s a 5X impact!

49. See You Online!
You can find more here:
Leader of the Brand: http://blog.imaginasium.com
Twitter: http://www.twitter.com/pathop (@PatHop)
Facebook: http://www.facebook.com/Imaginasium