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Internal Branding- have you got it right?
Sai Ram Ganapathy, Vyshakh Nair & Sagarika K.
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Introduction
Companies splurge money on fancy looking Futons in their receptions and lofty “Youtoocan” type quotes
splashed all over office area. Studies suggest that less than 50% of employees believe in their company’s
brand idea and even lesser percentage of people actively work to implement it. Many companies just
miss the beat on “Internal branding”. Merely copying ideas from some other offices or just taking some
pictures and quotes off the internet and pasting them cannot be termed as internal branding. The very
objective of attempting an internal branding exercise is to “inform, inspire and institutionalize” the
company brand and ethos into its workforce and associates.
Unfortunately, most companies pursue internal branding in an ad hoc way. Whole exercise smacks of
any purpose or meticulous planning. Moreover, many companies confuse internal branding as just
decking up their offices with granite statues, fancy furniture and wooden paneling. For us, internal
branding is a means of aligning values of the employees and the corporate brand. Internal branding has
its focal point on incumbent employees only. It helps to differentiate and achieve competitive advantage
by delivering consistent messaging to all its employees. In this regard, we see an employer brand as the
storytelling to showcase how you want your company to be perceived by market and talent brand as
the honest story of an existing employee told in tandem with corporate brand. Internal branding consists
of:
1. Imagery, artefacts, text that reflects the soul of company and what it believes it stands for
2. Process that invest in creating unique identity, reinforce and institutionalization
3. Routines that help build communities of practices at all levels
Internal branding approach
You do not need tons of $$$ to have a powerful and impactful “internal branding program. What one
needs is loads of commonsense, spiced up with little planning and salted with scientific temper. An
effective internal branding program is like cooking an elaborate turkey for homecoming. Plan in advance,
know the purpose and get your ingredients right and roast at the right temperature. Similarly, for an
effective internal branding follow these five steps.
1. Identify the Purpose
2. Ensure consistency
3. Unified communication
4. 3E alignment
5. Run a limited trail; get feedback, make changes, and roll out
1.Identify the Purpose
Internal branding could be to communicate vision, values and cultural aspects to employees and visitors
to the premises. Images, quotes and artefacts are used to inform the employees of what the company
believes in and is seen practising. Internal branding is also about alignment and re-calibration of what
the company perceives itself and what it wants to be seen as. Internal branding is a process to keep
everyone in the company to embrace the “soul” of the brand and live enshrining it. Internal branding
may also be used to drive a specific behaviour in employees or whenever the brand is repositioned. For
example, companies that are looking at repositioning themselves or are realigning their company’s vision
to celebrate reaching a milestone or to launch new products or services. Companies may pursue internal
branding to increase employee participation or decrease employee fear about impending changes.
Page 3 of 4
2.Ensure Consistency
While internal branding is all about what values, personality and culture you want to enshrine and
institutionalize, it must be consistent with what your external branding is all about. If you have
communicated change in direction from a service provider to an advisor to the external world, it is also
important to sell the same positioning internally. Consistency between internal and external helps change
the behaviour match to what is being promised to the world. Consistency is also required across all the
artefacts, images, signage, and fonts used within the company and the process. Standardize moments
of experience to offer a consistent visual experience. However, to meet the specific “utilitarian” objectives
of a physical space, customizations may be made in the periphery while retaining the “core elements”.
3.Unified Communication
Internal branding is beyond internal communications. It includes training, leadership practices, R&R
programs, recruitment practices, CSR & sustainability programs and so on. Internal branding must inform
employees the way they must approach the job, and how to work with clients and partners. It is also to
ingrain the brand vision in their minds and support the brand in every act of theirs. Internal branding is
not just HR or marketing related affair, but involves every department of the whole company. A
successful internal branding must pique interest, invite participation and accelerate institutionalization.
In order to achieve this it is necessary to create an internal theme. Evaluate the theme for its
communication value. Check whether it is brief, is it specific, is it relevant, does it communicate, and
visualize your theme? The theme that is selected should address all of the above questions to be effective
in serving its purpose. The chosen communication theme must highlight the business value,
organizational culture, and innovation, impressions of products or services. Communication tools should
aim at getting the Key message, supporting messages, and moments of truth across all material. Tools
may include table top calendars, Post-it boards, corporate envelopes, letter heads and other materials.
Messaging should be inclusive to reach out to associates with disabilities. Create inclusive aural, visual,
and special needs communication platforms to reach out to all associates. Corporate jingles, specially
designed ramps, and Braille signages must be invested. Communication must be race, gender and
ethnicity agnostic.
4. 3 E’s alignment
Internal branding efforts must be validated to include economy, environmental, and ergonomic
considerations. Branding ideas must be effective but also be measured against the cost. Assess the
investment and impact of each feature of branding exercise and rationalize based on budgets and
affordability. Materials and props that are used for internal branding may have significant environmental
impact. Fancy looking PoP or other high lead content-based artefacts may harm the employees in the
long run. Evaluate the branding efforts from the carbon foot prints and green considerations. Explore
native cultural artefacts and methods that may be alternately used to support the local economy and
environment. Explore maximizing natural lighting that could be used to save the environment and
appropriate props to reduce ecological impact. Consider deft use of locally available material like
bamboo, coir and other materials to embrace and celebrate local culture. Branding ideas must also be
looked at from ergonomics perspectives. Does additions obstruct movement of people in the office.
Does it blend with the way people work? Functional alignment, directional alignment, utility, longevity,
line of visibility is some of the areas that need be addressed.
Page 4 of 4
5. Run a limited trail, make changes and roll out
Before a big bang roll out the internal branding program, run a small trial of your theme and evaluate
its effectiveness. Take feedback from everybody and identify what is the impact of the ideas. Incorporate
changes and roll out the internal branding across the organization.
Conclusion
Internal branding is key to build strong employee association and identify with your company. Internal
branding is not just an activity but a process in itself. Key is to present and institutionalize the vision,
values and beliefs of the company. The adage familiarity breeds contempt works best in internal branding
situations. An external person could bring newer perspectives to the physical & cultural infrastructure
and help you prioritize. Smart companies use walkthrough audits that throw up ideas of what changes
could be done. A best practice is to invite suggestions & alternatives from all departments of the
company. Remember not to do a rush job. Many companies faced embarrassing outcomes of poorly
thought through communication and roll out strategy. While humor is great, handle it with sensitivity
and cultural awareness. Some loose translations can turn out to be bloopers. Avoid cynical advertising.
It does not work. Finally, treat internal branding as a change management program. Identify the goals,
evaluate options and measure each step towards the goal.
Selected Bibliography
Balmer, J M T (2001), Corporate identity, corporate branding and corporate marketing: seeing through
the fog, European Journal of Marketing, 35, ¾.
Erkmen, E and Hancer, M (2015), Do your internal branding efforts measure up?, Consumer Response
to brand supporting behaviors of Hospitality Management, 27, 5.
Foster, C. Khanyapuss, P. and Cheng R. (2010), Exploring the relationship between corporate branding,
internal branding and employee branding, Journal of Product and Brand Management, 19, 6.
Muller, M, (2017), Brand-Centered control: A study of internal branding and normative control,
Organization Studies, 38, 7.
Piehler, R, Hanisch, S and Burmann, C, (2015), Marketing Review, St. Gallen,32, 5,
Browne & Mohan insights are general in nature and are not refereed papers. Browne & Mohan consultants
share their experience and expertise through case studies, white papers and blogs for broader consumption.
Insights & guidance should not be construed as advice. Open Universities and other academic institutions
may use the content but with prior approval of Browne & Mohan.
© Browne & Mohan 2018. All rights reserved Printed in India

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Internal branding: have you got it right?

  • 1. Page 1 of 4 Internal Branding- have you got it right? Sai Ram Ganapathy, Vyshakh Nair & Sagarika K.
  • 2. Page 2 of 4 Introduction Companies splurge money on fancy looking Futons in their receptions and lofty “Youtoocan” type quotes splashed all over office area. Studies suggest that less than 50% of employees believe in their company’s brand idea and even lesser percentage of people actively work to implement it. Many companies just miss the beat on “Internal branding”. Merely copying ideas from some other offices or just taking some pictures and quotes off the internet and pasting them cannot be termed as internal branding. The very objective of attempting an internal branding exercise is to “inform, inspire and institutionalize” the company brand and ethos into its workforce and associates. Unfortunately, most companies pursue internal branding in an ad hoc way. Whole exercise smacks of any purpose or meticulous planning. Moreover, many companies confuse internal branding as just decking up their offices with granite statues, fancy furniture and wooden paneling. For us, internal branding is a means of aligning values of the employees and the corporate brand. Internal branding has its focal point on incumbent employees only. It helps to differentiate and achieve competitive advantage by delivering consistent messaging to all its employees. In this regard, we see an employer brand as the storytelling to showcase how you want your company to be perceived by market and talent brand as the honest story of an existing employee told in tandem with corporate brand. Internal branding consists of: 1. Imagery, artefacts, text that reflects the soul of company and what it believes it stands for 2. Process that invest in creating unique identity, reinforce and institutionalization 3. Routines that help build communities of practices at all levels Internal branding approach You do not need tons of $$$ to have a powerful and impactful “internal branding program. What one needs is loads of commonsense, spiced up with little planning and salted with scientific temper. An effective internal branding program is like cooking an elaborate turkey for homecoming. Plan in advance, know the purpose and get your ingredients right and roast at the right temperature. Similarly, for an effective internal branding follow these five steps. 1. Identify the Purpose 2. Ensure consistency 3. Unified communication 4. 3E alignment 5. Run a limited trail; get feedback, make changes, and roll out 1.Identify the Purpose Internal branding could be to communicate vision, values and cultural aspects to employees and visitors to the premises. Images, quotes and artefacts are used to inform the employees of what the company believes in and is seen practising. Internal branding is also about alignment and re-calibration of what the company perceives itself and what it wants to be seen as. Internal branding is a process to keep everyone in the company to embrace the “soul” of the brand and live enshrining it. Internal branding may also be used to drive a specific behaviour in employees or whenever the brand is repositioned. For example, companies that are looking at repositioning themselves or are realigning their company’s vision to celebrate reaching a milestone or to launch new products or services. Companies may pursue internal branding to increase employee participation or decrease employee fear about impending changes.
  • 3. Page 3 of 4 2.Ensure Consistency While internal branding is all about what values, personality and culture you want to enshrine and institutionalize, it must be consistent with what your external branding is all about. If you have communicated change in direction from a service provider to an advisor to the external world, it is also important to sell the same positioning internally. Consistency between internal and external helps change the behaviour match to what is being promised to the world. Consistency is also required across all the artefacts, images, signage, and fonts used within the company and the process. Standardize moments of experience to offer a consistent visual experience. However, to meet the specific “utilitarian” objectives of a physical space, customizations may be made in the periphery while retaining the “core elements”. 3.Unified Communication Internal branding is beyond internal communications. It includes training, leadership practices, R&R programs, recruitment practices, CSR & sustainability programs and so on. Internal branding must inform employees the way they must approach the job, and how to work with clients and partners. It is also to ingrain the brand vision in their minds and support the brand in every act of theirs. Internal branding is not just HR or marketing related affair, but involves every department of the whole company. A successful internal branding must pique interest, invite participation and accelerate institutionalization. In order to achieve this it is necessary to create an internal theme. Evaluate the theme for its communication value. Check whether it is brief, is it specific, is it relevant, does it communicate, and visualize your theme? The theme that is selected should address all of the above questions to be effective in serving its purpose. The chosen communication theme must highlight the business value, organizational culture, and innovation, impressions of products or services. Communication tools should aim at getting the Key message, supporting messages, and moments of truth across all material. Tools may include table top calendars, Post-it boards, corporate envelopes, letter heads and other materials. Messaging should be inclusive to reach out to associates with disabilities. Create inclusive aural, visual, and special needs communication platforms to reach out to all associates. Corporate jingles, specially designed ramps, and Braille signages must be invested. Communication must be race, gender and ethnicity agnostic. 4. 3 E’s alignment Internal branding efforts must be validated to include economy, environmental, and ergonomic considerations. Branding ideas must be effective but also be measured against the cost. Assess the investment and impact of each feature of branding exercise and rationalize based on budgets and affordability. Materials and props that are used for internal branding may have significant environmental impact. Fancy looking PoP or other high lead content-based artefacts may harm the employees in the long run. Evaluate the branding efforts from the carbon foot prints and green considerations. Explore native cultural artefacts and methods that may be alternately used to support the local economy and environment. Explore maximizing natural lighting that could be used to save the environment and appropriate props to reduce ecological impact. Consider deft use of locally available material like bamboo, coir and other materials to embrace and celebrate local culture. Branding ideas must also be looked at from ergonomics perspectives. Does additions obstruct movement of people in the office. Does it blend with the way people work? Functional alignment, directional alignment, utility, longevity, line of visibility is some of the areas that need be addressed.
  • 4. Page 4 of 4 5. Run a limited trail, make changes and roll out Before a big bang roll out the internal branding program, run a small trial of your theme and evaluate its effectiveness. Take feedback from everybody and identify what is the impact of the ideas. Incorporate changes and roll out the internal branding across the organization. Conclusion Internal branding is key to build strong employee association and identify with your company. Internal branding is not just an activity but a process in itself. Key is to present and institutionalize the vision, values and beliefs of the company. The adage familiarity breeds contempt works best in internal branding situations. An external person could bring newer perspectives to the physical & cultural infrastructure and help you prioritize. Smart companies use walkthrough audits that throw up ideas of what changes could be done. A best practice is to invite suggestions & alternatives from all departments of the company. Remember not to do a rush job. Many companies faced embarrassing outcomes of poorly thought through communication and roll out strategy. While humor is great, handle it with sensitivity and cultural awareness. Some loose translations can turn out to be bloopers. Avoid cynical advertising. It does not work. Finally, treat internal branding as a change management program. Identify the goals, evaluate options and measure each step towards the goal. Selected Bibliography Balmer, J M T (2001), Corporate identity, corporate branding and corporate marketing: seeing through the fog, European Journal of Marketing, 35, ¾. Erkmen, E and Hancer, M (2015), Do your internal branding efforts measure up?, Consumer Response to brand supporting behaviors of Hospitality Management, 27, 5. Foster, C. Khanyapuss, P. and Cheng R. (2010), Exploring the relationship between corporate branding, internal branding and employee branding, Journal of Product and Brand Management, 19, 6. Muller, M, (2017), Brand-Centered control: A study of internal branding and normative control, Organization Studies, 38, 7. Piehler, R, Hanisch, S and Burmann, C, (2015), Marketing Review, St. Gallen,32, 5, Browne & Mohan insights are general in nature and are not refereed papers. Browne & Mohan consultants share their experience and expertise through case studies, white papers and blogs for broader consumption. Insights & guidance should not be construed as advice. Open Universities and other academic institutions may use the content but with prior approval of Browne & Mohan. © Browne & Mohan 2018. All rights reserved Printed in India