Strategic brand and engagement syncronicity. And, HAPPY 3rd BIRTHDAY DTIM!!!

First, a HAPPY THIRD BIRTHDAY to Death To Internal Marketing (DTIM).

Hard to believe we’ve been having this conversation for some 1,100 days.

On to business…

I am currently working on several strategic corporate brand positioning exercises, all including important employee engagement requirements, for very different businesses.  Different sizes, geographic scope, and industries.

Yet their stories are remarkably, eerily similar.

All have started as “provincial” players who excelled at one thing.  They got a bit bigger and more confident, and started adding services both organically and through acquisition.

All of their brands face similar challenges:

  • product or service lines that have broadly greater equity than the emergent “Corporate” monolithic brand that is seen to be required to bring clarity, order and efficiency to ensuring the brand strategy supporting the business strategy.
  • cultural differences at both social and corporate levels, internally and with client/customer/marketplace

Something tells me that if all of the projects I am working on have such similarities, it must be a broader brand issue — SMEs finding their feet in new markets and a requirement for more sophisticated brand strategy.  Which requires investment. 

I think we will see some interesting developments in SME branding in the coming year…


2 thoughts on “Strategic brand and engagement syncronicity. And, HAPPY 3rd BIRTHDAY DTIM!!!

  1. Thanks for the question, Tim.

    Employee engagement tends to mirror the functional bias from which it is being delivered. So HR-led programmes tend to be about the Gallup/Towers Perrin school of HR/human capital drivers, with a broadly internal focus. Marketing-led engagement tends to be more brand experience and externally focussed. Change communications tend to be operational and process focussed. And so on.

    Brands exist to support business strategy, so any brand repositioning, change in strategy, or corporate identity — particularly in service organisations — has to be about the people’s role in delivering a coherent, credible, consistent brand experience. Yet at the same time, good engagement goes deeper and connects the brand-led stuff to things like talent acquisition, development and retention.

    In short, it’s about joining things up. You can’t reposition a brand without reorganising the way people delivering that brand think about it, and change behaviour to match. That means changes to HR and operational processes so that the right things get measured and managed.

    Incremental increases in annual employee survey numbers is not what this is all about…

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