Branding has become big business, evolving on the back of spending on agencies, advertising, merchandising and promotion.  This has been ably assisted by the rise of consumerism in our culture and increasing competition amongst suppliers keen to differentiate their product and offering from others.  Interestingly, thinking of such commodities as energy, water, salt and others, the idea of branding is to differentiate what is otherwise something indistinguishable. For example, is there any discernible difference to consumers between the wholesalers or even retail suppliers of the electricity that boils their kettle? Sure there are differences in price. Yet the power companies have invested a lot in branding to suggest that there are differences in the customer experience – easy billing, “added value” services – all in an attempt to create an overall distinguishable “value proposition” for what is essentially a commodity that allows them to charge a premium price.  Virgin, Orange, O2 have all attempted to create a differentiated position, an identity, through stretching of their brand to provide something that is perceived as more, that creates preference in the market place for what is essentially the same core telecommunications product.  What is different? Some of the add-ons it’s true, but arguably, it is through the distinct “personalities” of each of their brands and hence the type of customers that each appeals to that we see differentiation.  At the level of the consumer these brands have worked hard to support customer engagement,  build “relationships” and maintain satisfaction amongst customers with a view to supporting retention in an otherwise churning market.   When it comes to internal branding however, the audience is the employee.  So is it too simplistic to apply the same concepts inwardly, by assuming the same cause and effect, or is there something else at work when it comes to employees?

• It is designed to promote particular ways of behaving and a culture within the organisation that produces a consistent “personality” or experience whenever you encounter it

• It is designed to increase engagement with the organisation, its mission or purpose and its values. What that organisation is all about should be apparent each time you come into contact with it (which relates back to the first point and how staff behave)

• It is designed to encourage and support performance by making it clear what is expected of employees, what values they are expected to uphold and ensuring the integrity of the organisation

• And when there are changes made to the brand this can also be a clear sign and indicator  of a desired shift or change of emphasis in the organisation, or an aspect of its operations

Brand Psychology And Engagement?

The brand meets certain psychological needs of employees in the same way as it does for consumers by providing reassurance and security.  They know what it stands for, what status the organisation has, or the issues associated with it and this can be a source of pride.  They may feel that the brand reflects their own personality and often staff identify very closely with the mission and purpose of their employing organisation – charities, social enterprises, public service and owner managed businesses in particular, often fall into this category but also hi tech, household names and heritage businesses could be cited.  Many staff feel strongly about the organisation and the cause it represents in particular when they join it – it can be a means of attracting attention and pulling them towards it and the mission provides meaning to the work.

As social beings, we also identify with those we work alongside.  Unions, emergency services and health care professionals have a strong affinity to each other as social groupings and this creates a bond and a sense of common purpose and an implied, if not explicit code of conduct. There is a sense of being on the same side, in the same team, working for the same outcome and this creates a bond.

Internal branding, when done well can therefore help to reinforce these psychological aspects of working for the organisation.  With an internal audience, the brand can be a device to reinforce recognition and reassurance – for example for staff who work on multi-sites, the consistent use of corporate logos, colour schemes and other physical manifestations of the brand can help people to feel at home, accelerate their settling in by providing familiar surroundings and therefore facilitate getting up to speed and performing more quickly.

When the organisation wants to signal a change – perhaps through a business transformation project, embedding a merger or acquisition, or to focus on a particular strategic initiative such as health and safety, then branding can be used.  Whether a slight change, or the introduction of a new treatment of the brand, this can be enough to penetrate the lack of conscious awareness brought about by habit, re-focus attention or introduce something new into the behaviour and repertoire of employees. The novelty can have impact.

You Want To Change Your Brand – Just Do It?  The Condundrum

The problem with familiarity is that eventually, it ceases to attract our attention – we switch off from it. Witness the staffroom noticeboard – people stop noticing it!  To stand out takes something exceptional and this is the conundrum for internal branding.  How do we reconcile the consistency effect of branding we seek – that desire for familiarity, preference, loyalty and effectively integrity of the brand brought about by necessary repetition and ubiquitous, conspicuous use of it on the one hand with the need to keep it fresh and current to enable it to develop along with our business?

And this brings us right back to the mechanisms for branding which are all about attracting attention, being able to distinguish between the specific, intended message and the bombardment of “white noise” that is so prevalent in our daily working noises. This is where the brand “refreshes” or creation of “sub-brands” come in.  Clever use of colour-ways, minor adaptations to logos that cleverly provide continuity while subtly inching away from a previous position.  And that is the artistry and the trick in branding and what some classics with acknowledged longevity do so well (Coca Cola, Nike and others).  The science is understanding why it might be necessary, what you are trying to achieve, where you are coming from and what you are trying to do.  Like all strategy this is best planned, with an intent, and understanding of the outcomes you are looking for and a plan for achieving them. In that way you can observe the outcomes and measure the change.  And that folks, is a whole other blog right there!