Internal branding - radiance from within

In recent years, economic upheavals and social changes have put increased pressure on all market participants. The result is an increasing pace of innovation and constant change. A changed market environment, internationalization, mergers and acquisitions are forcing market participants to change and sharpen their brand positioning. This places new demands on employees and the organization and often requires a change in culture.

People make brands.

All these challenges are about people and brands. Only when a brand promise is really lived, when customers and stakeholders feel and experience it at every touchpoint, can it have an impact and contribute to the achievement of goals.

For example, in all industries with direct customer contact, partnership with customers is increasingly becoming the most important positioning factor and brand promise. However, if employees are not motivated for this partnership idea, if remuneration and career systems continue to reward only "come hell or high water sales," then customers notice this very quickly and the initiative backfires.

Only what shines on the inside can shine on the outside.

Therefore, the employees must be inspired for the brand. First it is about knowing, accepting and loving the brand promise and then learning what that means for their behavior in their job in a variety of situations. Enthusiasm for a brand, in turn, can only be achieved if the brand is credible, if it manages to create meaning and fulfill employees' expectations. Internal branding involves employees in brand building, informs them about one's brand, inspires them for it, and encourages brand-compliant behavior.

Involvement facilitates change.

A gold-framed plaque with phrases, no matter how beautifully formulated, is not enough to communicate brand promises, values and mission statements. This requires change management processes that are usually highly complex, multi-layered and fraught with tension, especially if they involve a change in culture.
Contrary to the belief of some creatives, consultants and managers, dialog and the involvement of those affected is a prerequisite for success in internal branding. Involvement usually pays off quickly. When it comes to insights into the market, the competition and the DNA of the brand - the basis of any positioning - employees from all over the world and in a wide variety of positions provide valuable contributions, if they are allowed to. In the case of the employer brand, it is completely inconceivable to develop a credible positioning without capturing their views and the real experience of the company reality. It is necessary to address the fears, uncertainties and resistances fundamentally associated with change. Well-managed and creative workshops, participation and incentive programs contribute to the success of internal branding projects.

Return on investment: Higher productivity.

An employee base that identifies with the company and is enthusiastic about the brand and products is proven to be more productive, according to a Gallup study. They inspire customers and not only support the dynamic changes in the market, but also drive them forward innovatively. Other studies show that a functioning, brand-oriented organizational culture is a strong competitive advantage.

Return on investment: Higher productivity.

We've done a lot of internal branding projects. With each new positioning and campaign development, we involve employees and also plan for Internal Employee Communications when a campaign goes "on air." Our Brandguards and Change Managers are experienced in driving and supporting the necessary cultural change. Our motivation and activation projects achieve outstanding results.