Here is all what you need to know about how to build up a strong brand as a brand manager.
The customer journey, the 3E’s model. and via the customer journey and from the differentiation gone from functional and cost-effective “Efficiency”, to a quality standard/perspectives “Effectiveness’ ‘, to customer journey “Experience’ ‘. That’s really about the customer journey. and that’s a very important change/shift from brands to brand building. From something that sales and marketing does which was really about designing and communicating the brand Promise to something the rest of the organisation does.
operations and the rest of the organisation, delivers on, and it’s very from the back side managed and coached by HR and it’s actually about delivering the brand promise through the whole organisation from back side management to front line people. By 4P’s but not the actual real 4P’s the People, People, People, and People four P’s. Here is called the 3B’s model, by Profs Nader Tavassoli, London Business School. And, building up a strong alignment across Business “process”, Brand, Behaviour“people”. But, depending on the industry whether B2C or B2B your brand is part of your culture. For example, the organisation culture is not easy to change so your brand has to fit the culture therefore, each of them “brand and culture” are linked both ways. So, strategically process “Business” plus brand “Brand” Plus people “Behaviour” leads to customers and the alignment between 3B’s leads to finance the profit of an organisation in B2B or B2C
To align Business and Brand we need to understand what the business and brand purpose/promise is? “The brand purpose can be identified from the organisation slogan” and “the business purpose is within the business model missions, visions and goals”. Brand purpose meaning to go from the old concept of brand positioning but also internally to think about the organisation relies on troops. And by aligning, meaning the process and the performance should be aligned with the business promise/purpose and aligning the business process with brand promise/purpose.
Now to think about aligning the “Behaviour” sometimes brands don’t know what they are selling and to get to the core purpose of the brand, understanding the core driver of the customers behaviour is a must. So those organisations that don’t know their brand core purpose means their processes, brands and their people are not aligned. So, “Behaviour” people of the organisations need to be guided to understand what the core purpose is and it is the HR responsibility to make sure their employees have enough information about the brand and business purpose. So, if the Behaviour is not aligned with Business and Brand purpose means that the people of the organisation don’t know the core purpose which indicates the HR strategies, processes, and practices are not functioning properly. Why is it very fundamentally important? Because by going back to the 3E’s model the Experience, customers journey stands out which is directly “through employees’ behaviour at front line or back side” and indirectly “through the products and services” linked to customer satisfaction. Customer satisfaction is built by customer journey “Experience” minus customer expectation.
When it comes to customer journey “behaviour” we must remember the brand image and brand image is created and sits in customers/consumers mind. We should ask, have customers heard of it? Have they tried it? have they adopted it? Are they loyal to it? This is how we can test External Brand Health. Expectation is all those moments are the expectations and matter. And, people stand behind those moments. So, the link between customer expectation and people of the organisation is identified. Now, what? if the people don’t know what the brand stands for? What if they don’t know what to do in order to live the brand? to deliver? Because employees actually deliver on the brand and keep the brand alive.
So, here the Internal Brand Health helps to dig into the performances of all aspects within the organisation. And that involves all the stakeholders who have an interest in the organisation and business, like Channel partners, Suppliers, investors, employees, customers/consumers, shareholders.
So, “Brand” is the core of any business and must be aligned with “Business” and “Behaviour’ ‘. And because of this brand delivers value to the organisation which is an intangible asset. According to Global Intangible Finance Tracker (GIFT) brand has become a principal economic lever of companies across sectors. In an intelligent sense, Brands act as a shorthand of business strategy and as the glue which holds all functions together to deliver customer value and secure future earnings “volume sales”. Brand is created by four things, customers, employees, channel owners and banks and investors. And brands can create wealth by real information.
By building strong brand within B2B2C2B2C layered business models actually branded business is built to attract better employees with less pay which is called Efficiency “3E’s model” cost effective. And that is created by real information focusing on brands, products, stock keeping units (SKU’s), services, customer segments, and key account which construct a true and comprehensive financial position of the economic value creation unit like, Tesco’s Clubcard or generally score cards. However, it doesn’t mean Tesco is doing well and as a matter of fact Tesco is not making the most out of the scorecards and sometimes it’s being dealt unethically towards its consumers.By information here are based on three kinds of information according to (David Heigh, CEO, Brand finance) 1. Basic information relating the organisation elements; brands, products, SKU’s, services, customer segments, key accounts. 2. information about the business outputs across the mention elements. 3. information and resources which act as a decision-making-tool with better clarity as to where the future value is resident in the mentioned elements. And this is in-depth analysis of brand and intangible asset economics and it sits on the balance sheet as an actual asset for the organisation and can be used for many things like taxation.
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