ThinkingSparks

TNT's can do attitude towards social media

When working with TNT Post in 2008 en 2009 on employer branding we often talked on how to work social media. Frank van Os's tweet announced that TNT has formulated excellent guidelines for the employees. I am impressed.

What impressed me is that the guidelines are based on the values on which not only the corporate culture is based, but also the TNT brand. This organization is in so much turmoil and has so many employees that there are many moments of truth and a lot of things to say that may not be positive for the company. There is no way you can or should want to control it.

Any other good examples of such guidelines out there?

Culture based brand or Brand based culture?

The other day I was reading an article in which the Dutch consultancy Business Openers was quoted. They call themselves the pioneers of Internal Branding in the Netherlands. I am not sure if they really are pioneers, but apparently they like to position themselves as such.

If I interpret them correctly, they use the brand as a basis for culture change. They call that ‘internal branding’. I agree with them that behavior has to match the promise, but I am not sure if I agree with their views on causality. I am also not sure if this is what internal branding is.

On their site (in Dutch) the working through this process with Albert Heijn (grocery retailer that is part of Ahold) is described. What struck me is that in the whole process the starting point is the external brand. From the external brand the brand values are inferred. These then are the basis for behavior. Hopefully resulting in a brand based culture.

I always wonder if that works. Everyone involved in change of (organizational) cultures knows that it may take some time to replace one set of values by another. An organizational culture already had a set of values driving behavior before the brand values where conceived. So unless an organization has a (soon to be) dysfunctional culture, why not do it the other way around: a culture based brand? Build on the good behavior that is already there. It has the same results of living up to the promise, it is authentic and you avoid the long period of the culture change process. And the pain and resistance that comes with change. Don't get me wrong. I am not against change. But if it ain’t broke why fix it?

I fear the incessant and continued internal branding process being fueled by external advertising or brand agencies, the changes in those, the changes in marketing or brand directors that each want to do it better, different than their predecessors. It is something that comes natural. And with every such change, the organization has to change along with it. It might keep ‘internal branding’ consultants busy but I am not convinced that it is the right way to align organizational behavior and brand promise.

Any insights anyone?

The term Internal Branding

Internal Branding, when I first heard it, sounded like a great term to wrap around all the stuff related to the internal and organizational side of the brand. The more I think about it, the more I think it is not an adequate term and actually a bit of strange term.

When talking about the history of branding the story of cattle literally being branded with the owners’ sign always comes up. A lot of the approaches to internal branding I find very instrumental and not very insightful into what drives human behavior or change. Some authors introduce with their views on internal branding a new brand of feudalism and employees in this scheme revert to the status of serfs. These approaches always invoke the image of a human replacing the cow or bull and being branded with a hot iron on his backside. The employee is asked to lower part of his or her pants, to bend over and gets the organizational logo burned on his or her right buttock. Ouch!!! Probably the same amount of pain and hurt that instrumental or feudalistic internal branding programs can cause.

When using “brand” it is not clear what it is we mean exactly. Do we mean “brand identity” or “brand image” or do we mean something else entirely? Which aspect of “brand” are we talking about? “Brand” as a term is applied to so many things, organization, product, services, organizational culture etc. etc. that it is starting to lose its meaning. I believe that what is going on is some kind of “definition contamination”. We are all using the same word to describe different things and it makes conversation on a whole lot of topics (being covered by the word brand) unclear. It may seem easy to call everything a brand, but in the end it is confusing and also somewhat annoying.

Definitions of “brand” state that the brand exists in the mind of the consumer or any other member of the target group for that matter. That is a long way from seeing a brand as a visual sign of ownership. If the brand exists in the mind of the consumer then what is the basis for an internal branding program? It seems to me that when looking at it from a perspective of causality the term internal branding is inadequate. If the brand exists outside of the organization, can the organization use it internally? How would the organization deal with all these different consumers having a different brand existing in their minds? It wouldn’t do that by using them as a basis to manage internal behavior, would it now? What an organization is trying to achieve is that the brand that exists within these consumers’ minds align with each other and with what the organization intended. But the intention is different from the brand existing within the minds. Just like identity and image are two different things. Some authors distinguish between brand identity and brand image. So would internal brand identifying be a correct term? Maybe, but it is a bit of a mouthful.

Why don’t we just call it quality management, managing organizational behavior, or managing organizational culture? Don’t they all have the same goal? Any naming suggestions, anyone?

Is Internal branding just a sexier term for internal communication?

Last Thursday I was having a conversation on Internal Branding and how it really doesn’t go beyond internal communication in most cases. Then yesterday I opened Communicatie (magazine) and out fell an insert.

The insert was a booklet on the Internal Branding campaign for two insurance companies (Achmea and Interpolis) that had merged. Interesting stuff I thought and read it. The booklet had a foreword by the CEO and an interview with renowned academic Cees van Riel. The booklet was very well executed. After reading I was very disappointed though. What had been described was an internal communication campaign. From what I read, very well thought out and executed (although the results will really tell how good it was), but to me no more than an internal communication campaign to help easy the merging of these different companies.

After the read, too be honest, I was a bit miffed. Is internal branding nothing more than internal communication? Just like a normal bottle of whisky customized with a special edition gift box into an exclusive present? Or is it the agency that has upgraded itself from an internal communication agency to an internal branding agency? Do they want to be sexier? Maybe everyone involved wants to be sexier. They all bought into their concept of what internal branding is. They even spend a lot of money to tell the world through an inserted booklet how great their internal branding efforts are.

I have my doubts on this internal communications approach to internal branding. I have doubts on the term internal branding. I guess I am writing my thesis about this topic for a reasonJ.

Why do we need brand values?

When I read about internal branding it is often described as a way to stimulate on brand behavior among employees. The brand and its values being a moral compass to guide behavior and decisions.

What I don’t understand is this. So many branding professionals write about the importance of organizational culture in branding. If the brand is truly based on or grounded in the organizational culture and its values (assuming that the culture is a good one) then why is internal branding needed? Cultural values already guide behavior. So why do we need brand values?

Putting the brand in its place

In her manifesto Michel Hogan puts the brand in its place. The brand lives inside the company (p.12). This is an interesting contradiction to for instance Ind who in his book Living the brand, states that "brands only properly exist in the minds of the consumers and represent the totality of experience" (p. 94).

So where does the brand exist? If Ind is right then how is it possible for employees to live the brand? As I mentioned in an earlier post that Ind doesn't like verbal gymnastics and calls everything a brand. Maybe Brand needs a new name. I think the question of where the brand exists, at least indicates the neccesity of calling things by its name. Of course there will be people who will call that semantics, but I think it is important for the discussion that hopefully results in the development of knowledge, to use the proper terms. And please lets limit the number of terms as much as possible!

So what is it that lives inside the organization? I dont think it is the brand. Inside the organization are people that share a common goal and do the things they think they need to do in order to obtain that goal. However that is perceived by the outside world is the brand image or corporate image. That lives inside the minds of the consumers.

As to answer the question Michel Hogan asks herself if brand isn't the same as culture she answers:'

The answer is yes and no. Authentic brands are in many ways the identity of the company culture. They help that culture become visible. They also embody the values and purpose of the company, giving all these things a face and a voice that can be seen and heard by everyone the company touches.

I don't quite agree with Michel here. The company culture can not have an identity. It is the company that can have an identity, the culture cannot. I am not sure if the brand helps the culture become visible. The culture is there to be perceived. It needs no help to be seen. It may need help to be interpreted, but not to be noticed. The brand also doesn't exclusively embed the values and the purposes of the company. The brand better embed those, but they are embedded in the organizational culture first as there should be a causal relation between culture and brand. Should, not is, as very often brand values is made up and not based on those that form the organization's culture.

I will explain the relation between brand and culture based on the three levels of culture as defined by Schein. The top level is that of Artefacts. These are the visible organizational structures and processes. It is what people often describe as "the way we act around here". It's the buildings, the logo, the way people dress etc. The second level consists of the espoused values. These are the strategies, goals and philosophies. A formulated brand or brand identity goes in this category. This level consists of the things the organization says it is. The deepest level of culture consists of the underlying assumptions. These are the unconscious, taken for granted beliefs, perceptions, thoughts and feelings. These are the ultimate source of values and action. This level is what the organization really is.

Ideally, the first and second level follow out of the deepest level. An organization that has this type of alignment is truly authentic. Unfortunately, very often the second level is made up, not discovered through organizational introspection. If that happens the organization in not only not authentic but can never live up to its promise.

So brand is a result of the true identity of the organization and enhances and reinforces it. Then the values that are embedded in brand and culture are the same. Practice shows that there is still a lot to be done to put brand in its rightful place.

Where is organizational culture in all this?

BrandXpress writes on criteria for healthy brands and consistency as the most important aspect of successful branding. I miss the factor organizational culture in all of this. Is it not important? Is it overlooked? Is it implicitly assumed? Is it not understood?

Some time ago I posted on Naïve views on Internal Branding. Alternative authors to the one I mentioned there are Hatch and Schultz. Their toolkit is interesting, but so are their publications.They take culture into consideration. They also voice their opinions about the simplistic approaches branding professionals and consultants take.

Interestingly enough when searching Technorati there are no hits when looking for these two ladies (their last names) and either “corporate branding”, “corporate culture” or “branding” in “all blogs”. I can hardly believe that to be true, but apparently their insights have not gone beyond the world of academics. Even though they put the culture into branding.

Old style branding professionals will fast become obsolete!

Internal branding is hot but the branding professional comes up short when it comes to knowledge to deal with this complex matter. Of course the branding professional has a lot of knowledge; of branding to the outside world that is. This has become so much his modus operandi that he looks at employees as just another internal audience . To be bombarded with internal campaign messages. Check out Colin Mitchell's article in HBR: Selling the brand inside.

Instead the new branding professional should be one with knowledge of and insight in organization & management, organizational development, organizational culture and behavior and even change management. That is if he wants to have a consistent and successful organization that lives up to the brand promise.

Naïve views on Internal Branding

Currently I am working on my thesis for my master in philosophy of management and organization. The topic under philosophical scrutiny is Internal Branding

While working on it I was amazed at how myopic the point of view from many authors are. Internal Branding is looked at solely from the perspective of brand management and few look across their own professional boundaries to fields such as organizational behavior, organizational culture and change management. This results in sometimes astoundingly naïve approaches towards the relation between the employees and the brand. Burmann & Zeplin actually state that the boss is the brand over the employee. Colin Mitchell (Selling the Brand inside) sees employees as (just) another audience and advises an internal advertising campaign to turn employees into brand champions. I think those authors are too narrow minded; they look at the world through their branding glasses and fail to see the complexity of managing and changing employees’ behavior. Unfortunately, branding professionals – who also tend to look at the world through their branding glasses – may think that these authors preach the gospel.

Another author who is very popular is Ind. He wrote the book on Living the Brand. Interesting but also limiting in some aspects. Ind doesn’t like verbal gymnastics and stays away from definitions and distinctions. “Culture” is the same as “brand” and other terms used interchangingly are mission and vision and values and – once again – brand. Ind ’s aversion of verbal gymnastics makes it confusing to understand what exactly he is talking about and why it is the brand he is talking about. Ind also assumes a lot and he admits to that. I have a big problem with Ind’s assumption that work should be the person’s outlet for passion and intellect. What about those people who have other passions and only work to support that passion? And what about people who for some reason do not work. Have they lost the chance for passion or intellect in their life? I don’t think so.

Political brands, again...

Apparently my focus is on Dutch politics at the moment. Did I talk about the SP last week, now the Dutch liberal party is the prime example on how to destroy a brand. The VVD-brand that is. Unfortunately it all seems to be the doing of one person. Which goes to show and prove how much influence one person can have.

For the non-Dutch among us…. We had elections last week and all parties present a list of candidates the citizens can vote on. The liberal party chose their new political leader less than half a year ago and the person chosen only won by a small margin to the now number two on the voting list. What followed was an election in which the number two on the list gets more votes than the number two. So now the number two wants to be the leader.

She doesn’t explicitly say so but after the counting of votes is final she didn’t want to speak out. Totally “flabbergasted” by the news – which everyone saw coming since election night – she wanted to sleep on it, not commenting on the outcome. Today she held a press conference in a bar but did not show up at the time promised.

Pledging allegiance to the political leader chosen by the party could have been done without the press conference and at the time announced. But she made it a big deal and chose to make a show out of it. She pledged allegiance but suggested at the same time to the party leadership that she wanted a commission to speak out on this unique – it never happened before – result. Thereby throwing the party into a period of turmoil and completely ruining any chances for the VVD to be seen as a – last resort – choice for government by the Christian Democrats.

It goes to show how one person, through one action can bungle a brand and mess up her personal brand in the process.