Branding Strategy: Aligning Brand Behavior and Purpose helping in Business

The brand is an articulation of your business plan; it guides you and tells you where you should go.

So, we'll examine two concepts:

Brand Practices & Brand Engagement

Brand practices are at the organizational level: what can we do with our HR processes?

Brand engagement?is more personal than brand practices: how can I persuade my employees to internalize the brand in their heads, hearts, and hands so they can deliver on the?brand promise?

Brand Practices & Consumer Happiness

Marketing is about the?brand promise?setting expectations, and then exceeding them.?Customer satisfaction?is the difference between what we experience as customers and what we expect.

Our products and services are at the heart of?customers' happiness.?Some experiences wrap around our products and services,?and those are the various touchpoints managed by our employees.

Brand Mission

Brand Mission is all about understanding the organization's purpose and how to use it to attract customers and employees. We have to map the customer journey, which is the backbone of our value delivery, identify touchpoints, and match them to our employees to achieve the?Brand Mission. We should also align the behavioral codes because we must act on identical standards. We have to identify the employee journey and the various?touchpoints to develop?brand behaviors?and measure brand health.

Proper Brand Procedures

Here we depart from many classic conceptions of?branding?and brand development. It's not a situation where?Marketing?is in charge. It's where?HR?takes the steering wheel—considering all HR's processes, from attracting people through interviewing when we hire to many businesses attempting to create fantastic places to work in the broadest sense. So maybe you could provide flexible hours, perks, and a variety of other things. However, if we examine each of these processes closely, we might consider?aligning?them with the?brand. All of our processes, not only HR and operations, can and should be fine-tuned to deliver the brand. It's not so much about starting from scratch and recruiting the appropriate people in the first place as it is about shifting course or even increasing the brand's delivery. How do I convert them, and, more importantly, how do I instill the appropriate behaviors, or improve existing ones, so that we can better deliver the brand at vital moments?

Like we have to engage our customers in the?brand?and develop a relationship, possibly an emotional bond, between them and the brand, it's all about applying that same technique to the employees. So, if you think about the sales funnel, it's the same process that we need to follow, similar to the classic AIDA model from the sales funnel: awareness, interest, desire, and action for our employees.

When we engage our staff, we can think about the same process. We acquire folks, and it gets narrower and smaller as fewer and fewer people proceed along. When it comes to engaging their minds, will they pay attention to the?brand?and understand what we're attempting to accomplish? Will they, in the broadest sense, approve our strategy? Will they take up the cause? Is there any advocacy as a result of it? Is this anything that motivates them personally? And then, in terms of their hands and behaviors, do they understand what actions they need to take to perform the behavior?

People aren't attempting to bring the organization down; instead, most of them try to do the best they can. However, the more we can coordinate their actions and send them in the same direction, the better it is. And this is where the?brand?becomes the solution. Do they know what your brand is all about? Do people know which way they have to go? It's all about having a clear picture of the brand and where it is going.

Furthermore, multiple studies show that money does not motivate employees in organizations. It demotivates to some extent if it is too little. It does not, however, buy advocacy.

When we think of brand health, we should consider which associations we want to own and don't want to own. That is why we require brand tracking, and brand analytics enable us to drive our strategy without being blindfolded. We have a better vision of the terrain and can manage the space more effectively.