Stand Out! Creating a Brand for Technology Organizations and Their - - PowerPoint PPT Presentation

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Stand Out! Creating a Brand for Technology Organizations and Their Leaders

SCSIM

May 24, 2012 Scott Hamilton CEO, ENPI Co-Founder, Allign

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Tonight You Want to Examine…

IT Department/Project Brand Creation IT Brand Positioning Personal Brand

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Agenda

How do you create an emotional

brand/company connection?

Steps to create a true brand

positioning value proposition

How to develop a line of sight between

internal action and brand effectiveness

100 Day Launch

2008-2012 Brand Turbulence

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Who we are

Allign™ - Proprietary programs to: Tap and focus organization

intelligence

We accelerate aligned action and

results against key initiatives

Help you craft valuable IT strategies

Executive Next Practices Institute

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Next Practices

Ideas, innovations, concepts and solutions that move us beyond the “ status quo” . Not “ how are others doing it best” but rather, “where do we go from here that represents a true fundamental shift in value”… Breakthroughs to Create Extraordinary Results

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Contact (877) 925-5446

Contact (877) 925-5446

Agenda

How do you create an emotional

brand/company connection?

Steps to create a true brand

positioning value proposition

How to develop a line of sight between

internal action and brand effectiveness

100 Day Launch

Contact (877) 925-5446

Why Talk About Brand?

Brands create emotional connection They are visible They “

summarize” your value to both customers and employees

Head and/or Heart

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Tommy Bahama

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Tony Margolis, Lucio Dalla, Bob Emfield

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Brand Assessment

Key elements of the Brand What do employees need to know? What do they need to believe? What do they need to do?

Integration of Internal & External Brand

Best employer branding then is a way to brand your entire annual investment in people in order to get employees moving in the same direction toward some greater outcome than the sum of the silos.

The promise statement that appears in your external marketing (To Customers) Brand promise that aligns and compliments the external promise (To Employees)

“Value Proposition”

Internal Brand Positioning External Brand Positioning The key thing helping employees see the connection between the promise for them and the promise for customers that they are charged with delivering

What do you want of me? What’ s in it for me?

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Key Elements of the Internal Brand

Your internal brand must articulate your “

promise” to your employees

Internal brand must support business strategy Internal brand must define, for your employees,

what your customers experience

Must define what your business needs from your

employees

Must define “

• n-brand”

behavior

Define your internal brand promise- identity,

mission, promise

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Key Elements of the Internal Brand

Internal brand clarify the employee WIIFM Must articulate your desired reputation as a place

to work

Must define your desired emotional connection with

your employees

Your internal brand can measurably help in

recruiting and retention

SWA’ s Employer Brand

“FREEDOM” “Freedom Begins With Me” “The Freedom to Fly”

To Employees To Customers The Glue

The VRIO Framework

If a firm has resources that are:

• valuable,
• rare, and
• costly to imitate, and…
• the firm is organized to exploit these resources,

then the firm can expect to enjoy a sustained competitive advantage.

Applying the VRIO Framework

The Question of Value

• in theory: Does the resource enable the firm

to exploit an external opportunity or neutralize an external threat?

• the practical: Does the resource result in an

increase in revenues, a decrease in costs, or some combination of the two? (Levi’ s reputation allows it to charge a premium for its Docker’ s pants)

Applying the VRIO Framework

The Question of Rarity

• a resource must be rare enough that perfect

competition has not set in

• if a resource is not rare, then perfect competition

dynamics are likely to be observed (i.e., no competitive advantage, no above normal profits)

• thus, there may be other firms that possess the

resource, but still few enough that there is scarcity (several pharmaceuticals sell cholesterol-lowering drugs, but the drugs are still scarce—look at prices)

Applying the VRIO Framework

Valuable and Rare

If a firm’ s resources are: The firm can expect: Not Valuable Competitive Disadvantage Valuable, but Not Rare Competitive Parity Valuable and Rare Competitive Advantage (at least temporarily)

Applying the VRIO Framework

The Question of Imitability

• the temporary competitive advantage of valuable

and rare resources can be sustained only if competitors face a cost disadvantage in imitating the resource » intangible resources are usually more costly to imitate than tangible resources and bundles of resources are more costly than single resources (Harley-Davidson’ s styles may be easily imitated, but its reputation cannot)

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Implementation-Focus on the Big Picture

Give employees context at the

100,000 ft level

Get emotional connection and

involvement from everyone on the highest value initiatives

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Networking Questions

What has been the historical

relationship between IT and the rest of the organization?

How will you achieve executive team

“ buy-in” for your new positioning

What resistance do you expect? How will you measure success?

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100 Day Brand Launch

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First 40 Days

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Accelerating and Integrating

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Implementation-Focus on the Big Picture

Give employees context at the

100,000 ft level

Get emotional connection and

involvement from everyone on the highest value initiatives

Contact (877) 925-5446

Building the Brand Experience

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Employees “Experience” the Brand as Customers Do

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The Top 50 Levers of Commitment

Lever Percentage Impact Category

1. Internal Communicator 37.5 O 2. Career Advisor Effectiveness 36.8 L & D 3. Puts the Right People in the Right Roles at the Right Time 36.8 M 4. Demonstrates Strong Commitment to Diversity 36.5 M 5. Employee Understanding of Connections between Work and Organizational Strategy 36.4 D 6. Accurately Evaluates Employee Potential 36.4 M 7. Adapts to Changing Circumstances 36.1 M 8. Encourages and Manages Innovation 35.8 M 9. Possesses Job Skills 35.8 M 10. Clearly Articulates Organizational Goals 35.7 M 11. Breaks Down Projects into Manageable Components 35.6 M 12. Sets Realistic Performance Expectations 35.6 M 13. Encourages Employee Development 35.5 M 14. Helps Find Solutions to Problems 35.4 M 15. Persuades Employees to Move in a Desired Direction 35.3 M O Organizational Culture and Performance Traits D Day-to-Day Work Characteristics M Manager Characteristics Onb Areas of Onboarding Focus L&D Learning and Development Opportunities Exec Senior Executive Team Qualities

Corporate Leadership Council 2004

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ROC (Return on Commitment)

“

High engagement companies realized a 5.75 percent difference in operating margin and a 3.44 percent difference in net profit margin versus low engagement companies…proof that companies that strengthen engagement realize direct and indirect influence on business performance.”

CLO Research Dec 2005

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Low Performers 18% Agnostic 20% – 65% The Fully Committed 16%

• More Engaged
• Higher

Retention (87%)

• Brand Aware
• More

Productive (21%)

• Results Focus

The Value of Commitment

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“Pull vs. PUSH”

The Visual Experience

increases:

• 2-Way Communication
• Understanding
• Buy-In
• Better ideas

90% Learning Retention

10 20 30 40 50 60 70 80 90

Hear See Hear&Say Do Visualize

Understanding

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The Benefits of True Internal Branding

Relevant Actions at the Right Time More actionable ideas- faster Measurable and multiple returns Accelerated Action Satisfied Customers and Employees Increased retention Increased innovation

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Thank You. ALLIGN™

Scott Hamilton Co-Founder 888.857.9722 scott@allignteam.com