Professional Documents
Culture Documents
www.london.edu
Module 4
2
People, not ads, deliver the brand …
… and the bottom line
Satisfaction
=
Traditional branding tends to raise
expectations these via the “brand promise”
– People, across the organisation,
experiences deliver these directly or indirectly
across moments-that-matter
MAGICAL
Identity Image
(trademark) (associations)
Brand
Brand
Business
© Nader Tavassoli 2015 See Celebrating 25 years of Freedom (1996 internal video) http://www.youtube.com/watch?v=7ewcGP75w8Y 9
Brand purpose
Delivering on “cheap”
11
Brand differentiation
“The Southwest Experience”
“simple
& fun”
17
Brand behaviours
HR processes are in the driver’s seat
Scoring:
+ Brings the brand to life /delivers on the EVP (Employee Value Proposition)
= Is ‘neutral’ and offers an opportunity to build the brand/deliver the EVP
– Undermines the brand/inconsistent with the EVP
Freedom
Employee value
proposition Freedom begins with me
EVP – eight promises (e.g., freedoms to “continually work and grow,” “work hard and have
fun,” create and innovate,” pursue good health,” etc.) translated into tangible outcomes:
e.g., “You’ve earned the freedom to retire Southwest style” BenefitsPlus discussed in a
newsletter in typical Southwest style: “Flight attendant with incomplete enrolment form
seeks soul mate with functioning writing element.”
And, whereas the 4P’s of marketing are “Product, price, place and promotion”,
Southwest has their own Ps, namely “People, personal, and personalities.”
© Nader Tavassoli 2015 Source: See Kevin Freiberg’s excellent Nuts!: Southwest Airline's Crazy Recipe for Business and Personal Success 25
Getting the right people
Hire attitudes. Develop skills.
© Nader Tavassoli 2015 Source: See Kevin Freiberg’s excellent Nuts!: Southwest Airline's Crazy Recipe for Business and Personal Success 26
Getting people right
Reward and recognise on-brand behaviours
Flight Attendants
See your career soar as a Flight Attendant! Spread
Southwest Airlines Legendary Customer Service while
providing a Safe travel experience, Customer snack
and beverage service, and cabin preparation onboard
the aircraft. Creative announcements, constant smiles,
and topnotch Customer Service are just a few
ingredients that factor into being a Southwest Airlines
Flight Attendant.
http://southwest.investorroom.com/
• Culture Committee
• Vendors go through the culture and customer service aspects of orientation
• 3-month long “Quest” manager re-training
• “Re-Quest” refreshers
• M&A with Morris Air “We are serious about having fun” enculturation
© Nader Tavassoli 2015 31
KPIs
On brand too, of course
34
The easyJet change process
6 stages
42
Brand valuation
Brand contribution
See http://www.lovemarks.com/
INSPIRATION
focus and idea ATTRACTION EVALUATION
generation
EXPLORATION
uncover human
centered
insights
See https://saatchi.chillivault.tv/p/d4a26763f5a216194352
49
Change is not an action …
… but an outcome of a process
Sales
funnel*
Awareness
Desire Action
Interest
Internal
brand Attention Awareness Accceptance Advocacy Action Adherence
engagement
© Nader Tavassoli 2015 The AIDA model can be traced back to the American salesman Elias St Elmo Lewis in 1898; it was popularised by 50
Lavidge & Steiner (Journal of Marketing 1961). The 6As and 3Bs models were developed by The Brand Inside ©.
Brand engagement
The “action” in traction
© Nader Tavassoli 2015 *Mintzberg (1994), “The Fall and Rise of Strategic Planning,” Harvard Business Review. 52
Brand re-positioning
… from the inside out
External brand promise
Old New (after internal brand engagement)
Brand Design
‘Doing the right
things’
Brand Delivery
‘Doing things right’
© Nader Tavassoli 2015 Fournier & Tavassoli’s “The Simínn Brand Inside” LBS case 07-006 53
Module 4
54
Brand engagement
A systematic approach
Vision exercise —
”Going the extra mile”
Function B
Level 1 80%
Level 2 60%
Level 3 53%
This organisational
Function C “heat map” (or traffic-
Level 1 48%
light system) is
Level 2 54%
Level 3 57%
explained in Module 5
under “metrics that
BU avg. 57% 78% 39% matter”
© Nader Tavassoli 2015 60
Organisational engagement versus
Note: Organisational and brand engagement are
not independent. For example, understanding
... brand engagement
one’s role in delivering the (brand) strategy drives
organisational engagement.
antagonists advocates
high
organisational
engagement agnostics alienated
(e.g., Q12*) low
low high
brand engagement
(6As)
© Nader Tavassoli 2015 https://strengths.gallup.com/private/resources/q12meta-analysis_flyer_gen_08%2008_bp.pdf see p10-11 61
The 6As
Segment your internal audience
Lack acceptance
Lack advocacy
66
Action
Most brand books are lack behavioural elements
Guide to behaviour
71
Adherence
Aligning metrics (generic example)
On-brand intranet
– celebrating quick wins
– idea sharing
– etc.
On-brand
recruitment
ad
(see Module 4 video on
“Brand Practices”)
77
(Answer: “Just one, but the lightbulb has to really want to change!”)
Barriers
Antecedents Consequences
https://www.youtube.com/watch?v=cDYqTqu4eG0
© Nader Tavassoli 2015 Example from Kotter & Cohen’s (2002) The Heart of Change 82
Antecedents
The reward’s context
2x
© Nader Tavassoli 2015 Wansink, Painter & Lee (International Journal of Obesity 2006) “The office candy dish: 83
proximity's influence on estimated and actual consumption”
Barriers
Implementation intentions
Version 1:
“Do you plan to floss?”
People flossed 8 out of 28 days and provided a 2.5 out of 6 habit rating
Version 2:
“When and where do you plan to floss?”
People flossed 19 out of 28 days and provided a 3.8 out of 6 habit rating
For a review, see Gollwitzer (American Psychologist 1999) “Implementation intentions: Strong effects of simple plans”
© Nader Tavassoli 2015 Beer, Eisenstat & Spector (1990) The Critical Path to Corporate Renewal 85
Module 4
86
Barriers
The “default” or status quo
12%
99%
© Nader Tavassoli 2015 Johnson & Goldstein (Science 2003) "Do defaults save lives?" 87
Barriers
… versus incentives
92
Consequences
Are they relevant for the doer?
34%
19% redemption;
redemption 4 ½ days
faster
© Nader Tavassoli 2015 Kivetz, Urminsky & Zheng (Journal of Marketing Research 2006) 96
ABCs of behaviour change
Systematise it
98
Two medical innovations
Which was adopted faster?
Barriers – none
Barriers
• Change the
context
• Align goals
Antecedents Consequences
• Highlight the problem • Make the behaviour relevant
• Plan for behaviours • Reinforce it to create habits