So, how does a major global brand manage to recruit and keep up pace in developing their Employer Brand, globally and locally? Circle K is a world-leading convenience and fuel retail business with a mission to provide convenience and make people's lives easier. The Employer Branding function in this organization is as important as the brand itself and keeps on developing through time and space. To understand more about Employer Branding on a global arena, we had a conversation on the topic with people and communication experts Amanda Mompalao de Piro, Senior Manager Marketing and Communication Europe, and Jens Rye, Director People Development Europe.
 

Amanda and Jens, what are your thoughts working with your Employer Brand through meeting the “many people”, mirroring the society face to face in so many countries?
First of all, we do not allow ourselves to get overwhelmed by the reach of our Employer Branding efforts across nine different European countries, instead we try to focus on individuals and personas. We cluster potential and active candidates like we cluster customers. We analyze data on age groups, backgrounds, experiences, and preferences to help us understand who we are talking to. By leveraging data from pure insights to drive action and better decision making we can create real value and by focusing on one end user at a time, we are more likely to design the right strategies and activate the right tactics on both a European and local level. Additionally, we have a strong governance model enabling us to seek synergies and best practices across our countries, while also having highly competent local teams knowing exactly how to talk to their local markets with right branding tactics. We strive to work as one team where we play to each other’s strengths to win in the market. And even though we work for common solutions, we realize that candidate markets differ across regions and countries: we need to be “super global – super local”.

Lastly, we always look for ways to get smarter. We look for new sources of data, new sources of inspiration and new sources of knowledge. We understand that being in the business of talent acquisition is about being relevant. It is about keeping the brand alive and it is about engaging candidates in different stages of their days, months and even lives. We want to be a home both for the candidates who stay with us for 2-3 years to reap the great development opportunities that we can offer, and at the same time for those that will stay with us forever.

Interesting to hear how you found a good way of balancing the global perspective with the need to adapt locally. On the topic of data that supports you and when you are looking for new sources of data, what insights have you found are needed for working globally as well as locally with your brand?
We see a high value in knowing the differences and similarities between our different markets, and how candidates prioritize differently when looking for a job. This helps us to tailor relevant and effective communication on both a European and local level. We know that certain messages are viable on an overall level and that parts of our communication need to be adapted locally depending on each market's unique conditions.

In addition to the geography, we also see the opportunity to understand the differences between target groups. Being in a people business we strive to understand how we can reach the best candidates and communicate with them based on specific target group insights.

In your work so far, what has been some key learnings and key tools?
The biggest learning on our Employer Branding journey is the complexity of connecting the overall companywide Employee Value Proposition (EVP) with local communication that is relevant for each individual candidate and candidate clusters. And in reverse, it is challenging to always link local tactics back to the overall EVP and creating consistency in our messaging while at the same time accelerating innovation, testing new concepts, and increasing pace of our work. We want to become better every day!

To help us navigate this complexity, we both work on optimizing our brand toolkits internally to support our local teams to stay in line with the overall ambition, but also improve our own sharing and collaboration efforts. This way we learn from each other and approach this challenge as One Team!

You have an integrated way of collaborating between HR, Marketing and Communication when working with your brand. What would be your key tips to make this collaboration work well?
Having a common understanding of what relevant candidates think about our brand is a great help to the work process. And we truly believe in being analytical and data driven as far as possible. It is easier to start from the same insight base when we move on to prioritize target groups, messages, and initiatives.

We have the advantage of being able to work together across departmental boundaries at a European level. The total knowledge and experience thanks to our European setup, creates a completely perfect base to work from as one strong team. We use our common resources and knowledge in a way that makes the work both effective and fun.

We have also established a cross-functional governance model, meaning HR and Marketing together collaborate on accelerating the Employer Brand performance. Combining HR’s passion for people and insights with Marketing’s expertise on channels, communication and messaging makes it possible for 1+1 to become greater than 2. It’s all about teaming! Whether it is designing new strategies or develop campaigns, our projects will always have representation from both functions. This does not only make our discussions diverse and open, but it also secures that any employer branding efforts stay aligned to the overall brand communication. After all, employer brand and company brand are two sides of the same coin!

But how do you build innovative cultures? Our Employer branding and innovation expert Katarina Önell visited the Swedish Innovation podcast to talk about how to measure and nurture innovative cultures. In her talk, Katarina points out that companies cannot afford to continue to operate in the same way that they have done historically: “The biggest trend right now is the need to innovate everything because of the state that the world is in, independently of what industry we are in.” Katarina also points out that demography and the digital change are key drivers: “We do not have enough people to do work in the ways we have done up until now. We also must change from a sustainable perspective”, Katarina says.

Moreover, Katarina addresses three areas in great need of innovation right now: mobility, food, and health.

- “Specifically, mobility is rapidly changing. We need to change the way we move ourselves, the way we transport things, the way we travel, the way we get around where we live. Also, how we produce food and what we eat is changing and a lot of innovation is going on. Simply because we will not have enough food for everyone if we do not do that, and we will not stay healthy.“

1. Establish a clear common purpose and direction 
   This will guide you and help you be innovative within a clear framework. Without a purpose you can stray away from the core need and end up being “innovative” in such broad perspective that you get nothing done. Secure a clear purpose to move towards. Measure progress by asking your people for feedback on what they know and whether they see and feel the purpose in action - do they feel that they are working towards the purpose and goals and can they see how their own individual work contributes?
    
2. Stay open, diverse, and inclusive
   Reassure that you support and strive for an open culture where everyone can speak openly and have a place to voice and share ideas. Everyone can make mistakes now and then - make sure that it is perceived as ok and that it is a step towards learning. Follow up continuously.
    
3. Activate cross-collaboration
   Measure the degree of collaboration in the organisation. This is not only about collaboration within your nearest team, but also that you are open and co-creative with others in your company and also externally.

As a final point, Katarina highlighted a necessary step before measuring; the importance of defining what you mean by “innovative companies”, and what you as an organization look for in innovation. The number of patents will tell you something different than measuring and visualising culture and behaviours.

- “Rating future innovative companies should probably, if we are to wish, be about developing new ways of acting and working while at the same time contributing to the world that we are living in. That is what we need in order to be sustainable over time.” Katarina says.

Find out more. Listen to the full podcast here.

Moreover, the question how businesses should invest and focus for the future in a changing economy, remains uncertain. Nevertheless, keeping talents and recruiting the right people are crucial for securing future growth. To answer these questions, we took the opportunity to speak with Brett Minchington Founder of Employer Branding College and pioneer in the employer branding global industry since 2004, to get his global perspective on how to attract and retain talent in a post COVID-19 work life.

Would you like to give the readers your view about what Employer Branding is today – How do you define employer branding?

— Today, employer branding is one of the top items spoken around the executive table at the world’s leading organisations. The positive or negative image your company has as an employer, will change over time and often factors outside your control such as the global pandemic we are now in, will impact it. The hospitality, leisure and travel industries have lost a lot of employment appeal over the past 12 months as a result of being locked down for long periods resulting in large numbers of people leaving the industry. As economies have started to open up, these industries are now facing severe talent shortages, placing further pressure on those already working in the industry, who are now also considering leaving due to the unattractive environment caused by the staff shortages. Even high growth industries such as IT, healthcare and pharmaceuticals are facing severe talent shortages which shows no sign of improving soon, says Brett Minchington.

“The companies that understand the true value of employer branding to a company’s bottom line are investing in building leadership capability to manage their employer brand as a strategic business function.”

Employer branding has evolved the past fifteen years

Minchington explains that Employee needs continue to evolve over time as economic, social, technological, and increasingly environmental factors, drive workplace change.

— I have observed employer branding become more strategic in the world’s leading companies over the past fifteen years, with the greatest shift in the past three. Everyone is talking about their employer brand these days. However very few companies have the internal capability to manage it effectively over the long term as they face external trends. Much of the employer branding work we see today is still campaign based and limited to recruitment marketing, social media, or talent acquisition initiatives. However, the companies that understand the true value of employer branding to a company’s bottom line are investing in building leadership capability to manage their employer brand as a strategic business function. They are also re-thinking their organizational structure and design to ensure they are more agile and adaptive to trends and the evolving needs of the talent they need to drive their success, says Brett Minchington.

These are the main shifts in Employer Branding work post the pandemic

When we ask Brett about how the pandemic has affected employer branding practice, he declares that the pandemic has resulted in a shift of focus towards people experience and personalization. He continues and states that the shift is challenging to deliver at scale, especially because most of the workforce are working remote.

— Some companies are thriving, many others are struggling due to a lack of employer brand capability and leadership resistant to change, he says. Brett continues and explains that today, employer branding needs to strike the right balance between relational and transactional aspects of the employment experience. While salary and benefits are important in choosing to join or stay at a company, people are increasingly seeking to work for a company with a strong purpose and one that provides them with a sense of belonging, meaningful work, personal and professional development, and respect. The increased focus around the world on employee mental health and well-being demonstrates just how serious companies are starting to take employer branding. If you do not treat your employees well, you will lose them, even, as research shows, they do not have another job to go to, says Minchington.

“You need to be agile in decision making and work design, ensure you have the right systems and processes in place to optimise employee experience and respond in near, real time, to changes in people and customer sentiment.”
 

— Today’s employers need to have an agile mindset and adapt quickly to changes in an unpredictable global environment. To be successful, your employer brand needs to become one of your company’s key assets. It’s simple, if you can’t attract and retain the right people, you will not succeed. You need to be agile in decision making and work design, ensure you have the right systems and processes in place to optimise employee experience and respond in near, real time, to changes in people and customer sentiment, says Brett Minchington.
 

— I am starting to see a shift in companies rethinking their business model to revolve not just around their customers, but their candidates and employees as well. It is only a matter of time when investors press Boards and Executive Teams to excel in this area to ensure they are focused on attracting and retaining the industry’s top talent through modern management practices such as employer branding. The call for stronger collaboration between HR, Marketing, Communications and IT for business success is getting louder. This is where your employer branding strategic function can have most impact! Says Brett Minchington.

Finally, from your perspective, what will be three key things for employers to focus on to attract and retain people returning to a post COVID-19 worklife? 

1. Adaptive Leadership: If there is one thing that living through a pandemic has reinforced is that change is a reality of everyday life. As a global community we have seen many examples of companies that have successfully navigated the economic and social impacts of the pandemic. However, we have also been confronted with the loss experienced by hundreds of millions of people around the world. Companies that will succeed in a post COVID-19 world are those with caring and supportive leadership, an ability to communicate clearly on complex issues and those companies with a strong focus on employee experience. Ask most people what they seek in an employment experience and they will share that they are seeking fair pay, professional and personal development, meaningful work, a friendly working atmosphere and a respectful workplace. Focus on meeting these needs and 80 percent of your talent issues will be solved! This is an area where your employer brand leaders can make a significant impact.

2. Sentiment: There are literally hundreds of metrics or KPI’s companies can use to measure success, yet very few companies really know how people feel about working for them. What your CFO values most may be totally different to what matters most to a middle manager. Companies need to effectively measure candidate, employee and customer sentiment and understand how the relationship between them builds company value. As technology evolves to allow real time measure of sentiment we will move closer to a self-relegated workplace where individuals are motivated to bring the best version of themselves to work to deliver exceptional customer experiences.

3. Re-Think Talent Structures: There has been very little progress in organisational structure and work design over the past 10 years, at a time when technology has significantly changed the world we live in. Companies need to take a holistic view of the employee experience they support from pre-hire to retire. This will require a re-think of the traditional hierarchical or matrix structures we still see in many organisations around the world today. Instead of limiting employees to a functional role, we need to tap into the broader capabilities of our people to support a more people friendly, inclusive and connected workplace. This is a medium-long term outlook and will require the input of ecosystem stakeholders to ensure your companies is attracting and developing people with the relevant skills and capabilities to adapt to the challenges of a post COVID-19 workplace. The strategic employer brand leader is well equipped to lead this company-wide support function role.

Brett Minchington is the Founder of Employer Branding College www.employerbrandingcollege.com and has been a pioneer in the employer branding global industry since 2004.

View Brett Minchington's profile on LinkedIn.

Tell us a bit more about your background
With 25+ years of experience in human resources, Talent Acquisition has always been a labor of love for me.  I began as a recruiter but rotated to many different areas of HR to broaden my expertise. I took advantage of management and coaching opportunities along the way, sharpening my leadership skills.  Experiential learning was a critical factor in my development as I love to learn by doing.  Thus, when I moved to specialize later in my career, it was an easy decision for me. Talent Attraction is where I excelled at the intersection of employer branding, recruitment marketing and channel management.  It allows me the opportunity to be creative but lead and collaborate with others to successfully accomplish our goals.
 

What made you so involved in working with Employer Branding? 
A passion for helping others. I love getting people excited about working for a new company!  So much of our time each day is dedicated to work – people deserve to be happy and feel like they are contributing in a big or small way.

What has been the key challenge working with Employer Branding at Booz Allen Hamilton in this pandemic year? 
We don’t look at this as a challenge but an opportunity.  With the removal of almost all in-person interactions, we as talent acquisition professionals must find new ways to optimize and personalize our engagement with our audiences.

What have you learned? 
We have learned that our candidates yearn for engagement.  When presented with new opportunities to interact with our brand, candidates are attending more branding/reputational virtual events, providing candid feedback on their experiences and have been more willing to become a talent ambassador once they are hired.

What is the top EB priority in Booz Allen Hamilton the next 12 months?
We want to provide dynamic opportunities to engage with our candidates through our employer brand, recruitment marketing, events and the overall candidate experience. 
 

In your opinion, what are the 3 key things that are new or more important than ever working with Employer Branding in the coming years?

1. Candidate experience will continue to be a critical focus in a consumer-driven market. While Talent Acquisition has lagged in this area compared to other industries, I feel it will remain top of mind with our candidates especially with the emerging focus around future of work.
    
2. During COVID, we adjusted to a new virtual work environment and implemented efforts to elevate our employer brand during this challenging time. With total recovery uncertain, we must continuously assess how brand should pivot or evolve to meet the needs of our candidates.  Thus, I believe that by being agile to continuously build and execute our employer brand will be the number one differentiator for success in the coming years.
    
3. Predictive analytics have become key to better understanding workforce demand and pipelining opportunities within the talent market. Over the last few years, we’ve seen robust talent/market tools emerge on several platforms, but many brands still struggle to forecast in their own companies. Looking inward to really manage this gap will be a critical path for many organizations.

View Jennifer O´Brien's professional profile on LinkedIn.

Samtidigt ser vi att studier från IRG (Institute for Real Growht)  och Oxford University visar att företag som jobbar strukturerat med Humanaized Growth och Social hållbarhet, får engagerade och stolta medarbetare som bidrar till mer affärsnytta och större tillväxt. Vidare visar studien att fokus under pandemin har skiftats från ”kunder” och ”kapitalmarknad” till att omfatta ”kollegor” och ”samhälle” i högre grad. Således är empati på framväxt som viktig faktor.

I webinaret Att bidra till något större – meningsfullhet som bygger engagemang och stärker varumärket, pratade våra Employee experience experter; Katarina Önell och Mathias Axelsson med representanter från My Dream Now, Castellum och Länsförsäkringar, om engagemang och inkludering. Samstämmigt håller alla deltagare med om att initiativ kring Social Hållbarhet skapar vinning för alla, – ungdomar som får möta arbetslivet får högre ambitioner med sina studier, medarbetare som får chansen att bidra till något större samtidigt som de utvecklar sig själva känner stolthet i sitt jobb och företag som tar samhällsansvar stärker sina arbetsgivarvarumärken. Sammanfattningsvis har vi tagit fram de bästa tipsen för att lyckas med företagets sociala hållbarhetsarbete.
 

Till dig som jobbar med kommunikation och employer branding har vi samlat sju tips för att lyckas med ditt företags Sociala hållbarhetsarbete.
 

1. Definiera varför arbetet med social hållbarhet är viktigt för t ex kompetensutveckling, personlig utveckling, affärsnyttan, samhällsnyttan.
2. Förankra initiativet hos ledning och bland chefer tidigt i processen.
3. Utse ambassadörer för arbetet med social hållbarhet internt med tidsbegränsning för bästa effekt och för att göra det möjligt att hinna med
4. Starta breda samarbeten internt mellan avdelningar och externt med andra samarbetsparters.
5. Var tydlig med vad som förväntas. Vilka aktiviteter som ingår, hur mycket tid krävs och hur ofta gör man något.
6. För de som tidsrapporterar sina dagliga aktiviteter skapa en möjlighet att tidsredovisa även denna typ av aktiviteter.
7. Kommunicera och lyft fram medarbetare som driver initiativ internt och externt.

Medverkande i webinaret:

• Helena Isaksson, Hållbarhetsansvarig social hållbarhet, Länsförsäkringar Göteborg & Bohuslän.
• Moa Mattsson, HR affärspartner, Länsförsäkringar Göteborg och Bohuslän,
• Helena Skoglund vik. Head of People Experience, Castellum
• Jonas Bygdeson, Grundare & VD My Dream Now
• Abdulkarim Aljehani fd elev Thorildsplans gymnasium. Ekonom, Mälardalens högskola.
   

Här kan du se det inspelade webinaret

If you want to build a great employer brand, the starting point is always your people and culture, it’s about building from within. Your culture shapes your employer brand, so it’s not surprising that a strong brand demands an equally strong culture.

A few years ago, Scandic Hotels realised that they would need to make a cultural change in order to meet the high ambitions for the business. One of the challenges was that the organisation was overly hierarchical, with decision-making too far removed from the people in daily contact with the guests.

Scandic decided to make a big investment in empowering its people and living its values. And the work has paid off. The company has succeeded in building a culture of greater openness and innovation, where people can take initiative. The result is a much better experience for both employees and guests. Scandic’s values – “Be a pro, Be bold, Be caring and Be you” – now resonate much more clearly with its people and are being lived in the day-to-day work.

Anyone involved with branding will tell you that storytelling is essential. But what makes a good story? Daniel Kirchhoff, Communication Director at Scandic Hotels in Denmark, has put a lot of thought into this question. It is his job to find Scandic’s untold stories and share them.

It’s about truth and authenticity, Daniel says, not the polished typical marketing communications. Stories about people and everyday life at the hotels, connecting with what’s going on in society and the world around. The key is to find universal themes that everyone can identify with and then connect them with the brand.

The stories he finds are certainly hitting home. Scandic Denmark made the national news many times, lastly with a piece about a chef at one of its hotels – being visually impaired and cooking excellent food. This contrasts with the findings of a national survey of Danish employers, where 91% said they would not employ blind people. Another strong story concerned an employee who had been unemployed for 24 years before becoming a valued member of the housekeeping staff.

And sometimes what becomes a hit it’s surprising. Staff at a hotel recognised for its work on inclusion arranged a spontaneous party for the manager when she came back with the award. One employee captured the moment on a mobile phone and posted the film to Facebook. The picture and sound were far from professional quality, but the film quickly became one of the most-viewed Scandic Hotel films ever on social media.

The secret of this success is that the films are authentic cases reflecting the inclusive culture Scandic has worked so hard to build – being bold enough to trust people and new ways of working. Daniel Kirchhoff sums it up neatly: “My focus is building the brand through the people and not the product. For me, it’s a company’s culture and ‘why’ you buy in on both as customer and employee, and there is a huge potential in unfolding that externally in the different communication channels.”

Building the culture is just the start – you need to monitor both employee and customer feedback continuously to stay on track and drive further success.

To ensure this, Scandic Hotels has invested in a survey program and a digital learning platform to gain valuable feedback and insight. The ongoing focus on transforming the culture is reflected in the survey results, which show better alignment with the values and greater pride in working for Scandic Hotels. More employees are now ambassadors who promote the company.

The right approach to building culture, and the right tools to measure and support it over the long term, have had a significant effect on recruitment and business for Scandic Hotels. More people are getting in touch and expressing an interest in joining the company, often because of the Scandic people stories. The number of guests had increased also, and many of them mentioned the stories as a factor in choosing the hotel. “We see that more sales are connected to the relations and the emotions we create not the information about our rooms, our beds being polished and clean.”

Naturally, every employer brand is unique. But many of the most successful ones have reached a common conclusion – that long-term success depends on meaningful relationships and the connecting power of human feelings.

Employer branding has a significant impact not just on attraction and retention, but also in driving business success. By building the brand from within with a strong culture, telling true and authentic stories about the people and everyday life at the company that anyone can identify with and, finally, by monitoring both employee and customer feedback continuously can you ensure your employer brand stays relevant and strong.

Do you want to know how you can live your brand promises, achieve strategic goals and create attractive workplaces? Read more here!

Att skapa nytt är lättare när vi får börja helt från början. Det innebär i sig inte mindre arbete, utan handlar mer om att hur vi arbetar och att vilka som arbetar går att välja och styra på ett helt annat sätt.

För de flesta verksamheter handlar det trots allt om att vara innovativ i vardagen, att hitta nya sätt att arbeta och utveckla nya tjänster eller produkter parallellt med att hantera och leverera i det befintliga.

Trycket på verksamheter att göra nytt och förnya sig ökar allt mer, och blir väldigt påtagligt i alla de omställningar som pågår i mer eller mindre alla branscher av näringslivet. Det handlar till syvende och sist om att verkligen nå ut till kunderna, att skapa den bästa upplevelsen för kunder och slutkonsumenter – målgrupper med allt mer makt att välja sina partners och varumärken.

Vi ser denna omställning och förändring äga rum såväl i data från våra globala konsumentstudier som i våra medarbetarstudier. Tar vi medarbetares egna upplevelser, så kan vi på global nivå se att under de senaste fem åren är den innovativa kulturen på uppgång. Fortfarande fokuserar många företag dock starkt på effektivitet och ”Operational Excellence” i verksamheten, och det är tydligt att det finns ytterligare potential att stärka förnyelsekraften ute i företag.

Vilka förutsättningar krävs då för en innovativ kultur? Vi på Kantar kan urskilja några tydliga drivkrafter hos våra kunder:

• Starkt involverade medarbetare
• Team med varierande kompetenser och bakgrund
• Öppet samtalsklimat med möjlighet att lära inte bara av framgång utan även av misstag
• Samarbete och integration inom och mellan team

Har den enskilda chefen någon roll att spela i detta? Absolut har hen det. Förnyelsekrafterna i organisationen får en extra skjuts när ledarskapet tydligt:

• Stöder och förklarar i förändring som pågår
• Uppmuntrar till lärande och delande av erfarenheter

Vill du få inspiration och praktisk kunskap att utveckla din organisation i en mer innovativ riktning? Eller söker du en arbetsmodell för en mer innovativ kultur? Läs gärna om arbetsmetoden ”6 I’s of Innovation” här!

 

Så hur bör man tänka?

Bemötandet kan vara helt avgörande för hur vi som besökare relaterar till varumärket. När representant och miljö harmoniserar med övriga kommunikativa delar i varumärkets helhet, finns stor potential att skapa lojalitet och långvariga relationer mellan individ och varumärke.

För en myndighet eller bank som ämnar stå för säkerhet, noggrannhet och kontroll blir det ofta viktigt att inte uppfattas som utmanande, insmickrande eller konfronterande. Här handlar det snarare om att vara saklig och informativ. Att vara beredd på olika typer av frågor, välkomna med vänlighet, respekt och distans genom språkbruk, struktur och form. Ta ögonkontakt och ge fasta handslag snarare än att vara personlig med kroppskontakt eller allt för förbipasserande artig. Att hitta balans mellan för korta svar eller för mycket entusiasm och förklaring. 

Digitala möten ersätter inte mänskliga

Även om vi allt oftare stöter på det digitala bemötandet i kontakt med företag, så är det mänskliga mötet fortfarande högst aktuellt. När det mötet inte stämmer överens med övrig kommunikation kan skon börja klämma.

Stiger vi in på en hårsalong som tilltalar rebellen inom oss i miljö, med mörka lokaler, rocklegender på väggarna och Jimi Hendrix i högtalarna är det lätt att bli besviken om personalen beter sig artigt korrekt och inte utmanar din frisyridé. När ett varumärke som står för bråk och stök istället bemöter kunden med försiktighet och räcker över ett juridiskt utformat GDPR-avtal för sociala medier som ska signeras, redan innan håret ens är tvättat, kan snarare förtroendet stjälpas och relationen gå förlorad.

Ofta handlar det om att ledning och chefer redan vid en anställningssituation helt glömt av att kommunicera företagets kärnvärden. Man förlitar sig på att rekryteringen har beslutats på rätt grunder och att kompetensen sitter i ryggraden hos den anställda. Men människor är ju inte programmerbara, trots att vi är kompetenta för arbetet behöver vi lära känna de ofta väl genomtänkta strategier och mål som initierats i organisationens verksamhetsidé. Det räcker inte med ett 40-sidigt dokument vid anställning, det handlar snarare om mer emotionell förankring som ofta genereras av nära samarbeten och chefernas förmåga att kommunicera företagets emotionella värden.

Att positionera sitt varumärke emotionellt handlar om att vara tydlig och konsekvent oavsett vem du bemöter.

Kärnan i en effektiv varumärkesstrategi är att sätta den holistiska luppen på allt som kommuniceras i en verksamhet. Det handlar om att identifiera och hitta strategier för varje detalj som formar en konsekvent helhet i alla led.

En skatekille från Farsta i tjugoårsåldern kan ha lika stora behov av en bank som står för säkerhet och kontroll, på samma sätt som att en dam i Karlskoga kan ha behov av ett rebelliskt klädmärke. Ändå faller många företag och organisationer på mållinjen när det gäller att vara konsekvent. Många lägger fokus på marknadsföring och miljöer och glömmer helt av bemötandet. De verksamheter som förstått vikten av en holistisk strategi skapar lojala kundrelationer som håller över decennier.

Nyfiken på att veta mer om hur du bygger ett starkt emotionellt varumärke?  Kontakta oss för en nulägesanalys eller följ vår blogg för mer inspiration. I vårt utbud finns verktyg som kan svara på din verksamhets behov.

Relaterade länkar:

Kundupplevelser

Semiotik 

Kundfeedback

Employer Branding