5. Train the Troops
While marketers have a tendency to focus on managing
perceptions, Sunnie also had her eye on what she calls “reality
management.” “We needed to make
sure that the idea of professionalism permeated the organization,” and this
meant training all 35,000 of their independent sales reps to ensure perception
communicated with the new brand strategy aligned with the reality of what
customers experienced at various touch points. Channel partners established
mandatory courses on estate and financial planning. Noting that the sales reps were perceived as “too
casual,” the company also suggested new standards for appearance, going so far
as to arrange for discounts at appropriate clothing stores. Similar deals were set up with
beauty salons that coincided with a “make-over” contest, challenging sales reps
to get their appearance in ship shape.
The article referenced above (A 7-Step Guide to Brand Transformation, on the FC Expert Blog in Fast Company) shares lessons learned from Sunnie Giles efforts to reinvigorate the brand for Samsung Life Insurance. While life insurance may be quite a different field from your own industry, there are some valuable lessons in the article.
The most significant point, and one I've been meaning to right about for awhile, is #5, shown above. Marketing may set the direction for branding, but it is only through the everyday actions of anyone who is in contact with external stakeholders (most frequently and importantly, customers) that the brand promise is delivered. Therefore, part of any branding effort must include an appropriate investment in training and monitoring such teams as sales, customer service, accounts receivable, and even external channel partners, to make sure that their processes and behaviors are consistent with the brand message. No amount of advertising or promotional efforts can offset the issues that arise when a customer's experience with one of your team members is dissonant with the expectations you have set.