Obviously, strong brands have an impact
on customers. If good service is delivered along to enhance the
unique offerings of a brand, most customers will feel pulled to return. Why shouldn't
they? The clear bottom line is that a strong brand with consistent customer service
that reinforces the essence of the brand is a compelling motivator for repeat business.
Can the same idea also work to motivate staff? I have little doubt about this,
having seen it work dozens of times within organizations where a strong brand
position is articulated clearly. Before we get to
the heart of this discussion, however, let's make sure that in the rush to use branding as
a staff motivator, other motivators aren't ignored. Salaries, working
conditions, managerial relations, development and career opportunities, proper
equipment, exciting projects, the product or service
itself, and co-workers all play a role to motivate any individual. A strong brand position
by itself is not a sufficient motivator, but a differentiated brand (I define brand as
a differentiated strategy that when consistently delivered forms a public
market reputation.) can actually play a role to
shape all the other staff motivators, thereby making them even stronger. |
