Martin and Co. is an example of a sea
change.
The company’s new name and logo
needed to encompass its renewed vision,
purpose and values as well as represent
clearly what it does to the public. After
much work, the new name chosen for
the company was ‘Real Kwik Logistics’
with 5 sharp, deep orange lines atop the
name, each succeeding line increasing in
length. 5 lines were chosen to represent its
5 values. The lines also represented speed,
movement and precision.
Throughout the process above, managerial
staff of the company were involved. But
as all consultants would ideally advice,
it was imperative to share this renewed
corporate identity with staff. Given that
the company had approximately 280 staff,
sharing the company’s wish to change
its identity with everyone initially wasn’t
feasible. Also, though cliché, culture
does have strategy for breakfast. The new
corporate brand, in order to succeed had
to be embraced by staff whilst changing
or adjusting behaviors to reflect this new
identity.
Without the efforts of internal branding
the hype of a new identity will quickly
fade as internal customers (employees)
will be disengaged and in most cases
confused and unable to deliver brand
promises. Internal branding is ‘the set of
strategic processes that align and empower
employees to deliver the appropriate
customer experience in a consistent
fashion. These processes include, but are
not limited to, internal communications,
training support, leadership practices,
reward and recognition programs,
recruitment practices and sustainability
factors.’
Organizations spend billions in external
communication with customers and/
or consumers but to a large extent
neglect their internal customers (their
employees). This is a colossal mistake for
the sole reason that employees are the
living, breathing elements of a company’s
brand(s).
Customers directly relate employee
behavior to company brands. Scientific
research shows that the influence of
employee behavior on the brand strength
exceeds the impact of external brand
communications e.g. advertising, PR,
sponsorships, etc. So therefore, living out
the brand values increases the likelihood
A brand is a percep-
tual entity rooted
in reality. Brands
help consumers or-
ganize their knowl-
edge about prod-
ucts and services in
a way that clarifies
their decision mak-
ing and in the pro-
cess, provides val-
ue to the firm.
of a successful brand with a greater impact
on the market.
Brand champions were chosen to not
only share with colleagues the company’s
new identity but to demonstrate on brand
behavior that others could emulate. These
brand champions were chosen because
they were considered most influential
amongst their colleagues. They represented
different departments. On brand behavior
is defined as behavior that’s in line with
the company’s brand values. Off brand
behavior is behavior that’s out of line with
the company’s values.
Through training sessions, the brand
champions were taken through the process
that led to the company’s new identity, the
role they needed to play and the tools they
could use to begin to share with colleagues
the company’s new identity. Through skits
during workshops, they demonstrated on
and off brand behavior. This was done so
that the staff could own the new identity
and not resist it especially after the
internal launch.
To improve the public’s perception of
the company as an employer of choice,
employer branding efforts were also
implemented with the HR department
involved. Employer branding is the
process of promoting a company, or an
organization, as the employer of choice to
a desired target group. This resulted in the
company working on the various elements
that addressed employee empowerment
(from recruitment to exit).
It was also resolved to give staff across
board increased training so that they
could make decisions without the need
to consult with higher authorities. In
addition, an official marketing and PR
department was created and positions
filled for the same. This department would
on-board clients, communicate to different
publics and maintain a good perception for
the company.
The internal branding process took about
three months after which there was an
internal launch. Held in a large hotel to
host large numbers, some of the staff
got to meet each other for the first time.
Fortunately, word of the company’s new
identity had spread through the efforts of
the brand champions. Beyond the reveal,
staff were energized through various
activities and committed to embracing the
new brand and its values. Each left with a
booklet explaining what the new corporate
brand entailed.
Soon after the internal launch, the
company’s website, merchandise, vehicles,
premises, etc. were rebranded as well to
represent the new identity. A newsletter was
sent to stakeholders. On its social media
pages this change was also communicated.
Mass media was strategically leveraged
to share the company’s new identity and
values.
Finally, an external launch took place
that allowed the company to share the
company’s new identity and values with
its most relevant external stakeholders.
This happened just two months before the
company turned 25.
3 years after the rebrand, Lois is finally at
ease. So much so that she got a baby. Many
of the negatives previously associated with
the company have shifted for the better.
Every year, to avoid a situation as in the
past, the company’s marketing department
develops a comprehensive report based on
research findings on perceptions of the
company using different parameters and
how to address the gaps.
Marion Wakahe is a marketing
professional who is passionate
about business growth and
sustainability and its role in
peoples’ empowerment. She is of
the opinion that the marketing
function is the primary driver of
business growth. You can engage
with her via email: MWakahe@
gmail.com.