INTERNAL BRANDING

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Fiscal Impact of Not Living the Brand - McDonald'sMcDonald's failure to meet its brand promise as a brand that provides outstanding service, quality, value and cleanliness produce dissatisfied customers and loss. In 2001, a study conducted by the University of Michigan found 11% of McDonald's customers are disappointed with his visit and 70% of the disappointment that his complaint was not handled properly. Half of the customers are disappointed and told to stop his visit more than 10 people are not happy about the experience. Did You Know complaint which is ranked first? Not run out of Happy Meal, slow service, wrong orders, and even a dirty restaurant. Number one complaint is an employee who behave badly. According to the University or Michigan, this error resulted in McDonald's had to lose the business of U.S. $ 750 million per year.


Role of Brand Advocates - Alberto CulverIn 1994, Alberto-Culver (personal care and household enterprises) in North America experienced a decline in sales. The President, Carol Bernick aware of the main things that need to be addressed is the attitude and behavior of employees who are innovative and creative as its brand promise to customers.Bernick start internal branding program with Growth Leader Development (GLD) is looking for brand advocates who will be the role model of the brand being sold. By changing the brand culture, Bernick succeeded in reducing employee turnover, attract more applicants for work and managed to increase sales of more than 50%


BP - Merging The Brand & Branding The MergerOther examples such as reported by the Harvard Business Review in 2002 how British Petroleum merged with Amoco as in 1998. Merger process of course does not only require notification to the public outside the company but the most important fact in the internal enterprise. BP then run the internal brand-building set aside for employees. After running the internal branding program that found the 76% of employees comfortable with the new brand and understand the brand values ​​of 80%, 90% had thought that his brand has been in the right direction. These results are quite encouraging at least to the level of investment of U.S. $ 25 million per quarter to be spent on branding initiatives.


Nike MaximsFamiliar with the Nike "Just Do It"? Executives at Nike realized that the success of Just Do It can also be dangerous if too long. Also try to take the initiative by launching the program "Nike Maxims" are trying to build a relationship and commitment between the employee and the Nike brand. As we know, Nike has a mission "to bring inspiration and innovation to every athlete in the world" Brand this mission should be reflected in every employee's behavior. Internal branding process with the theme "Nike Maxims" is run by a variety of programs such as an interactive forum, multimedia, and the opportunity for any local employee to express how they turn on the Nike brand in everyday life.

“Identifying role models can provide the meaning and emotion to help motivate and guide the brand-building effort. Internal role models are stories, programs, events or people that perfectly represent the brand identity... Without clarity and enthusiasm internally about the associations the brand aspires to develop, brand building has no chance”

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