Internal branding programs unite employees and connect them to your brand by providing them with voice and the means to articulate how it is that they see the brand, where its going, where they fit in and how they can contribute:

Organisational Branding programs increase visibility, recognition and reputation and contribute to customer-based images of your organisation, but branding programs need to address impressions formed and held by all these stakeholders, including:

• employees;
• customers;
• investors;
• partners;
• suppliers;
• special interest groups; and
• the community.

Externally, well defined brand identity creates meaning associated with your brand, whereas internal branding supports and enables your employees to make sense of their everyday activities and to view their role in your company and this drives understanding, engagement and retention.  

Teams are important contributors to organisational brand value creation.   Wrays brand & culture programs focus upon the role your employees play in brand-building day-to-day because how they enact with the brand, engage and perform their activities daily impacts on the brand.  Are their activities in line with the organisation's values and how it is that they personally contribute to the Vision even more profound.

Messages aren't enough...brand and customer loyalty (and your profit) depends upon that consistently-delivered customer experience, aligning your people to this meaning behind the brand must begin inside the organisation first to deliver that truly seamless internal / external brand experience.

Internal Brand Services

Internal brand culture can only be a source of competitive advantage when organisational values are respecting of the actual organisational culture and aligned to your brand's external attributes.  Regardless of the corporate brand's position, it is still highly dependable upon employee behaviours to deliver your services and produce the best brand experience.

Brand Alignment

Alignment involves managing the interplay between vision, your people and culture and the external brand identity (image).   End-to-end branding means your organisation's perceived identity/image and its actual organisational culture / people are one and the same, this heightens stakeholder awareness, produces better quality customer experience and enhances organisational attractiveness and reputation.

Brand experience needs to be consistent and cohesive, internally and externally.   Unifying factor is being certain your internal brand/culture delivers on the brand's attributes, promise).

Whilst developing strong internal brands and understand business strengths and weaknesses, the team voice in the process is critical to alignment.  Building alignment includes:

• Introducing internal & external brand engagement strategies and deliverables which genuinely engage key audiences;
• Focusing upon improving internal environments (i.e. internal brand) to identify strengths, weaknesses and greater opportunities.  Incorporating these in the organisational structure, touch-points, values, and culture, because these all lend themselves to supporting the meaning attached to your brand).
• Educate people on the power of brand and its purpose.

Employee Engagement:

Why engagement matters:

• Highly engaged employees work 57% harder than non-engaged employees, and produce 20% rise in performance     (Source: Corporate Leadership Council)
• 52% in performance improvement of operating income between high and low engagement employees     (Source: Towers Perrin)
• Low engagement drives 31-51% more employee turnover, 51% more inventory shrinkage and 62% more accidents     (Source: Gallup)
• High engagement drives 12% higher customer advocacy, 18% higher productivity, 12% high profitability     (Source: Gallup)

Wrays engagement programs address the motivations and commitment of your people, at the same time as redefining brand purpose and direction.

Organisations so often communicate a self-image based on their future aspirations, rather than real insight derived from its current organisational culture.   Indicative external organisational perceptions are formed by stakeholders, which then result in a disjointed, disappointing experience inside a real environment.   Employees are key to corporate brand identity, building relationships with company stakeholders and contributing to its growth.   Talent can be tenuous and vulnerable, that sense of belonging affects their decisions, behaviour and motivations; and can make / break a brand.