According to CMO Newsletter's "7 For 2017: Predictions About the Future of Branding":
"One overarching theme that traverses all these predictions is that the quest to simplify both customer and employee experiences will be paramount for CMOs in 2017."
The article's Quick Take also points out:
So how can you grow brand valuation?
The quickest way to gain insight into the answer can be gained by understanding if brand is only seen as a marketing task or HR campaign, it will have the adverse effect.
To create a culture of empathy or improved relationships with employees and/or customers and members, organizations and their leaders must be willing to make a few changes... ones that will only enhance the day-to-day (work) experiences or touch points by customers/members.
Rather than always rolling out a new initiative or campaign, organizations need to evaluate and interconnect such things as:
After more than 100 years, Ringling Brothers is closing its doors.
Like SeaWorld, Ringling Brothers has long resisted change and ignoring the realities of an evolving consumer base, who by-and-large do not want to see animals used for entertainment or be held in confinement.
Be it a result of internal perspectives being disconnected from external realities or some other disconnect, over the last 20 years the Ringling Brother brand screamed of being a dinosaur.
Even when Cirque du Soleil entered the scene causing a disruption for the traditional circus operation, Ringling only made surface level "changes" that communicated a doubling down on tradition and being an inflexible brand.
Hind sight is 20-20, but truth be told the writing was on the wall years ago. It has been interesting to watch Ringling's commercials, for example, which showed they didn't get it when it came to changing with the times. They missed opportunities to become a newer, better version of themselves and their mission to entertain.
Had they leveraged their assets in new and creative ways, I wonder what new form of entertainment we'd be enjoying or socially conscious voice Ringling could be in the world.
In comparison is the SeaWorld example, Rather than dig its heels in, SeaWorld chose to evolve. Not only has it made the commitment to make significant changes from the inside out, but the organization actually did the unthinkable -- it partnered with long-time critics to position itself as a leading environmental partner.
(Now, of course, proof is needed over time in how the company delivers to validate this to be true, but if they can do so successfully will tap into a broader customer base. They already have my attention.)
Consumers are changing. Technology is empowering this change by exposing people to alternatives - be it how we watch movies, stay in touch with our friends and families, support our favorite charities, show up at work, and/or shop for groceries.
Organizations willing to explore the potential and make important shifts can, like many tenured brands, find exciting opportunity ahead that better aligns with what consumers want and need.
After two decades of a certain way of doing business, growth and success (as well as retiring leadership), founder of PR firm wanted to take the best of legacy and take firm to next level ("2.0") that kept employees and clients at the heart of decision-making and forward pathway.
After an in-depth assessment of staff, processes, technology, leadership style, values, culture, work patterns, created a go forward approach, developed to innovating firm from the inside out.
Efforts touched every aspect of the business -- everything from business strategy, digital and marketing to technology and team restructuring to leadership style and talent development. Based on gaps and opportunities created, managed and lead initial implementation for organization's modernization project that focused on creating greater efficiencies and effectiveness; giving employees greater flexibility and responsibility; managers more effective project management and leadership styles; and providing clients continuous customer service.
Success in 18 months included:
Gaps + Opportunity Assessment; Operations + Change Management; Business Development; Senior Leadership Coaching; Talent Development; Design, UX/UI, Branding + Marketing Strategy.
Client's Challenge: While a known entity in certain circles, as the cyber industry started picking up relevancy and importance in the general public and business community the question became how best to not only attract additional funding to have a broader impact, but also use influence to offer a more immediate solution to the shortage of cyber security employees needed by state and Federal governments, and businesses.
Opportunity: After conducting a deep-dive assessment of the small non-profit's goals, "assets" and opportunities, identified strategic approach to:
Project Components: Business + Marketing Strategy; Branding/Design; Website Development; Partnerships
This is according to a 2015 Gallup poll, which points out:
Currently, only slightly more than 30% of employees in U.S. workplaces are engaged in their work and workplaces. This figure has hardly budged in nearly 15 years. But it doesn't have to be that way. Some organizations have 70% engagement or higher, and this hasn't happened by chance. They outpace their competitors in financial performance and make the lives of their employees better in the process.
Investing in talent, management and leadership development are important to the bottom line. What's most strategic, however, is when the education provided aligns with the organization's:
As the Gallup poll concluded:
Few organizations have enough great managers. And there is no other job that has as much combined influence on American business success or failure as the manager.
This is the Gokotta Group's blog.
It is the place for us to make note of changing times, new ways of thinking, and provide examples of how greater impact is being created. It's also a spot we can focus on people. And, occasionally, showcase the type of projects the Gokotta team supports (see "Case Studies" below).