The Tell-Tale Signs of Poor Brand Strength

by Trisha Ahlman

One of the most important steps of branding is the measurement of internal perception and organizational structure. Change is, no doubt, a very important concept when beginning to rebrand or reposition a company, product or service. The question becomes is your organization ready for change, are you poised for new ideas to flourish, are you aware of the tell-tale signs of poor brand strength? All of these questions could create a war – a tug of war – between what you are trying to accomplish and what might actually happen because of poor internal perception.

Have you ever heard the phrase, “don’t put the cart in front of the horse?” Unfortunately, I see this more times than not in some organizations. Before you can position or market a product or service effectively in the marketplace, you need to look within the organization first. Review the list of tell-tale signs and let’s discuss how to combat internal resistance to change.

1) Inadequate communication or education within the organization

2) Have direct opponents of change because of self-interest not necessarily in the best interest of the company

3) Low tolerance to change because of the fear of an unstable environment

4) Lack of morale and teamwork

5) Strict and rigid policies that prohibit creativity

6) Lack of vision

7) Lack of leadership that fosters poor professional judgment

8) Poor customer service reviews

9) Internal perception reveals poor assessment of leadership and management

10) Unnecessary bottlenecks that cause frustration throughout the corporation

The list goes on. But, these are some of the most common distractions that go against the grain of change. The most important thing for survival in the current state of the economy is to get a handle on internal processes. If you think that you can identify with anyone of these factors, it’s time to take an internal audit of your business. You cannot position your business or brand without understanding that marketing starts from the inside out.

Based on some of the most profound findings by business pioneers like Kotter and Covey, here’s what you can do:

· Set specific objectives from the start

· Have a sense of urgency (be proactive)

· Buy-in and direction from leadership and top management

· Develop and communicate a clear vision (begin with the end in mind)

· Build a coalition for change (internal buy-in is critical)

· Empower people to have an ownership environment (think win-win)

· Learn from mistakes and develop an environment of responsibility

· Encourage education and training within the organization

· Create personal development plans that allows individuals to be a part of the decision making process

· Don’t let problems foster for a long period of time

This all sounds great but how do you start, how do you manage this, and what result should you expect? First, start by taking an assessment. What is internal perception? There should be a person assigned to manage the assessment within the organization that is a supporter of change – perhaps the brand manager – who understands the long-term vision of the company and what the leadership is trying to achieve. Second, you need to develop a team (a coalition) that is scientifically formed. Scientifically means that teams are formed based on personality, results, and synergy among the group and not formed by mishap. The coalition will be responsible for managing change and implementing new standards to support the end goal. Lastly, you should expect a renewed sense of ownership, loyalty, teamwork, personal discipline, improved morale, and continuous quality throughout the company.

Right now, this methodology is even more important than ever. Everyone is fighting for job security so what we’ve been witnessing is internal chaos as our brands will ultimately deteriorate over time as a result. The leaders of businesses, large or small, must take corrective – proactive action.

If you want to reposition, rebrand, brand or simply be more efficient and effective throughout your company – you have to start here. Augment has worked with many organizations to help them align internal practices to match external goals when positioning the brand for long-term success.

*References: concepts derived from John Kotter concluded in his book "A force for Change: How Leadership Differs from Management" (1990), the Kaizen method of continuous incremental improvements is an originally Japanese management concept for incremental (gradual, continuous) change (improvement), and the Seven Habits model of management and leadership by author Stephen Covey.

Trisha Ahlman is a marketing strategist and small business owner. She has worked in just about every marketing function possible for nearly 20 years. Augment Marketing Group's specialty is helping small businesses build strong brands, increase visibility in the market, and generate sales - this is called the B.I.G. system. To contact, email trisha@augmentgroup.com.