Developing a new experience - living the brand:
Whether it's front-line staff, middle managers or the board, people work at their best when they are driven by their passions and are able to connect these to their work, the organisation and the people they work with. We've worked with a number of organisations who are looking to help bring a brand, product or experience to life for employees and for customers. This is usually to achieve a tangible objective, such as an improvement in customer service levels or sales.
Case study: Turning customers into fans.
The challenge: Bring the organisation's brand to life with front-line and management staff, with the ultimate aim of improving both customer service and sales.
What we were asked to do: Provide consulting support to the project team and senior stakeholders as well as
leading specific aspects of the project. Find ways to encourage staff to live the brand, and bring their real selves to their work, rather than simply parroting scripts and working through processes robotically. Help enable a move from 'good to great'; many staff from this organisation where already highly engaged with their work
This involved:
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Engaging and building close working relationships with senior stakeholders.
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Developing clear strategy and scope for the work with key stakeholders - and supporting and challenging senior stakeholders to work effectively as active sponsors of the project.
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Developing the world's first large-scale Appreciative
Inquiry and story-telling based customer-insight research programme and mass training programme, designed specifically to bring the brand to life with staff, increase engagement and generate new customer insights. This work involved hundreds of staff directly and touched thousands across a period of several months.
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Finding ways to enable staff to find their own passions and interests within the scope of the brand development work - and then bring these to life in their work.
What happened:
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Many staff reported feeling energised and engaged by the work - with a number of reports of fundamental changes in the way people treat customers. A number of local changes and projects emerged from the work.
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In areas touched by the work, there were measurable increases in performance metrics (sales and customer service).
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There's been a significant increased in employee engagement
across directorates (as measure by traditional employee surveys and by
qualitative metrics).
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Using insights and energy from the project, a
number of multi-million pound nartional focused brand development and marketing initiatives are underway.
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