| Richard Mosley has been a leading figure in brand | | | | Whichever path a company decides to take will have |
| strategy for more than twenty years. Following a | | | | a big effect on the future success of the business. |
| transition into internal brand communication and brand | | | | Looking at, developing and creating brilliant internal |
| engagement as MD of Added Value International | | | | brand awareness throughout a company will be the |
| Communications (AVICOM), he is now MD of People | | | | deciding factor in whether or not a company will |
| in Business (PiB). Put the quality of experience Richard | | | | make it in the long run. |
| has in brand strategy together with his experience in | | | | But how can a business strive to have employee |
| internal brand management and you've got a | | | | awareness of their brand, and the motivation to |
| powerhouse of knowledge that has been proving to | | | | carry that brand and be proud ambassadors of it at |
| company after company the importance of looking | | | | the same time? Happy employees mean a happy |
| after their own brand as well as they do their client's. | | | | company, but whilst this sounds so simple, why is it |
| According to a piece published by the Economist | | | | that so many companies just can't hit the mark, or |
| recently, private equity companies are clinging onto | | | | have no idea that their own brand is key to their |
| denial when it comes to their sinking portfolios, driving | | | | financial and performance success? |
| the statistics further and further away from their | | | | For starters, companies really need to put their brand |
| favour. With stock value falling by 25% plus leverage | | | | on the same level as their client's brands in the |
| costs that PE firms need, their business value may | | | | importance stakes. Powerful brands are not just |
| have fallen by over 50% in just nine months. Funny | | | | about what customers want. In Mosley's book "The |
| thing is, if these firms are telling a story of being | | | | Employer Brand: Bringing the best of brand |
| 'fine', then why are PE firms looking to hire | | | | management to people at work" he identifies the |
| experienced senior managers and leaders for their | | | | true genius behind a successful brand as being built |
| failing portfolios? Because experience is lacking, | | | | on careful insight into the human condition. Now, if |
| especially in terms of how to carry their brand | | | | companies can do that for their customers, why |
| securely through tough times, internally and externally. | | | | can't they do it for their own company's needs? It |
| Through his expertise in the field of brand | | | | makes sense - a company anticipates the needs of |
| management extended into internal brand | | | | customers in their brand strategy and scores in that |
| management, Richard Mosley's thought leadership is | | | | brand's success and power. The same goes for the |
| bettering employer brands to benefit business. This is | | | | company's own success. A business that anticipates |
| key to get business booming. Ultimately, businesses | | | | the needs of its own will also score in brand power |
| that look after their own culture and values look | | | | and success of the company. |
| after their business performance and profits. Every | | | | If that is not clear enough for you, a Sears study |
| business wants better performance power and | | | | showed that just a 4% increase in employee |
| financial gain, and with the right kind of internal brand | | | | satisfaction translated to a $200-million revenue |
| management, the results are very different to the | | | | increase. Not bad for 4%. |
| denial and desperation the private equity companies | | | | Basically put, a strong employer brand teamed with a |
| are experiencing. | | | | stronger attraction and a good amount of employee |
| Everyone has an employer brand. Some companies | | | | engagement will bring a company increased financial |
| are aware of it, others aren't. The key qualities of a | | | | power and results at the end of the day. No |
| company are the foundations of an employer brand - | | | | expensive training seminars. No overpriced |
| the economic, functional and psychological strengths | | | | workshops. Whilst there is no doubt that these can |
| of a company are not just in the services they offer | | | | help a business, companies just cannot afford to |
| clients. They lie within the company itself. | | | | ignore the possible gains from pumping their brand |
| PepsiCo, Procter and Gamble, Microsoft, | | | | identity through their staff. |
| Nokia-Siemens - these are all companies that use | | | | Mosley sees employees in the same way as |
| active internal branding strategies by developing the | | | | customers - a valued employee is free to make their |
| who, what and why that propels their own brand as | | | | own decisions, and when committed and loyal |
| a company, not just in their products. | | | | employees are being taken for granted, they rarely |
| At the end of the day, a company can either carry | | | | choose the way the company wants them to |
| on as usual with no effort put towards developing | | | | choose, leading the company to lose out because |
| their own aspirations, parameters and identity or | | | | they didn't have the foresight to put effort into |
| start harnessing some pretty impressive results from | | | | making the company brand as decent and invincible |
| what makes their company bigger, better and more | | | | as their client's brand. |
| brilliant. | | | | |