Building A Good Corporate Culture As A Good Internal Marketing Officer

As a leader of the company, think about the tremendous impact you can bring to your employees.

You can ignite the enthusiasm of your employees and let the company shine because you have such an employee. You also have the ability to extinguish this enthusiasm, so long as you do not provide them with the resources and tools needed to succeed.

Internal marketing can help you build a dynamic workforce through four ways: mobilizing initiative, assisting employees in better work, and fully empowering them to ensure that they achieve their goals and reward them for their achievements.

What is internal marketing?

The meaning of internal marketing is to make employees love the brand of a company, and then persuade them to love this brand.

Do employees not automatically love their company and its brand?

Frankly speaking, No.

In reality, some people work to support their families.

Enterprises can accept such mediocre performance, but it is definitely not recommended.

If an employee is not interested in the company's brand or product, he will not be interested in his work, nor will he be interested in customer service.

Such bad customer service will shut the company down.

On the contrary, if an employee is passionate, his colleagues can easily feel that he loves his company and that customers will be influenced by it too.

By using some proven marketing methods, you can enhance employees' understanding of the company's ideas, values and measures.

You are promoting the company's brand commitment to its employees.

Then, what is brand promise?

Brand commitment is the core of what you promise to provide to your customers.

Jeff King, President of Barkley Evergreen & Partners, Inc. believes that the implementation of internal marketing is the most important part of building a successful brand.

Kim said: "internal marketing is very important.

Its role is to ensure that we can deliver on our brand promise.

People in marketing and advertising companies are very good at enacting attractive brand promises, but they must rely on their efforts to fulfill these commitments. "

You know, brand commitment plus company's ability to deliver on promises equals business results.

It is almost certain that customers will not accept this commitment if they do not have the ability or motivation to fulfill their brand promise.

The most important thing is that you can't achieve the business results you want to achieve.

Not all employees have the opportunity to contact directly with customers, but every employee can contribute to the delivery of brand commitment.

They will talk to each other and have their own views on the level of management.

The following data can better illustrate that only by mobilizing the enthusiasm of the staff can the business get good results.

49% of consumers said they would never buy certain brands of products or services.

81% of them said it was because they had had unpleasant contact with these brands or their representatives.

The success of a company does not mean that you need the support of all employees.

Here you can use the 80/20 principle, and your main focus will be on those who support you or are willing to believe in 80% of the company.

For those who complain the most, don't spend too much time on their ideological work, which makes you ignore the 80% employees who are on the right track.

What can internal marketing bring?

Internal marketing measures can refer to short-term and targeted actions taken to achieve a specific goal.

These short term internal marketing initiatives can help you accomplish such tasks as implementing new programs, adapting to changes, overcoming difficulties, and coping with the survival problems of the company after being purchased.

More importantly, internal marketing is a process of constantly sharing information with employees and recognizing their contributions.

This continuous process is the basis for building healthy corporate culture. Employees in this cultural atmosphere follow the concept of "I am everyone and everyone is a customer".

Continuous internal marketing is also the cornerstone of creating world-class companies.

Let's take an example to see what will happen to a company in the ongoing internal marketing measures aimed at changing the corporate culture.

A few years ago, Jim Holthouser, Homewood Suites's brand manager of Hilton Hotel group, wanted to hire senior people to help Holt Hauser revive the sluggish hotel brand.

From the first day, he knew that in his strategic planning, the same place as Renaissance Munich Hotel is to distinguish this brand from other brands, not only in the Hilton Hotel group, but also inside.

Holt Hauser said: "we really need some virtuous people to help us develop.

However, when I first arrived at Homewood, there was no one to apply for the advertisement.

Everyone wants to visit places like clouds, but inside the company, our brand is unknown.

Therefore, Homewood must arouse the internal staff's excitement to the brand, so as to attract some talents. "

Holt Hauser also said, "we have been developing and promoting the brand personality of Homewood all the time.

We are very informal, and the staff are very happy to work here.

We put our thanks on the staff and provide good training, development opportunities and reward mechanisms to our employees.

"And we have done a lot of communication so that everyone in the team can work wholeheartedly.

Our team members are proud of the brand of Homewood, and they hope their customers will love this brand. "

Holt Hauser and his senior managers regularly hold telephone meetings with team members on a regular basis, and regularly hold conference calls with each general manager to understand the latest progress of the business.

When employee performance is outstanding, Holt Hauser will send a written thank-you letter and call him to congratulate him.

Because Holt Hauser has opened the door to information for their employees, their work is excellent.

Not only that, the performance of employees in customer service is also higher, because they really bear the responsibility to promote the success of the company's brand.

Holt Hauser said: "we have always thought that internal marketing is as important as external marketing, and my experience here proves that my idea is right."

Five years later, Holt Hauser had no more problems with recruitment.

"The number of applicants is more than we can handle now," he said.

The biggest problem facing the hotel industry is the high staff turnover rate, but Homewood's outstanding employees have never left there.

These employees care about their customers, and their customers give them support and appreciation.

Holt Hauser said: "thanks to customers, we have won three industry awards.

These awards are the direct result of our efforts to create an enterprise culture. In this cultural atmosphere, team members are passionate about our brand commitment.

How to start with corporate culture

Corporate culture can reflect a company's leadership, business philosophy, history and shared beliefs and values.

Corporate culture is bound to affect whether employees support changes that are going to be made by the organization, or prevent them from happening.

If the corporate culture is not properly positioned, employees will be resistant to change.

They may even destroy the behavior patterns that enterprises want to pursue.

And internal marketing will help you convey the vision of the company culture, consolidate the already strong brand culture and provide action guides for your employees.

The most important thing about corporate culture is what you say and how to do it.

When management practices and conveys corporate culture, there are two very important things that happen: first, employees will see your persistence in the company concept; two, this proves that management regards employees as the soul of the company.

Do we still see a little bit of a set of things?

A company claims that team spirit is an important part of corporate culture, but it rewards employees according to their personal performance, ignoring team performance.

Or claiming that creativity and innovation are the core values of a company, but impose penalties on employees who dare to take risks.

If the company says one thing is done, employees will lose trust in it and be confused.

If a company strengthens its corporate culture by setting up a correct example and providing proper training and communication every day, employees will become the model of corporate culture.

There is such a telecommunications company, it is in a large-scale institutional adjustment.

Companies want to turn a corner from how to manage projects, how to pfer jobs to other departments, and how to implement new initiatives such as improving interpersonal skills.

Mick, one of the leaders of the team, always insisted on communicating with the company's strategic plan and staff, sharing with them the fascinating blueprint of the organization, and always keeping in mind that the first-line employees helped him succeed.

The employees of the Mick group are called "passionate and entrepreneurial spirit Lone Ranger" inside the company.

The management of the company gives them the right to solve the problem.

Many of them were called together to help the company.

Planning strategic vision and reorganization process.

Like any team in pition, the group suffered a lot because of the great changes in the organization.

But instead of disbanding, they united together with a shared vision and enthusiasm to become a stronger and more cohesive team.

This motivates staff enthusiasm.

The purpose of internal marketing is to create a highly motivated workforce.

Such employees are full of enthusiasm for their work, so there will be no idea of what things should be done and what things should not be done.

They no longer regard their job as a specific task, but think that as long as they are good for the company, it is their job.

If you want to motivate your staff and enable them to do their job well and deliver the company's brand commitment, consider the following four factors: mobilize the initiative, help employees better accomplish their work, fully empower, ensure that employees achieve their goals and reward them for their achievements.

Mobilize the enthusiasm of employees.

Have you ever been attracted by a good book?

This is because you are fully integrated into the story of the book.

Just like a good book mobilizes readers, companies can also mobilize their employees.

How to do it?

Tell them stories!

Let employees participate in the vision of Create Company, then draw a clear and vivid picture of them, and tell them how you want them to implement this vision.

Of course, you should give them some facts, such as goals, etc.

However, in your story, you should not only have facts, but also describe the soul of the brand. Tell me why your brand is different, especially where it is, where it is, why it is so beautiful and why it is cherished by customers and employees.

For example, a manager of telecom operator Sprint is respected by his staff because he is an excellent communicator.

Every year, he will sit down and formulate communication strategies and plans for the next year.

Before he convened the staff meeting every month, he will make a plan for the topics he wants to talk about and the main message he intends to convey, and decide what to discuss based on questions of interest.

Another way to mobilize the enthusiasm of employees is to establish and maintain a sense of collectivity.

In doing so, employees will think that "all of us are in the same boat" and think they are participants of a "great undertaking".

This sense of belonging is the most important requirement for employees.

When you build a collective, people will feel the responsibility and obligation to support each other.

Assist staff in completing their work better.

You have mobilized the enthusiasm of your employees and let them see what your vision is for the company.

The next thing to do is to let them know that they have the ability to turn this vision into reality.

You certainly don't want employees to say this to customers or colleagues, "we don't do things like this."

Or, "we do not have