Corporate Values: When Brand Loyalty Is Surpassed

staff

Merrell should not walk around the workplace, nor should Kleenex's toilet roll be in the bathroom of Procter & Gamble.

As a rule of conduct, companies with strong brand awareness and strong competitive culture have a very high demand for brand loyalty of employees and contract workers.

When IBM was still in the personal computer business, he did not like external consultants to bring DELL computers.

Before the bankruptcy of American Motor Corp (except Ford), the visiting salesmen were smart enough to hire a TOYOTA car to drive to Chrysler's parking lot.

Many companies in Japan, Europe and India have injected similar competitive spirit into their businesses.

However, with the tightening of employment opportunities and the slow economic recovery, the organization is undergoing profound changes.

"Loyalty to brand" has gradually evolved into a "practice brand", and brand values, not limited to brand value, are regarded as the core competitiveness of the difference.

When authenticity, reliability and social responsibility are gradually becoming the quintessence of corporate morality, employees are more guided to practice, not only to use the brand of their enterprises, but also to further demarcate the boundaries between workplace rules and lifestyle.

Do you think the vibrated BlackBerry is invading your life?

In the future, an efficient corporate culture will require employees to focus on the economic indicators while practicing the brand.

Some enterprises in the United States have begun to evaluate the trust responsibility of employees through FICO credit scores. However, it is not hard to imagine that there are such situations that employees, family members and even the whole enterprise's ecosystem are mobilized to practise the brand value view of enterprises.

For example, WAL-MART has made considerable efforts in vigorously promoting sustainable development, taking the "sustainable development index" as a guide, not only to reduce the carbon emissions of enterprises, but also to extend this requirement to suppliers worldwide.

Suppliers are also very serious about WAL-MART's initiative. If big suppliers claim not only to reduce their own carbon emissions, but also to further reduce the carbon emissions of their employees in daily life, how happy will WAL-MART administrators of sustainable development be?

If an enterprise lists sustainable development as the core of its mission, why does it not demand its employees to regard environmental protection as their responsibility?

Is WAL-MART the largest private employer in the United States? If it insists that every employee and contract worker replace the incandescent bulb with energy-efficient light bulbs, is it an intolerable violation of power, or does it show WAL-MART's encouragement for employees to practice their brand values?

Why did SIEMENS, Toshiba or GE not take carbon emissions as a basis for their personal assessment and promotion process?

Is it right to see whether a company's commitment to sustainable development is to see whether its management and employees are as green as possible?

According to this standard, Pepsi Cola and Coca-Cola employees and their families should not let their cars drink too much petrol before they drink.

Of course, they should also do a good job in the recycling of beverage cans. If they do not or do not, should they be punished or dismissed?

Brand practice and loyalty will inevitably be disgusted, for example, Weight Watchers employees may find their BMI index has been monitored, then, whether the BMI index of their families should also be monitored?

Is it not unreasonable or unfair for employees of Nike or REI (an outdoor product manufacturer) to ask them to wear pedometer to provide the mileage of the company for two weeks?

More importantly, should the customers of these two companies not see whether these employees really "justdoit" or "lifelong commitment to the incentive, education and equipment for outdoor adventure"?

(two sentences are advertising slogans of the company)

Transparency is very important. It is not enough for the employees and their families to carry out the brand, but it must be visible to all.

Of course, it doesn't matter to many customers, they simply don't care.

But similarly, the fat doctor who smokes us to lose weight is totally inpersuasive. Many customers want to know if employees of the Whole Foods organic health food store will eat junk food, or do Google employees use Microsoft's Share Point instead of Google Docs to make a project presentation.

Actions speak louder than words. Nowadays, more and more people believe that the economic value of an organization embodies its organizational values.

Along with the spread of meme, the smallest unit of cultural pmission, to the world, we will see that corporate leaders and managers will insist on their values embodied in their work and work.