Managing Internal Change
I was reading the recent IBM Report on a survey of 1,700 CMOs. The findings are interesting – and depressing. Most disappointing to me was this conclusion: “Most CMOs are struggling in one vital respect – return on investment (ROI).”
In working across a variety of industries on both market research and
marketing strategy projects over the last few years, we have seen a
growing focus on the customer experience, and specifically how employees
play an instrumental role in delivering that experience. In fact, our
interactions with brands have become such an integral part of our daily
lives, it is not hard to find examples in our own experiences.
Corporate brands often run into trouble, or into a strong new competitor, or simply run out of steam. Companies then put significant effort into rebranding or developing a new corporate brand positioning, sometimes with a new corporate brand name, often with a new visual identity. Too often, once these efforts are complete, they move immediately into telling the world what the brand (now) means.