Building a brand is a much deeper process than the results you see.
We’ve spent years crafting brand strategies across diverse sectors and seen the profound impact that comes from bringing employees from every corner of a business into the process. This isn’t just a token feel-good initiative; it’s a strategic approach that translates into real financial gains and increased engagement.
Engaged employees equals higher profitability
For instance, there is a direct correlation between employee engagement and financial performance. A study by Gallup showed that companies with a highly engaged workforce have a 21% higher profitability. This isn’t just because happy employees are productive employees; it’s because when they’re involved in a brand’s journey, they’re personally invested in its success. In the B2B arena, the power of employee advocacy becomes even more pronounced. B2B relationships are built on trust and credibility, which employees can establish through their professional networks. A study by LinkedIn suggests that employees of a company tend to have 10 times more connections than a company has followers. When employees share their company’s brand messaging, they’re not just amplifying the message; they’re lending it their personal endorsement. In industries where decisions are made after careful consideration and the sales cycles are longer, these personal endorsements can be influential in steering potential clients towards a business.
Believing in your brand
This inclusive approach also pays dividends when launching a new brand. Harvard Business Review shares that buy-in from across the whole of an organisation can create a compelling, unified brand message that resonates with both employees and customers. It’s the difference between a launch that feels like a corporate mandate and one that feels like a collective evolution.
When we’ve worked with companies, especially in manufacturing, engineering and technology, the diversity of job roles and responsibilities can be huge. This is often an amazing opportunity to include groups from across the different parts of the business into the research part of the branding process. We’ve consistently found that employee engagement from those on the manufacturing floor, to the engineers in R&D, through to the sales teams building relationships with customers – brings to light insights that might otherwise remain hidden – especially when that process is carried out by independent objective agencies. The MIT Sloan Management Review reinforces this, noting that the best innovation can come from cross-functional collaboration. Read how we optimised the rebrand for European manufacturers Alrec by engaging their employees.
The proof is in the numbers and the stories. When you walk through a business where everyone understands the vision of your brand and where they all feel a sense of pride, you’ll be building a stronger, more resilient and ultimately profitable company. As brand strategists, our role is to facilitate this collaboration, to turn employee’s personal investment into commercial success.
We believe the most successful brands aren’t just seen or heard; they’re lived and breathed by the people who build them. By embracing an inclusive brand strategy and leveraging the collective intelligence of all your workforce, businesses can not only boost their bottom line but also foster a brand culture that stands the test of time. This is the kind of strategy that doesn’t just generate revenue; it generates belief in what a brand stands for. And belief is the most powerful way to build a stronger brand in today’s market.
See how we built a stronger name and brand for Tinmasters – driven by their employees.