In a ground theory study done by Nancy Harrower for the University of St. Thomas in Minnesota, corporate marketing programs are visible activities that communicate an organization’s value both to the public and its intended marketplace. So believe it or not, organizational culture and marketing are closely related. While it has been for years that any failure in the marketing efforts is usually associated with either a misstep in planning or a misimplementation in the area of campaign, companies fail to recognize that their organizational culture plays a significant role in making sure the intended message and image plays well in the consumer-brand relationship. Companies who invest in effective internal brand cultures produce brand champions who live out and spread the good word about the company without being prompted to. This is what brand culture is all about.
In this article, The Brand Theatre lists down 3 key ingredients in a top internal brand culture.
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Rituals can be as simple as buying donuts to celebrate employee birthdays or as quirky as giving all new hires a funny hat. Take for instance – Google. It is tradition for all new interns to wear a Noogler hat during their first week on the job. This creates a culture of creativity and fun which embodies that image that Google is known for. Additionally, rituals help employees feel like part of a team. In any company, this unity is a powerful asset. These are not necessary to reach the target ends of the corporate efforts, but they increase willingness and cooperation within the organization.
There’s always something powerful about a group of greatly different individuals gathered together by the same cause or belief. At its core, organizational culture is, as the term suggests, a “culture” which is shared among both external and internal levels within an organization. This includes shared meaning, values, beliefs, and even language. As a company continues to grow, so does its culture brought about by new hires and new interactions between leaders and subordinates. This growth in culture then matures and influences the communication patterns of a company and must always work to its advantage. Organizations with strong cultures might resort to certain sabotage on programs and might deliberately refuse and resist market orientation strategies. However, if inclusivity and celebration of diversity happens inside a corporate culture, diversity can work to a company’s advantage.
Since employees are the grassroots of the organization, any accomplishment or issue experienced by the individual is critical to the organizational growth. Vision-casting, development, implementation, and maintenance activities are all essential programs within employee training and growth. Workshops aid organizations in making sure that capabilities are enhanced, and culture is redefined and reshared within the structure. An effective organizational culture knows when, where, how, and why specific workshops are given. Workshops also continue to light the corporate flame – with the intention to both enhance what is already being done in the organization and to recreate certain systems and culture to contribute to the attainment of the organization’s desired goals.