[MUSIC] Hi, welcome back. This is the last lecture of our module. If you have followed the previous lectures you should be equipped to engage your employees to deliver your brand and track results. In this lecture I would like to share with you some key success factors that we have identified over the years when implementing brands at different organization. I will illustrate each of them with an example. The first success factor is to select the right individuals and definitely involve the organization's leadership. Having the right people will make or break your initiative. When working with one of the largest real estate developers in we launch a brand engagement program immediately after a long rebranding exercise that had the full participation of top management. The brand engagement program was a joint initiative of H.R. and marketing, but had the endorsements of some of top leadership. However, when they were in meetings with internal or external stakeholders, their actions were in contradiction with what the brand stood for. They had not changed their behaviors according to the new brand values. Furthermore, the CEO never appeared in the communication or in any of the events. After investing in communications, trainings and having teams work for six months on key touch points, the program began to fade away. No one thought that it was a priority and abandoned all of the initiatives. The company was back to square one. With a brand that meant nothing to customers because all they communicated in advertising and not delivered at the key touch points. The second success factor is to develop a goal measurement system which is public and ubiquitous. For example, at a large entertainment conglomerate there were dashboards throughout the organization, they showed real time key metrics. Such as the number of guests that had entered their parks, the amount of time that was spent at them, the number of positive or negative comments left on key review sites, etc. In fact, every two hours the right side of the dashboard would show a positive and a negative comment so people could understand and follow-up on the issues at hand. When employees saw what was going on it became an organizational priority to ensure that issues were solved expediently. The third success factor is to adopt employee source initiatives alive with the brand values, such as contest for example. Because it helps the company effectively communicate the kind of behavior it wants to promote, and create also a sound competitive environment. BP for years runs its Helios award scheme, which honored projects and work that embodied the company's brand values, green, innovation, performance, and progressive. Every year an Oscar type ceremony was held with the fields nominated with the project. For almost 1500 entries, 6 winners were chosen from 16 finalist projects. The Helios award program, acted as a powerful way to unify over 100,000 people or 1 single brand with 1 sense of purpose. The program recognized the achievements of their people who had put the brand values into practice and celebrated their success. Also a vast amount of knowledge was gathered through entry submissions. The program provided a platform for sharing creativity and best practices to bring in business benefits across all the groups. The fourth success factor is a brand engagement initiative should be given the opportunity to complete their own cycle. The longest lasting impact comes from programs that have been perfected through continuous iterations. The 3M brand has sustainability and innovation at its core. It means protecting natural resources and empowering individual and communities throughout the world to encourage progress. 3M's annual energy recognition program boosts employee participation and provides an individual the sense of accomplishment in its manufacturing plants. The program was established in 2003 and formulates a 4 level rating system from bronze to platinum based on their internal energy program dashboards and scorecards. Winning teams are rewarded with a variety of prizes, ranging from certificates to dinners with 3M management. It has enabled 3M to implement more than 1,900 employee inspired projects from 2005 to 2009. These projects have realized a 22% improvement in energy efficiency and yielded more than 100 million in energy savings from 2003. Also, 3M has an internal design workbook compass, which guides 3M designers to address sustainability issues throughout the innovation process. Another success factor is to maintain continuous communication of your program. Initiative that are communicated relentlessly and where the objectives and characteristics are made publicly and readily available to all employees achieve significantly better result than the average. A sixth success factor is to delegate a recognition share to employees through peer-to-peer programs. Because it transfers to employees the responsibility of defining, identifying, and rewarding those behaviors that are best aligned for the brand values. For example, at American Express, American Express Incentive Services definition of recognition is showing an employee that you value them for their contributions as a worthwhile person. The incentive system has several initiatives, but one stands out for a cohesive effect on its ability to engage all employees of the company. The program Customer First is a peer-to-peer recognition program that allows employees to recognize one another with points for exceeding customer expectations or making it easier to do business with American Express incentive services. In customer first, every employee is given 150 points on an annual basis to recognize fellow employees in any amount up to 150 points. By the way, points have a one-to-one dollar value. The last of the success factor is to set a brand-based culture as your greatest asset. Always keep generating and maintaining brand engagement initiative as one of the highest priorities within the organization. Zappos epitomizes the case for building the right brand-based culture and recruiting people who further develop it. All new hires including manager's positions have to undergo a four week immersion program that includes answering customer calls. The program called Check-to-Leave consist of negative reward. If you want to stay at Zappos after your first week, you must forego $2,000 offered only if you leave the company. In other words, after one week at Zappos, you're offered $2,000 to leave and never come back. Think about it. The business risk of incurring in the cost of bringing a person who doesn't epitomise the brand values, is higher than paying him off to leave. We have come to the end of the MOOC, I hope you have learned and enjoyed as much as I have. We have a closing lesson where we review everything that we have learned in the book. Stay tuned, I'll see you there. [MUSIC]
