BM MOOC Module4 Complete

Brand Management:
Aligning Business, Brand and Behaviour
Professor Nader Tavassoli
www.london.edu
Module 4
Brand practices, part 1
2
People, not ads, deliver the brand …
… and the bottom line
Satisfaction
=
Traditional branding tends to raise
expectations these via the “brand promise”
– People, across the organisation,
experiences deliver these directly or indirectly
across moments-that-matter
© Nader Tavassoli 2015 3

Experience providers
as “unproductive labour”

Brand experience design
Seven steps
7 Brand metrics & returns
6 Brand practices & engagement
5 Brand leadership & alignment
4 Brand acts at “moments-that-matter”
3 Brand touchpoint matching

2 Customer journey mapping
1
Brand purpose ‘inging
People aspect
Seven steps
7 Brand metrics & returns rewards
6 Brand practices & engagement HR & people
5 Brand leadership & alignment codes of behaviour
4 Brand acts at “moments-that-matter” behaviour
3 Brand touchpoint matching  employee journey

2 Customer journey mapping  front-line insight
1
Brand purpose motivation

Brand identity & brand image
… within the 3B model
SAFE
MAGICAL
Identity Image
(trademark) (associations)

Brand differentiation
The promise
Cheap Customers &

consumers
& cheerful
Behaviour
Brand
Brand
Business

Brand purpose
as an internal motivator
Brand purpose – “Freedom to fly

… to democratize the skies”
“Don’t ever take a job—join a crusade!

Find a cause that you can believe in and
give yourself to it completely.”
—Colleen Barrett, former president
© Nader Tavassoli 2015 See Celebrating 25 years of Freedom (1996 internal video) http://www.youtube.com/watch?v=7ewcGP75w8Y 9
Brand purpose
Delivering on “cheap”

Module 4
11
“The Southwest Experience”
“simple
& fun”
© Nader Tavassoli 2015 www.southwest.com/travelexperience/ accessed on 29/08/2015 12

The customer journey
Herb Kelleher, their “zany” founder

lived and led the brand by example

The original brand promise

Avoiding pain points

Brand promise
… versus delivery
“Don`t tell ‘em

you’re funny.
Make ‘em laugh”

Module 4
17
Brand behaviours
HR processes are in the driver’s seat
Work Attracting Selecting Landing
environment, Redeploying On-brand

behaviours Developing
values &
culture Exiting Rewarding Assessing
Scoring:
+ Brings the brand to life /delivers on the EVP (Employee Value Proposition)
= Is ‘neutral’ and offers an opportunity to build the brand/deliver the EVP
– Undermines the brand/inconsistent with the EVP

Brand building opportunities
Sample HR processes
Attracting,
selecting & Redeploying &
landing Developing Assessing Rewarding
exiting
Recruitment Business skills Performance Compensation
Career planning
marketing training reviews strategy
Talent assessment Workforce Compensation
Soft skills training Job rotations
& selection planning administration
Leadership Competency Pension fund
On-boarding Exit process
development frameworks management
Graduate Succession Employee Bonus plans /
Exit interviews
programmes planning research & insight balanced scorecard
Offer Executive Redundancy
Health & safety Share/profit plans
management coaching management
© Nader Tavassoli 2015 Change
Alumni relations HR consulting Fringe benefits Related services
management
Process scoring
Sample HR process

Process scoring
Sample HR process
Customer value The freedom to fly

proposition
Freedom
Employee value
proposition Freedom begins with me
EVP – eight promises (e.g., freedoms to “continually work and grow,” “work hard and have
fun,” create and innovate,” pursue good health,” etc.) translated into tangible outcomes:
e.g., “You’ve earned the freedom to retire Southwest style” BenefitsPlus discussed in a
newsletter in typical Southwest style: “Flight attendant with incomplete enrolment form
seeks soul mate with functioning writing element.”
© Nader Tavassoli 2015 See www.southwest.com/html/about-southwest/careers/workperks.html 21

Organizational values
Is there a link to the brand?
And, whereas the 4P’s of marketing are “Product, price, place and promotion”,
Southwest has their own Ps, namely “People, personal, and personalities.”

Getting the right people. Getting people right.
… that is, right for the brand!
Getting the right people.

Employer branding
Getting people right.

Employee branding

Getting the right people
Traditional recruitment ads

On brand
“We look for

hardworking people
who do things well with
laughter and grace ...
who work well as a
team .. professionals
need not apply”
© Nader Tavassoli 2015 Source: See Kevin Freiberg’s excellent Nuts!: Southwest Airline's Crazy Recipe for Business and Personal Success 25
Hire attitudes. Develop skills.
© Nader Tavassoli 2015 Source: See Kevin Freiberg’s excellent Nuts!: Southwest Airline's Crazy Recipe for Business and Personal Success 26
Getting people right
Reward and recognise on-brand behaviours
“If you were to talk to some of the other

Maintenance Technicians at McCarran
International Airport (LAS), they might tell
you that Mark “Woody” Woodhall is just a
little NUTS …
… Woody wasn’t always the outgoing

person his Coworkers have come to know
and love. He credits the support and
encouragement of his Fellow Employees
for prompting him, shortly after joining
Southwest, to come out of his shell … “
© Nader Tavassoli 2015 Source: Inflight magazine 27

… even in the fine print
Flight Attendants
See your career soar as a Flight Attendant! Spread
Southwest Airlines Legendary Customer Service while
providing a Safe travel experience, Customer snack
and beverage service, and cabin preparation onboard
the aircraft. Creative announcements, constant smiles,
and topnotch Customer Service are just a few
ingredients that factor into being a Southwest Airlines
Flight Attendant.
“Application Fees? No Way!

Southwest Airlines never
charges for applying.”
© Nader Tavassoli 2015 Source: www.southwest.com/html/about-southwest/careers accessed 30/08/2015/ 28

Always on brand
http://southwest.investorroom.com/
© Nader Tavassoli 2015

Corporate communications
Coleen’s Corner – A LUV Story Always on brand
If you have been flying with us for a while, you probably have seen the word “LUV” associated with Southwest
Airlines in some regard. But if you are a new Customer (and by the way, what took you so long?), you may be
puzzled by this association. Since February, with St. Valentine’s Day, is a month for lovers, I thought this would
be a good time to explain how this “LUV Story” came to be.
Almost 36 years ago, our first jets took flight from our home, Dallas Love Field. Although we do everything
possible to show how much we love our Customers, the airport’s name has nothing to do with romance or
geniality. Its origin goes back to 1913 when Army 1st Lt. Moss Lee Love was killed in a training accident in San
To honor him, the Army named their Dallas aviation facility Dallas Love Field.
When we became the “new kids on the block” in 1971, we had a lot of fun with the airport’s name. Society and the airline industry were
much different then, and we needed to establish our own personality built around FUN and our uniqueness. Back then, only
businessmen traveled on a regular basis, and we thus clad our “sexy” (not considered a bad word in the seventies) Flight Attendants in
hot pants and go-go boots. Our onboard “menu” included “Love Bites” (peanuts) and “Love Potions” (cocktails), and the cash registers
that dispensed our tickets were known as “Love Machines.”
Obviously, the world has changed a lot since 1971, and while we are proud of our mildly “racy” past, we have matured as a Company,
in much the same way that love evolves from physical attraction to emotional attachment. Likewise, “Southwest Love” has evolved into
“LUV” (which also became our stock symbol in 1975). Today’s LUV has nothing to do with double entendre and has everything to do
with compassion, joy, and Family.
We absolutely LUV what we do—getting you to your destination safely, affordably, comfortably, and with a smile on your face. LUV is
the compassion and joy we share with each other and with you. Acting from the heart—even something as simple as saying “thank
you” or “we’re sorry”— defines LUV.
Most of all, LUV is a passion for the Freedom to Fly Revolution that we started in 1971. Needless to say, we are head over heals in
LUV with you, no matter if you have just started “courting” us or if you have been a “part of the family” for years. So, once again this
February, I join with the 32,000-plus Southwest Employees in asking you to be our Valentine.
(Colleen Barrett, President, February 2007)
© Nader Tavassoli 2015 Source: Inflight magazine 30
People. Doing. Culture.
“Our people are our single greatest strength and

most enduring longterm competitive advantage” –
Gary Kelly, current CEO
“Our people know what needs to be done and they
do it. Our culture is our true competitive advantage –
Herb Kelleher, former CEO
• Culture Committee
• Vendors go through the culture and customer service aspects of orientation
• 3-month long “Quest” manager re-training
• “Re-Quest” refreshers
• M&A with Morris Air “We are serious about having fun” enculturation
KPIs
On brand too, of course
At one point, Southwest had 4 aggregate metrics behind a company-wide program

called "Knowing the Score“ using cartoon characters, like in the movie "The
Incredibles", for each using a sports theme:
• "Nick" for net income.
• "Marge" for net income margin
• "Cass" for the unit cost per available passenger seat mile
• "Roy" for return on invested capital
These were constantly posted the actual measures against the targets everywhere
on scoreboards like in a football stadium; tied to all the employees' incentive bonus
plans; reinforced with funky newsletters and cascading non-financial operational
"leading key performance indicators (KPIs)" tailored to each department, so that
every employee could answer the question, "How am I doing on what is important?"

Some of their recent awards
These too are on brand
• In 2015, the 7th most admired company in world (Fortune)

• Typically the no.1 airline in customer satisfaction or a close no. 2 (ACSI)
• In 2012, America’s Most Desired Company among men and women
(no.2 Google; Forbes)
• Among 50 best place to work (www.glassdoor.com)
• Among 40 Best Companies for Leaders (Chief Executive Magazine)
• Top shareholder friendly company (Institutional Investor Magazine)

easyJet case study interview with
Helen Edwards, co-founder & director
34
The easyJet change process
6 stages

1. Understand me 2. Involve me 3. Inspire me
Focus groups Focus groups Events
Pulse Its so easyJet DVD
It’s so easyJet Ideas boards New uniform
Uniform New building
Base newsletters
Breakfast with Andy
4. Convince me 5. Reward me 6. Remind me
Interactive Awards DVD

workshops Lifestyle changes New wheel
Credit card Evaluation and Intranet
PeopleModel reviews
Lead by example

Customer journey mapping
Delivering the brand at moments-that-matter

Staff experience map
via internal research groups

Internal roll-out
Sample interventions

Commitment workshops
Structure

Interview with
Richard Hytner, Deputy Chairman
42
Brand valuation
Brand contribution
See http://www.lovemarks.com/

Lovemarks
The love-respect axis

Lovemarks
Employee branding example

© Nader Tavassoli 2015 Source: http://saatchi.com/en-uk/purpose/purpose-page/ accessed 20/08/2015 46
See http://www.lovemarks.com/

DISCOVERY
unearth insights
into your clients
business
INSPIRATION
focus and idea ATTRACTION EVALUATION
generation
EXPLORATION
uncover human
centered
insights
See https://saatchi.chillivault.tv/p/d4a26763f5a216194352

Module 4
The 6As of brand engagement, part 1
49
Change is not an action …
… but an outcome of a process
Sales
funnel*
Awareness
Desire Action
Interest
Head Heart Hands
Internal
brand Attention Awareness Accceptance Advocacy Action Adherence
engagement
© Nader Tavassoli 2015 The AIDA model can be traced back to the American salesman Elias St Elmo Lewis in 1898; it was popularised by 50
Lavidge & Steiner (Journal of Marketing 1961). The 6As and 3Bs models were developed by The Brand Inside ©.
Brand engagement
The “action” in traction
We are what we repeatedly do.

– Aristotle
Watch your thoughts; they become actions.

Watch your actions; they become habits.
Watch your habits; they become character.
Watch your character; it becomes your destiny.
– Lao-Tzu

Gaining brand traction …
… top-down & bottom-up
Strategy is the outcome of

thousands of actions; if you
improve those, you improve
strategy*
© Nader Tavassoli 2015 *Mintzberg (1994), “The Fall and Rise of Strategic Planning,” Harvard Business Review. 52
Brand re-positioning
… from the inside out
External brand promise
Old New (after internal brand engagement)
Brand Design
‘Doing the right
things’
Brand Delivery
‘Doing things right’
© Nader Tavassoli 2015 Fournier & Tavassoli’s “The Simínn Brand Inside” LBS case 07-006 53
Module 4
54
Brand engagement
A systematic approach
Attention Awareness Accceptance Advocacy Action Adherence
CEO’s address to the “Breaking Down the Walls” Bringing Customer

entire company project Psychographics to Life
Living Our Brand Business units interpret the Marketing department

workshops new brand positioning changes
Employee psychographic “One Stop Shop” project From Promise to Experience

profiling Linking the brand to customer
Intranet success stories
satisfaction surveys
Launch event
Hiring & job evaluations
New Brand Book adapted

Attention
… to the problem & opportunity
• The voice of the customer can highlight the

problem in powerful ways
• Yet problems alone do not motivate, this requires
a vision for the future
• Top-down attention faces barriers of relevance,
trust and clogged communication channels
Vision exercise —
”Going the extra mile”
CEO address to all employees

Awareness
Keep the brand clear & simple
Brand as an articulation of business strategy
"Cheshire-puss … would you tell me, please, which way I

ought to go from here?"
"That depends a good deal on where you want to get to"
"I don't much care where"
"Then it doesn't matter which way you go"
-- Lewis Carroll's Alice's Adventures in Wonderland

Awareness
Little and often
• Employees were always informed before the market

• Weeks before, interviews with senior managers
published on the intranet
• Branding intranet zone launched one week prior
• Branding day
• 28 employee breakfasts around the country
• CEO’s 30 min. presentation on the branding process
broadcast in real-time
• Included an employee brand video
Employees were well prepared to discuss the
changes with customers, friends and family

Acceptance
… via opinion leaders
“Rising Stars” brand ambassador

workshops, reached 90% of
employees starting with the CEO
and top team

Internal brand engagement
Organizational 6As heat map
BU 1 BU 2 BU 3 Fn avg.
Function A
Level 1 65%
Level 2 45%
Level 3 50%
Function B
Level 1 80%
Level 2 60%
Level 3 53%
This organisational
Function C “heat map” (or traffic-
Level 1 48%
light system) is
Level 2 54%
Level 3 57%
explained in Module 5
under “metrics that
BU avg. 57% 78% 39% matter”
Organisational engagement versus
Note: Organisational and brand engagement are
not independent. For example, understanding
... brand engagement
one’s role in delivering the (brand) strategy drives
organisational engagement.
antagonists advocates
high
organisational
engagement agnostics alienated
(e.g., Q12*) low
low high
brand engagement
(6As)
© Nader Tavassoli 2015 https://strengths.gallup.com/private/resources/q12meta-analysis_flyer_gen_08%2008_bp.pdf see p10-11 61
The 6As
Segment your internal audience
Antagonists Agnostics Advocates

listen, use & isolate if stimulate Empower & promote
can’t convert
Lack acceptance
Lack advocacy

Lovemarks
The love-respect axis

http://www.saatchikevin.com/lovemarks/loverespect-axis/
Advocacy
Beware the barriers
“… bad profits are earned at the

expense of customers, good profits
are earned with customers’
enthusiastic cooperation”

Advocacy
Purpose, not money, motives
• Money can’t buy you love” …
• The purpose of human life is to serve and to

show compassion and the will to help others.”
– Albert Schweitzer (1875 - 1965)
© Nader Tavassoli 2015 https://www.youtube.com/watch?v=SMwZsFKIXa8 65

Module 4
66
Action
Most brand books are lack behavioural elements
Guide to behaviour

Action
Concretising abstract concepts
“I hear and I forget.

I see and I remember.
I do and I understand.”
– Confucius

Action
From cost to on-brand business opportunity
– Engineer gets called to fix faulty set-top box

– Checks telephone and broadband signals
– Fits an attenuator to speed up broadband connection
– Explains how to use the video-on-demand service the
customer has never tried
See “Dig Deeper” exercise from

Module 2 “Designing Brand
Experiences” and Module 3
“Connecting the Dots”

Action
From keystone habits organisational routines

Module 4
71
Adherence
Aligning metrics (generic example)

Adherence
Celebrating “quick wins”
On-brand intranet
– celebrating quick wins
– idea sharing
– etc.

Adherence
Measurements & rewards
• Staff able to choose own 5 brand-based performance goals

e.g., simplicity, quick
• Changed customer satisfaction survey to reflect the brand
positioning
e.g., integrity, trade knowledge, flexibility, interest in
assistance, simplify concerns/affairs
• Alignment of customer- and employee satisfaction survey

Adherence
Brand practices
On-brand
recruitment
ad
(see Module 4 video on
“Brand Practices”)

From brand authenticity …
… to brand integrity
Hypocrisy – when actions

belie espoused values
Integrity – when actions are

consistent with values

Module 4
The ABCs of behaviour change, part 1
77
(Answer: “Just one, but the lightbulb has to really want to change!”)

Behaviour change
A diverse set of challenges

ABCs of behaviour change
Some aspects to consider
Barriers
Antecedents Consequences

Antecedents
Problem awareness
https://www.youtube.com/watch?v=cDYqTqu4eG0

Antecedents
Capturing people’s imagination
© Nader Tavassoli 2015 Example from Kotter & Cohen’s (2002) The Heart of Change 82
Antecedents
The reward’s context
2x
© Nader Tavassoli 2015 Wansink, Painter & Lee (International Journal of Obesity 2006) “The office candy dish: 83
proximity's influence on estimated and actual consumption”
Barriers
Implementation intentions
Version 1:
“Do you plan to floss?”
People flossed 8 out of 28 days and provided a 2.5 out of 6 habit rating
Version 2:
“When and where do you plan to floss?”
People flossed 19 out of 28 days and provided a 3.8 out of 6 habit rating
For a review, see Gollwitzer (American Psychologist 1999) “Implementation intentions: Strong effects of simple plans”

Antecedents
Behavioural goals
Leading Lagging
Top management
pressure 100% 100%
Goals for results 89% 86%
Goals for behaviour 89% 33%
Defined roles and

Responsibilities 100% 66%
Vision aligned with

business issues 100% 56%
© Nader Tavassoli 2015 Beer, Eisenstat & Spector (1990) The Critical Path to Corporate Renewal 85
Module 4
86
Barriers
The “default” or status quo
12%
99%
© Nader Tavassoli 2015 Johnson & Goldstein (Science 2003) "Do defaults save lives?" 87
Barriers
… versus incentives

Barriers
… versus incentives
© Nader Tavassoli 2015 Source: UK Government Behavioural Insights Team 89

Barriers
Competition between near “want” and far “should” goals

Goal competition
Levelling the playing field when in the moment

Module 4
92
Consequences
Are they relevant for the doer?

Consequences
Relevance

Cosequences
Purpose = relevance
No effect 33% more

soap use

Consequences
Seeing progress
34%
19% redemption;
redemption 4 ½ days
faster
© Nader Tavassoli 2015 Kivetz, Urminsky & Zheng (Journal of Marketing Research 2006) 96
Systematise it
“Motivation is what gets you started, habit

is what keeps you going” – Jim Ryun

Module 4
98
Two medical innovations
Which was adopted faster?
Anaesthesiology 1846 Aseptic surgery 1867
© Nader Tavassoli 2015 From: http://www.newyorker.com/magazine/2013/07/29/slow-ideas 99

Global change in < 1 year!
Antecedents – highly noticeable problem
Barriers – none
Consequences – for patient and physician

Anaesthesiology 1846

Continued efforts for change today!
Antecedents – invisible (unknown) problem
Barriers – nuisance for physician
Aseptic surgery 1867 Consequences – for patient only

A few hints (on a much bigger topic)
Barriers
• Change the
context
• Align goals
Antecedents Consequences
• Highlight the problem • Make the behaviour relevant
• Plan for behaviours • Reinforce it to create habits

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Brand Management:

Aligning Business, Brand and Behaviour

Professor Nader Tavassoli

Brand practices, part 1

© Nader Tavassoli 2015 3

© Nader Tavassoli 2015 4

7 Brand metrics & returns

6 Brand practices & engagement

5 Brand leadership & alignment

4 Brand acts at “moments-that-matter”

3 Brand touchpoint matching

7 Brand metrics & returns rewards

6 Brand practices & engagement HR & people

5 Brand leadership & alignment codes of behaviour

4 Brand acts at “moments-that-matter” behaviour

3 Brand touchpoint matching  employee journey

© Nader Tavassoli 2015 6

© Nader Tavassoli 2015 7

Cheap Customers &

© Nader Tavassoli 2015 8

Brand purpose – “Freedom to fly

“Don’t ever take a job—join a crusade!

© Nader Tavassoli 2015 10

Brand practices, part 2

© Nader Tavassoli 2015 www.southwest.com/travelexperience/ accessed on 29/08/2015 12

Herb Kelleher, their “zany” founder

© Nader Tavassoli 2015 13

© Nader Tavassoli 2015 14

© Nader Tavassoli 2015 15

“Don`t tell ‘em

© Nader Tavassoli 2015 16

Brand practices, part 3

Work Attracting Selecting Landing

environment, Redeploying On-brand

© Nader Tavassoli 2015 18

© Nader Tavassoli 2015 20

Customer value The freedom to fly

© Nader Tavassoli 2015 See www.southwest.com/html/about-southwest/careers/workperks.html 21

© Nader Tavassoli 2015 22

Getting the right people.

Getting people right.

© Nader Tavassoli 2015 23

© Nader Tavassoli 2015 24

“We look for

“If you were to talk to some of the other

… Woody wasn’t always the outgoing

© Nader Tavassoli 2015 Source: Inflight magazine 27

“Application Fees? No Way!

© Nader Tavassoli 2015 Source: www.southwest.com/html/about-southwest/careers accessed 30/08/2015/ 28

© Nader Tavassoli 2015

“Our people are our single greatest strength and

At one point, Southwest had 4 aggregate metrics behind a company-wide program

© Nader Tavassoli 2015 32

• In 2015, the 7th most admired company in world (Fortune)

© Nader Tavassoli 2015 33

Helen Edwards, co-founder & director

© Nader Tavassoli 2015 35

4. Convince me 5. Reward me 6. Remind me

Interactive Awards DVD

© Nader Tavassoli 2015 36

© Nader Tavassoli 2015 38

© Nader Tavassoli 2015 39

© Nader Tavassoli 2015 40

© Nader Tavassoli 2015 41