internal communication, towards wwf's brand engagement

Octa Ramayana, MICM ‘09

MICM 2009-2010

LAST NAME

FIRST NAME

OCTA RAMAYANA

Group A

Student number 09081917

Phone number 0624166670

E-mail address [email protected]

FT or PT student FT

Module name INTERNAL COMMUNICATION

Tutor Name Amanda Coady

Assignment number

and title

2 (WWF Internal Branding)

“Towards WWF’s Brand Engagement: Think e-Globally, Act Locally”

Original Submission

or Resit

Resit

Word Count 3,009

Required submission Date (see schedule)

28 April 2010

This report is my own work; it has not been written by others. When using text from other sources, I have referenced sources appropriately by stating the author’s name behind their work (using the Harvard referencing method).

DATE : 28 April 2010

SIGNATURE :

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Towards WWF’s Brand Engagement:

Think e-Globally, Act Locally

Introduction

This paper suggests an internal branding strategy for WWF that would allow the organization to have

a brand with strong and credible reason that needs the whole organization to understand and believe

in.

Argenti (2009) mentioned that “internal branding is important to building morale and creating a

workplace where employees are ‘engaged’ with their jobs”. A great part of getting employees

engaged, involves communicating the brand values such that employees understand, embrace, and

weave them into their daily work – ensuring that employees ‘live the brand’ (Ind, 2007). Therefore,

WWF needs to focus on bringing to life the brand values to all employees across the entire networks

and offices globally. These values are: passionate and optimistic, inspiring and challenging, credible

and accountable, preserving and delivering results (WWF, 2010)

To develop a strategy in internal branding for WWF, this paper will use the SOSTAC planning model

which was developed by P. R. Smith (2005). The reason to use this model because it allows clarity

and simplicity that goes systematically through the steps it has to build in a communication plan, and it

helps to ensure that all relevant factors are considered.

1. Situation Analysis

WWF is a well established organization that is dedicated to reduce the degradation of the planet’s

natural environment (IMD, 2007). It also has a global network active in more than 100 countries

throughout the world (WWF, 2010). However, there has been much confusion and complexity around

the name. The corporate identity and the scope of activity that WWF undertook can be seen in the

history of WWF’s logo that kept on changing throughout the years (WWF, 2010). Therefore, analyzing

the strengths and the weakness of WWF’s element based on WWF’s global brand (Beyaert, 2004) is

essential to the development of the strategy:

STRENGTHS WEAKNESS

Activities Strong commitment to save the

nature and the people

Only perceived as a wildlife

protection organization

Internal Values Strong values for the

environment, passion to seek

new ways to overcome

challenges, and result driven

objectives.

Widely diverse and differentiated by

various level, speciality, region, and

also culture, which creates different

needs, and values which are not

unified across all networks.

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External view Long established, ethical,

serious, trusted, respected, and

moderate organization.

Passive, reactive, cuddly, old-

fashioned, and media shy.

Network Structure Strong collaborative organization

and supporters.

Diversity, fragmentation and various

degree of decision making from

different offices

Decisions generally made by

consultation and consensus

Image and Brand

Identity

Strong and recognizable (panda)

symbol, which also has big

impact in printing cost (WWF,

2010).

Inconsistent identity. Corporate

colour often differs from one country

to another.

Public confusion about image,

message/audience, logo and

names.

Financial Resources Loyal trusted funding sources.

Often more trusted than

companies and government

Limited budget for communication

activities and travel

eCommunication

Channel

All network office are connected

to the intranet

Limited resource and access due to

majority of employees is field based.

The analysis above reveals weaknesses that relate to misalignment on WWF’s brand values both

internally and externally. Internally the misalignment in values is due to the fragmented and

autonomous network structure, which leads to various cultures developing within each office.

Externally the misalignment is due to the lack of internal alignment on values. Internal alignment of

values stimulates a strong external image (Ind, 2007). This implies that WWF’s brand values should

be communicated internally and be clearly understood so that in time, they can be displayed to

external stakeholders to ensure the consistency. The lack of full access to technological

communication channels, such the intranet, poses challenges when implementing the strategy. This

implies that cost-effective options should be explored. The fragmentation of network offices indicates

that a clear structure should be put in place in terms of cascading information to ensure that all

employees receive information in a timely manner.

2. Objectives

The main objective of this paper is to create a possible cost effective internal branding plan in order to

obtain WWF’s consistency in its identity and personality across the entire organizations in order to be

globally recognized for their entire scope of activities.

For a short term, it is hoped to accelerate the process of educating and motivating the employees to

ensure they understand about new brand values through its activity by aligning, coordinating, and

unifying the updated brand message within the entire WWF network members and employees.

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Moreover, the employees need to be able to speak the message with one voice and deliver it

consistently to represent the brand globally. This will be made possible through a cost effective

strategy that would lean heavily on the use of electronic digital media.

The long term objective is to ensure that WWF employees ‘live the brand’ and engage the brand

values in their everyday work. This way, they will consistently deliver the brand promise to external

stakeholders.

3. Strategy

Identifying Target Audience

The strategy for this paper is to use internal branding as a vehicle for WWF’s brand consistency and

to communicate the new brand promise to the internal stakeholders. Therefore, this paper will focus

on the entire WWF network members and employees. The main target audience for the strategy is the

individuals who have wide reach across functions (MacLaverty, 2007) within each WWF network

office: general director, senior managers, HR managers, and communication managers. Therefore the

focus is to equip them with all information on the new brand values and the benefits they have for the

organization’s effectiveness. It is also important to equip them with knowledge of the various

leadership styles they can use they can use in order to effectively implement the new values within

their networks: Participative, supportive, exploitive authoritative and benevolent authoritative (Coady,

2010). Based on their wide reach within WWF, these stakeholders will lead the change. The

stakeholder that is targeted to receive information is all employees as they all need to be aligned on

the new values.

This paper also addresses another group of people who creates an affinity to the widely diverse,

differentiated type of speciality workforce, subgroups, or subcultures within WWF through its channels

of social networks. These people may not be heads of departments, but they have a critical linking

role of creating communication channels between the individuals in organization, as described by

Cross and Prusak (2002) as “key role players”. The key role players can be identified by mapping the

individuals in the entire network and organization by face to face communication which will be

elaborated in the tactic section.

Engaging with these people will help solve the problem of miscommunication between individuals in

cross culture or cross expertise areas in WWF’s offices or networks. This target group plays an

essential role and capability for connecting the people to different individuals within the organization

either locally or globally. They know how to find the relevant information through their social network

(Cross and Prusak, 2002). With an organization as big and diverse as WWF, it is quite difficult for the

executive and HR managers alone to manage and co-ordinate the people within the network and

organization that are spread in more than 40 countries that speak 15 different languages that creates

potential miscommunications.

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Message Strategy

The approach for the message strategy is to use the role of communication strategy for the internal

communication which is to Differentiate, Reinforce, Inform, and Persuade (Fill, 2006).

Differentiate: The WWF employees should be differentiated in regions, national culture,

divisions, specialty/expertise, and seniority. It is important to understand in different ways how

they will fit into the brand delivery. The main reason is that WWF employees also have different

interest, influence, values, and role playing process (Fill, 2009). Moreover, because WWF’s office

and network are located worldwide, the communication process also should be differentiated by

region with the similar time zone. For example WWF office in Indonesia, Malaysia, Australia,

Tokyo, and Thailand will hold web conference at the same time in order to create effectiveness

and efficiency to the communication process.

Reinforce: Communicating the desired brand itself is not enough. Ind (2007) stated that the

brand needs to be repeated consistently. Therefore WWF’s brand position should be reflected in

the divisions and activity of WWF. It may take a form of reminding the employees about the

benefits of behaving in a certain ways (Coady, 2010) to represent the brand and why consistency

gives more value to what they do to save the planet and the people.

Inform: Once the employees are differentiated, WWF needs to open the channels and regularly

inform the employees consistently to keep them up to date by modifying the information to be

relevant for WWF’s new positioning. This can be achieved by using WWF tangible

communication tools which will be elaborated in the tactics.

Persuade: After the information is consistently sent out, WWF employees need to be

approached to motivate their knowledge, attitude, and behavior towards the updated brand

image. They need to be reminded about the importance of their contributions, and the role they

play in delivering the values (Coady, 2010).

This approach will help to communicate and influence the WWF employees and create a bridge

between the strategy and execution (MacLaverty, et al., 2007). It enables to create brand consistency

by reaching the widely diverse and differentiated WWF employees.

Messages for all identified stakeholders will be frames such that they communicate the values of the

organization: passionate and optimistic, inspiring and challenging, credible and accountable,

preserving and delivering results.

Why go Electronic?

Due to the fact that many WWF’s employees are field-based (WWF, 2010) and to reduce the cost of

communication activities and travelling, electronic IT-based communication like the internet and

intranet will be used to spread information around the world in a fast and cheap way to reach the large

target audience. Using the technology also gives the opportunity to demonstrate and strengthen

WWF’s commitment to find the new solution to save the planet and people by reducing the use of

paper. WWF has the technology to provide it as a communication channel to support the internal

branding process. However, not everyone in the company has access to the necessary technology

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whether because of location or personal workload. Therefore, traditional information resource is still

needed to support technology which will be elaborated in the tactics.

4. Tactics

The next step is to develop the internal communication tools for the organization to implement the

delivery of the brand promise.

Tools Detail

WWF’s Executive and

Managers Briefing

Emphasize the importance of thorough understanding, support, and gain as well as

demonstrating commitment and engagement to WWF’s internal branding process.

The engagement of executives is crucial for the success of the internal branding

strategy, because they are the “culture carriers” and visionary (Argenti, 2009) within

WWF.

Open Door System Open channel for face to face communication between WWF’s HR managers or

senior managers to their employees that enables them to address their concern or

support to the current situation in WWF. It is also gives an opportunity for leaders to

find the key role players to get them on board and give direct support and

motivation through the process to cascade the information to their peers. Leader

would be the key driving change for the internal branding process (Ind, 2007).

Brand Kickoff* To give awareness about WWF’s image update and to reinforce and ensure the

development of the desired brand proposition (Ellwood, 2002) by including entire

WWF employees using internal publication announcement. It will give them

awareness and information on what will go on in the next few weeks or months, to

prepare their time for briefings, meetings, or trainings by the managers.

Internal Video

Publication*

Video visualization of WWF’s new brand positioning that is accessible through the

intranet to reach the employees which is spread throughout the globe. The audio

visual presents more information in a given amount of space and can simplify

complex concepts” (Wileman, 1993) which will give a good approach to the fact that

many employees are field-based and to give them more exposure to the new

positioning.

Brand Toolkit* / staff

handbook

Internal publication that explains the WWF’s brand architecture, colour palette, the

story behind the panda logo and other organization artefacts, code of conducts,

presentation template, and the instructions how to use the logo in daily basis to

make consistency of the new positioning through visual appearance to be delivered

to the external stakeholders.

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Staff Training and

Brand Workshop

Training for the managers and employees by reinforcing and assuring them how

they are involved as a part of the changing process and the benefits of representing

WWF’s new brand positioning. Using brand story and case study from an

organization that successfully dealt with change management as one of the tools to

leverage WWF’s brand value and brand identity (Coady, 2010).

Internal electronic

Newsletter or Notice

Board*

Updates on the project and activities to keep employees informed of WWF’s brand

positioning and the delivery of the brand promise that should be delivered

periodically and differentiated by the employees’ role to keep it relevant.

Brand Web Centres* Provide the whole text (presentation, management announcement, newsletter, etc)

and audio-video document information related to the WWF’s brand positioning and

its activity, and regularly keeping them up to date and relevant for the whole

employee to access via intranet for optimal e-learning.

(*) digitally distributed

5. Action

To develop and implement the internal branding strategy into an action, the tactics stated above will

be briefly defined by the people who is in charge and their target audience:

Tools Position in Charge Target Audience Details

WWF’s Executive and Managers Briefing

General director Senior managers HR manager Communication

managers

Video conference to entire WWF network and offices differentiated by regions.

Open Door System Senior managers HR Managers Comm. Managers Key role players

Managers Key role players Employees

Face to face internal communication in each WWF network and office.

Brand Kickoff* Senior managers Comm. Managers ICT and design team

Managers Key role players employees

Distributed globally throughout the entire WWF network and offices

Internal Video Publication*

Communication managers

Head of ICT and design team


Distributed globally throughout the entire WWF network and offices

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Brand Toolkit* / staff handbook


Key role players Head of ICT and

design team


Coordinated to develop a tailored toolkit to be relevant to the local language & culture in each WWF office

Staff Training and Brand Workshop

HR manager Trainee managers Managers

Key role players employees

Coordinate to develop a tailored workshop to be relevant to the local language & culture in each WWF office

Internal electronic Newsletter or Notice Board*




Digital distribution tailored to be relevant to the local language & culture in each WWF office

Brand Web Centres* Communication managers


Senior Managers HR managers Managers Key role players employees

Globally

6. Control

The measurement of an internal branding strategy is crucial in order to ensure whether the employees

understand, behave, and able to deliver the core brand value across the entire WWF network and

organization. “The control methods ensure that integration is working in practice, with necessary

improvements being made in the light of experience” (Smith, et al., 1999)

Measurement Tool Detail

Regular Staff Survey

WWF employees are asked about the elements of the brand promise and their values towards the new brand positioning in a confidential and anonymous manner to keep the objectivity of the response

They are also asked about the use effectiveness of the brand web centre to develop further evaluation.

It enables WWF to diagnose the bottlenecks or to create benchmark for the internal branding program (Fill, 2005)

The survey is conducted by using the intranet due to the fact that many WWF employees are field-based.

Management Web Conference

WWF managers from independent and non-independent offices communicate the reports from the internal branding process and the feedbacks.

Web conference will enable different WWF office to send their reports in a fast and efficient way.

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Supervisor Shadow Training and Brand Workshop

Supervisors from each local office observe how trainee deliver the material from the brand toolkit/guide to the staff and volunteers to reassure it’s delivered in a desired ways.

After the training session, participants (staff and volunteers) will be asked to fill a sheet of quick survey on how they accept the new brand positioning delivery to evaluate the effectiveness of communication process of WWF’s brand.

It can provide immediate coaching to reinforce appropriate behaviour (MacLaverty, 2007).

Performance Appraisal

Annual performance evaluation to give feedback, and enable managers to recognize the employees’ level of understanding

Ind (2007) argued that this process enable organization to allocate reward for the desired behaviour

Conclusion

Creating an internal communication strategy for internal branding in an NGO as big and diverse as

WWF is challenging. The complexity within its network and organization requires an involvement from

all WWF’s internal stakeholder with a strong commitment in order to have a clear and consistent

brand positioning, clear communication channel, and clear strategy. The role of leadership and key

role player helps WWF to overcome the barriers in the diversity by reinforcing and differentiating the

information through its communication channel. The communication channels and commitment

creates a clear path for the delivery of the information and inspires the employees to ‘live the brand’

and represent the brand consistently to the external stakeholders.

Strategy in this paper should be evaluated and updated regularly to create a consistent and ongoing

WWF brand delivery that could also be used as a clear solid base for recruiting employee that will

able to deliver the same WWF’s value in every part of the globe.

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Reference

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Cross, R. & Prusak, L. (2002). The people who make organizations go – or stop. Harvard Business

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Elwood, I. (2002). The Essential Brand Book: Over 100 Techniques to Increase Brand Value. London:

Kogan Page.

Fill, C. (2005). Marketing Communications: Engagements, Strategies and Practice. Essex: Pearson.

Ind, N. (2007). Living the brand. London: Kogan Page

MacLaverty, N., McQuillan, P., & Oddie, H. (2007). Internal Branding Best Practices Study. Canadian

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Wileman, R. E. (1993). Visual Communicating. New Jersey: Educational Technology.

Website

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http://www.unep.fr/scp/compact/dialogue/2004/pdf/WWF.pdf

IMD - WWF, the Global Conservation Organization, benefits from IMD's Leading at the Top Program

Available. Available at: http://www.imd.ch/news/WWF-the-Global-Conservation-Organization.cfm

WWF. (2010) FAQ: What is the Story Behind the Panda Logo of WWF? Available at:

http://www.panda.org/about_our_earth/faq/response.cfm?hdnQuestionId=26920021711544

[Accessed 22 March 2010]

WWF. (2010). Annual Report 2009. Available at:

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Others

Coady, A. (2010). Internal Branding Lecture 2010. MICM: The Hague University [Power Point

Presentation]

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http://assets.panda.org/downloads/wwf_int_ar_a4_di10_low_res.pdf

http://www.panda.org/about_our_earth/faq/response.cfm?hdnQuestionId=26920021711544

http://www.imd.ch/news/WWF-the-Global-Conservation-Organization.cfm

http://www.unep.fr/scp/compact/dialogue/2004/pdf/WWF.pdf

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