enhance the probability of success, the objectives of the brand identity building
campaign must be clearly defined and results must be carefully measured against
objectives. Is the object to create awareness, the creation of favourable attitudes
or the enhancement of organizational identity, and why? Is the goal externally
oriented or is the focus more internal, with the aim to increase employer moti-
vation and attract better recruits? No matter what the goal is, it is important to be
very clear on why brand identity activities are needed and what the company
wishes to achieve with such activities.
It is also necessary to consider whether the organizational structure of the
company suits the aims of brand identity. It is important to understand the forces
that drive particular types of organizations. Having established goals and organi-
zational structure, it is time to involve employees in the brand identity project.
Often, too much energy is used on attempts to change employee attitudes and
behaviour in practice. Best-practice cases have indicated that efforts ought to
focus on the translation of brand values into real-life experiences that can be used
on any occasion. It is often difficult to get all employees to actively support brand
identity programmes. A good way to ensure daily involvement and commitment
can be to give employees ‘out of the box’ experiences on a regular basis through
events and sponsorships; this can provide real-life experiences, building
commitment and sharing. Instead of trying to implement and align identities
through communication only, these real-life experiences can inspire employees to
activate the brand promise in their everyday working environment. Sharing of
real-life experiences among employees is a good way to bring the brand identity to
life internally and ensure that employees live the values and the organizational
identity of the brand.
The identity approach 75Box 5.7 Living the brand: all about the people of Quiksilver
‘Living the brand’ is a construct that describes brands building on ideas that
are so powerful that employees engage to such an extent that they are not
only employed by, but ‘live the brand’. These brands build unforeseen
employee involvement and commitment. Employees internalize brand
values: brand values, symbols and stories keep employees’ behaviour
aligned with the values of the brand. This enables them to deliver the brand
promise to consumers, hence acting as key co-creators of brand equity. The
companies succeeding in this benefit in terms of higher productivity,
enhanced financial performance and greater intellectual capital.
Australian surfers Alan Green and John Law founded Quiksilver in 1970.
Greenie and Law started Quiksilver by redesigning the surfer’s board shorter
using a fabric that dried rapidly, with Velcro and snap closure. These features
were exactly what board riders demanded and the product became a huge
success. The founders had insights into the needs of board riders because
they themselves were part of that environment. This insight was what laid the