[MUSIC] Hi, welcome back. In this first lecture of this module, we introduce the concept of the brand engagement program. In the last lecture, we talked about how you could create and deliver a brand communication and training program, which is the first of the three steps of the brand engagement program. In this lecture, you will learn how you can embed the brand throughout the organization. However, before we begin, you need to select some key people who will be your brand champions, or brand ambassador teams. These are individuals that meet at least two criteria. They identify themselves with the company more than the average, and they have the capacity to communicate and lead initiatives. If you're a start-up with a small group of employees, you might want to recruit an outside person to help you with the task at hand. The brand champion team will have the responsibility of the daily operations of the brand engagement program. The team defines how to embed the values in every prioritized touchpoint in the short term, and plans and leads the brand engagement program in the long term. Since they will be responsible for developing the communication campaign and trainings that we discussed in our last session, you should consider enlisting support from a creative or graphic designer, or copy writers that can help you. However, what we have seen is that in some of start ups, the best works comes from internal people through contest, we'll talk about this. Member of this team also have individual responsibilities at their functional or department level. Their role is to ensure that the brand is brought to life in the key touchpoints, those we discussed in our last module. They will do this by defining sub-teams, which many times involve more than one function, that work on embedding the desired experience at the prioritized touchpoint. In summary, the brand champion team defines priorities, divides in functional sub-teams. Defines outcomes and work plans for each initiative, recruit functional people, provide guidance in implementing, are the go to persons for assistance, create communication content and training. And follow up on the implementation of metrics. And finally, ensure the rewards initiatives are followed through. What time commitment does it require from brand champions? In our experience, this group requires an initial two to three working sessions to establish priorities and a master plan. Once activities are defined, it is a part time job which also requires recognition from the organization, ideally from top leadership. We will talk about it. So let's dive into the five steps of embedding values at key touchpoints. First, you should analyze whether you need to divide your touchpoints into sub-touchpoints. Second, you need to define that ideal experience. Third, you refine the ideal experience. Fourth, we test the ideal experience, and fifth, we generate an implementation plan. Let's begin with the first of these steps. Breaking down your touchpoint into sub-touchpoints. For example, a real estate company had a touchpoint of a sales and leasing center. What are the sub-touchpoints that you would consider? Examples of sub-touchpoints might be the parking, the furniture, the music, the sales and leasing agents, very important. The amenities offered, food and drinks, etc. Once we've identified these sub-touchpoints, you want to define the minimum required that each needs to be competitive. In our sales and leasing center example, the parking would need to have at least a specific number of parking spots. Or the furniture should be clean and easy to maintain. Or the music should serve as a background to enhance customers' tastes. Now we move into the second step, which is defining that ideal experience. You need to look at each of your brand value definitions and evaluate how they can be represented. For example, if one our brand values is that the brand is defined as being sustainable, you might consider having a self-lighted car parking using solar panels. Or, the sub-touchpoints, you would consider whether materials used are recycled or recyclable. You should highlight all of these details with communication throughout your touchpoints. And the third step is to refine that ideal experience. You want to identify elements which could potentially enhance the ideal experience that you have defined. How do you do this? Make an analysis of the same touchpoint, or sub-touchpoint, for your major competitors, or another company in the industry which you admire in an out of category organization. Then, use this information to revise the outcome of the previous step. Make sure that you've had added is aligned with definitions of your brand values. The fourth step is to test that ideal experience. The best way to test this is to present these touchpoint explanations through images to your target customers, or your most loyal customers, because that will make them even more engaged with your brand. However, many times, we don't have the luxury of being able to access them. And you should carry out roleplaying with friends or colleagues from work, where they become your target customers. If you give them a thorough explanation of your customers' behaviors and attitudes, they can become your sounding board for testing. The last step is to generate an implementation plan. Once all critical touchpoints are designed, implementation follows the general rules for any complex project management. Just as a reminder, here are the key elements of successful implementation. First, you need to define action items, take that touchpoint design and translate into tangible action items and metrics. Second, take the desired ideal experience, the customer view, aligned with brand values, defined with metrics that will guide the performance of the sub-touchpoints and identify the organizational requirements that you need. You should consider what processes are involved in the delivery, what people skills are needed, and what implications in systems that the experience require. These organizational requirements will be the basis for your activity plan. Afterwards, you should determine milestones and timings, defining the most critical elements during the process and set a completion date. Also, you should assign roles and responsibility to determine who is responsible for what, and who should be consulted. You should establish tracking mechanisms to monitor implementation progress on a regular basis. Lastly, you can define a touchpoint governance initiative. Our recommendation is to have a steering committee that meets regularly to oversee the performance. Although this part of the brand engagement seems like a daunting task, it is something that you don't do holistically every year, but every so often, or when you launch or re-launch your brand. Or even when faced with a difficult competitive situation. Also remember to focus on those key touchpoints that make or break the customer experience. Now let's think about our small lemonade business. Suppose that we have a website and five stands of lemonade in your neighborhood, each with two employees. Think about how you would embed a brand at these touchpoints. Now that we know how to embed the brand throughout the organization, we need to learn how to measure and reward brand behavior. That is the topic of our next lecture. See you then. [MUSIC]
