Building lasting, effective brands takes time and there is no one-size-fits-all process but how about taking the help from all the resources you already have at your disposal. Your workforce could be your Brand Force if you know how to turn them in to your Brand Ambassadors. In a global environment, diversity breeds learning. The flexibility is approach gives room for creativity and innovation. Personal branding highlights the unique attributes of an individual in the delivery of company objectives. Managers are redundant. A flat system of hierarchy is preferred with each individual motivated to manage their own brand with their actions and achievements.

1. BRAND FORCE
Turning Workforce into

2. BRANDing
Employers talk about

3. signalsSignal #1 : Relevant
Signal #2 : Communication
Signal #3 : Teamwork
Signal #4 : Interested
Signal #5 : Interesting
looking for

4. InterviewsQuestion #1 : Tell us about yourself?
Question #2 : What do you value?
Question #3 : What are you passionate about?
Question #4 : What motivates you?
Question #5 : What makes you remarkable?
in your

8. “Influence is central competence
that all soft skills have in common”

9. Personal Brands
Aggregate to
CORPORATE BRANDS

10. EMPLOYEESare the new face(s) of
corporate culture

11. How to turn our
workforce into a
brand force?
Understand Branding:
How your workforce
can aggregate to
brand force
Recognize Employees:
Identify the right
ambassadors from
within
Activate & Measure:
Listening and
measuring brand
impact
1.
2.
3.

12. 1. Employee Branding

13. Employer  Employee
Personality encourages Engagement
Engagement leads to Contribution
Contribution adds Business Value

14. “One of many” yields in no
unique contribution and a
lack of creative output.
Corporate cultures that
fall in this category
value standardization,
control and a well defined
structure.
Nobody is excited about the
commodity. Undifferentiated
Output, having no
competitive advantage.
Works well with intra-
company products and
infrastructural activities.
Managers are valued heavily
in this system to keep the
cycle running.
Conformity  Commodity
Conformity: Arch nemesis of
innovation

15. Conformity  Commodity
Conformity: Arch nemesis of
innovation

16. The flexibility in approach
gives room for creativity.
It highlights the unique
attributes of an individual
in the delivery of company
objectives. A flat system of
hierarchy is preferred. Each
individual manages their own
brand with their actions.
Individual contributions
matter. Each individual
works harder for their own
credibility. Outcome
improves as innovation is
not just placed in the
initial idea but in the
whole process of
contribution.
Individualism  Innovation
Globalization: Diversity breeds
learning

17. Case Study

18. Did You Know?
In 1983 Harley-Davidson faced extinction. Twenty-five years later,
the company boasted a top-50 global brand value of $7.8 billion.
Central to the company turnaround, and to its subsequent success, was Harley’s
commitment to building a brand community: After the 1985 leveraged buy-back that
saved the company, management completely reformulated their competitive
strategy and business model around a brand community philosophy.
Harley re-tooled every aspect of organization – from culture to its operating
procedures and governance structure - to derive its community strategy.
Full Story

19. Did You Know?
Harley staffed all community outreach events with employees rather than hired
hands. For employees this regular close contact with people they served added
such meaning to their work that the weekend out-reach assignment routinely
attracted more volunteers than were needed.
Many employees became riders and many riders joined the company. Executives
were required to spend time in field with customers and their operating
philosophy was re-enforced during new employee orientation.
Decisions at all levels were grounded in the community perspective, and the
company acknowledged the community as the rightful owner of the brand.
Full Story

20. RESULT
Harley-Davidson sustains a large brand community which keeps active through
clubs, events, and a museum. Licensing of the Harley-Davidson brand and logo
accounted for $40 million (0.8%) of the company's net revenue in 2010. Full Story

21. 2. Recognizing Employees

22. Identify&
Encourage

23. STEPS

24. IdentifyPersonality
Traits
&
Behavioral
Attitudes

25. ANALYSIS
d i
S C
Step #1 : Broadly Identify Personality Traits
Link to: Assessment | Analysis

26. Step #2 : Check for Brand Archetypes
Link to: Arbunize| YouLab

27. Step #3 : Check for Brand Footprint
Link to: Arbunize| FullContactAPI key: Generate an API

28. Develop
Culture
&
Create an
Environment
Encourage

29. Step #4 : Develop a culture / Craft an Identity

30. Step #5 : Develop a (Brand) Plan

31. BrandingToolkit
Reference
CV
Portfolio
Step #6 : Encourage to build inventory

32. Step #7 : Choose the Right Tools & Channels
Online Profiles PR channels

33. 3. Activate & Measure

34. Step #8 : Listen to social media and Benchmark
Link to: Google Alerts Google Trends SocialMention RepuIndex

35. Step #9 : Setup to Monitor
Link to: Radian6 Google Analytics

36. Step #10 : Measure & Repeat

37. RECAPStage 1: Understand Branding: How your workforce can aggregate to brand force
• Changing corporate landscape by impact of Social Media
• Why employers need it
• Why employees need it
Stage 2: How to identify the right ambassadors from within
• Personality assessments
• DISC analysis; Spot Exercise
• Understanding Brand Archetypes; Spot Exercise
• Incentivize internally
Stage 3: Measurements – Measuring brand impact
• Individuals (Tools like , Google alerts, Brand yourself, Arbunize)
• Corporates (Tools like, Radian6, Google Analytics, etc)

38. BRAND FORCELET’S GET BETTER…

39. …@ CONNECTIONS

40. MY
BRAND
SHIVAM DHAWAN

41. MY
BRAND
SHIVAM DHAWAN
Connect -

42. SHIVAM DHAWAN
Connect -
Or just say Hi!
MY
BRAND