Brand Values

Discussion between Lee Shorter, Practice Manager at Aquent, and Paul Nelson, Managing Director of BrandMatters.

You can view the video interview on our YouTube channel here or scroll down to view it at the bottom of this article.

PN:
At BrandMatters, we're experiencing a sharp increase from the market and our clients with enquiries for employer branding and employee value propositions, or what we call an EVP. Joining us today is Lee Shorter from Aquent, a global workforce solutions organisation, to discuss the current state of the employment market here in Australia.

Lee, a lot's changed in the past 18 months in the world of recruitment. Attracting and retaining talent has become a major challenge being faced by many organisations across Australia and around the world, where closed borders have had a huge impact and led to skilled immigration shortages. Lee, as a professional in the area, could you set the scene for us? What are the major challenges organisations are facing in recruitment at the moment?

LS:
Over the past sort of 12 to 18 months there has been a complete shift in the market. We have gone from being in the midst of COVID, where we had businesses making huge rounds of redundancies for obvious reasons, contractors being let go. So, we had a lot of candidates on the market that were looking for jobs, but companies were not looking to hire. Now that we're through the worst of that and coming out of the back of it, there's been a complete shift to how companies are really picking up their hiring efforts, looking to build up their teams again. Projects are kicking off again, funding is being given for new projects. Everybody is now looking to hire and they're all needing the same skill sets.

They've all got volumes of roles that they're needing to fill and so it's a really competitive market. We've shifted from having lots of candidates and no jobs, to now having not many candidates but a lot of jobs. That's means it's taking a lot longer to hire, and companies are needing to be flexible with the way that they recruit and the people that they recruit. And it's also having a knock-on effect to existing workforces because they're the ones that are having to pick up the slack. So that then creates a problem for the employees who are potentially feeling overworked and then maybe looking to leave themselves which is then further adding to the already difficult problem.

PN:
Aquent specialises in placing digital and creative talent in the brand and marketing and creative services industries, so in your experience, what are these employers looking for in an organisation? What are the main factors driving their decision making?

LS:
We do a lot of research into this, and our data shows that a very small percentage of people are active with their job search at the current time, probably only about 15-16% of people are actively looking. These are people that are on SEEK, on LinkedIn, on company careers pages, reaching out to hiring managers, trying to find an opportunity for themselves, but still a very small percentage. What the data also shows is that around 60% of people, if they are approached about the right opportunity at the right time, would consider a move.

And so that's very important when it comes to things like employer brand, the ways in which we can entice people to an organisation, what would prompt them to leave one role for another role if they're not actively looking. Things like pay is obviously important. We're seeing an increase in salaries because the demand is so high, people are looking for up to around 20% increases to change jobs, which is quite considerable. But I think that the top three things that people would be looking for and why they would change jobs would be interesting and varied work, strong leadership, and most importantly, flexible working.

PN:
That hybrid working these days has changed everything, hasn't it? If you don't have it, then it's an absolute turnoff. Losing good people is always tough on organisations, especially losing creative people or those highly valued by clients and service organisations. So, what makes talent leave good jobs?

LS:
There are a couple of reasons, the main one being poor leadership. People are three times more likely leave a job because of poor leadership than they are for more money. People think, "Oh, you're looking to change jobs, it's because you want a bigger role, or a larger role, or things along those lines", but really most people are leaving managers, rather than jobs. That creates a problem. In this scenario, there are things that can be done in terms of leadership coaching to increase staff well-being and happiness.

I think that as well as that, placing importance on retaining your existing workforce, rather than throwing all of your efforts into hiring new staff is critical. People more likely to consider leaving in a situation such as, “I'm coming to the end of my contract, but nobody's spoken to me about an extension, all they're concerned about is bringing new people into the business”, or if “I've been pushing for a promotion for the past 18 months and all of a sudden, they're hiring for the role that I feel like would be a logical next step for me”, again, these are all reasons why people would look to move on.

PN:
In terms of attraction and retention and the role of employer branding: what are organisations doing retain their best and their brightest?

LS:
There's a lot that can be done in terms of attracting new people to your business, but that should not come to the detriment of the existing workforce. So, keeping your existing workforce happy should be a key focus. An unhappy workforce is going to spread externally because if people can see that average tenures are really short, people are leaving at six-12 months in, then that is going to make them think, "Oh, actually there's something inherently wrong within this business and that's probably not something that I would want to get into myself." And people know people, and especially in the creative and marketing industries, people have friends that work in the industry, they will talk, people will post on LinkedIn about positive experiences they're having with a particular employer. So that all plays into ways in which they can attract people to a business.

I think it's important as well for businesses to really speak to their top performers and see whether internal people are perceiving their brand in the same way that the company thinks that their employee is, or external people perceive their brand, because they can be two completely separate things. That can be done through things like interviews or surveys with your staff, they're the ones that are living and breathing the brand and its values and then trying to link that into your employer brand and your employee value proposition, so that it really resonates with the existing workforce.

PN:
We do a lot of work in employer value proposition development and the market has moved quite a bit there, which is the rate of inquiry coming through to us with people seeking to work out. How do I attract and retain the best? How does my organisation be known as the place to work and the people to work with? So, I guess the question is around employee value propositions, how important are they in overall terms? Do you hear a lot about them in your day-to-day activities at Aquent?

LS:
It's extremely important. We hear about it all the time and it's something that we are consistently asking our clients because we are representing their brand to the market. We need to know the ways in which we can entice people to their business, when there's so much opportunity out there for people. How can we position you as the right next step for them to take in their career. So, I think you need to look at your employee value proposition and really see whether that actually aligns to what's important to people now.

Previous employee value propositions may have contained things like, “We've got a strong office culture and we have lots of social events, we've got ping pong tables and a beer fridge”, all of this kind of stuff. But if you are not in the office, that's irrelevant. And so, your value proposition then needs to pivot and align to what's important: flexible working, long-term opportunities, career development, education and training, all of these kinds of things are what people value. And so that then needs to be translate across and into your employee value proposition.

What I also think is that companies, particularly when they're looking to attract new people to their business, are placing too much importance on what they want and what they need versus having a strong employee value proposition that's going to be employee centric. We always link it back to this notion of, what's in it for me? If you have a look at a job description or a job advertisement, and you'll see a laundry list of, “We need five years’ experience in this. You must have experience in that, this software is of vital importance.” You can actually turn people off, when instead reframing that to “What are you actually going to get out of it? What benefit are you going to get from working with us? We can offer this, the projects that you'll work on will allow you to do X, Y, and Z. This is what our employees are saying about us.” People then no longer have a reason to turn down an opportunity, but rather look at it and think, "Actually, this is something that I really want to explore."

PN:
It feels like there's a real mutuality there, where rather than the employer just saying, "Here's what we expect of you”, the employer is also being able to go back to the employee and say, "Here's what you can expect from us in return," so that mutuality actually occurs.

You've also talked about the fact that the market has changed, and organisations have had to pivot, especially as they have done through the working from home with flexible and hybrid working environments. Given all that, how many organisations are you seeing that are actually updating that employee value proposition, or just leaving it live and relying on what they used to say, to attract and retain the best versus updating it to a more current context?

LS:
I think that there are some companies that are updating, but definitely not enough and I think it really needs to be looked at. Firstly, if you don't have an employer brand or an employer value proposition as it is, then it needs to be pulled together. If your EVP needs updating, it's important that you involve your people in that process. They're the ones that are living and breathing your brand and its values on a daily basis. They're the ones that really should have input into what these brand attributes are, and this can be done through things like workshops. I always find that an external party facilitating that helps because there's no bias either way towards an organisation, or its people, or its values. And when operating in a workshop environment, as yourself what's important to you? What do you enjoy about working for this business? What opportunity have you been afforded?

It's also important that it's not just words on a page, that once you've assembled your employer brand and you've put together an employee value proposition, that's seen to be actioned, people know and are actively aware of it. If your employee value proposition contains things like, “We value training and development and lifelong learning”, but in reality, you don't afford people the opportunity to go and do courses or attend conferences or events or get paid time off to complete an education course that is really going to benefit them, then this will not benefit business. If you're not living and breathing the values that you say that you have, then it's pointless really. And the same goes with various other things like diversity and inclusion, if that's part of your EVP, ensuring it actually is and that it isn’t just a token gesture is critical. For example, do you have D&I counsel? Are you placing importance on diversity and inclusion? Are you including that in your hiring processes? Are you affording opportunities to the same people regardless of their background, or their gender, or their religion? All of these things are critical.

I think companies need to get better at that, it's not just about having a strong employee brand, or a strong employee value proposition, but actually bringing that to life within your organisation. Say, for example, we've seen things like having an employee value champion, where certain people within the business that really embody everything that your values stand for, having them get involved in the onboarding process of new starters and educating them on what the values are and how they can help bring that to life. And it comes back to getting your people involved because as I said, they're the ones that are living and breathing your values.

PN:
It just can't be posters on the wall or some nice creatively written words in a PowerPoint deck. It's got to be authentic, doesn't it? It's got to be demonstrated through leadership as well. They've got to live that and breathe it on a day-to-day basis, it's going to turn up for their employees on a day-to-day basis, absolutely. So, as we bring this to a close now, Lee, it's been difficult to predict the future with just so much change going on in the marketplace, but where do you see the talent market going over the next few years? And you importantly, how can businesses prepare for this?

LS:
In the immediate term, the companies that are coming out the back of the COVID and thinking right, we're now through the worst of it, we can go back to normal and go back to how things were, but aren’t realising that things have changed and change for the better, they're the ones that are really going to struggle when it comes to attracting and retaining staff. We were hoping or expecting that with borders reopening that we would see this influx of international talent coming into Australia, that hasn't really materialised as yet. I think that will take some time, I think over the next 12 to 18 months, we'll start to see that increase and so, that will definitely help.

But I think that the companies that will get through this next 12 to 18 months in the strongest position, are the ones that can align their values and what they're positioning to existing employees and potential employees, ensuring it really aligns with what they're looking for. So having a strong employee value proposition, having strong initiatives around diversity, inclusion, sustainability and demonstrating that they can offer career progression, that's of vital importance to people at the moment. If companies can start to implement this, they are going to have a happier workforce and a workforce that is going to advocate for them and attract other people into the business, people who are increasingly hearing positive things about this organisation. So that's how I see things playing out.

PN:
Lee, we really do appreciate you talking the time with us today. There are some deep insights you've provided and we are very grateful for them.

LS:
Thanks again for having me.

As the pandemic continues to transform markets and reshape the allocation of budgets, it appears that more accountable marketing is required to justify expenditure from C-Suite executives. These are audiences that are interested in heightened return on investment with decreased budgets, essentially expecting marketers to do more with less. 

But how can you drive return on investment with decreased budgets? Or generate cut through and differentiation in an overcrowded marketplace? 

This is by no means an easy task, having been made even more difficult by the competitive pressures of other organisations, who appear to be communicating more frequently, from a more defined position and with a more powerful brand to lean on.

Well, if they truly believe their organisation is adequately positioned to drive sales in the context of this turbulent market, we would put this to them:

How has your organisation sought to break through the surplus of similar companies, that employ similar people, with similar educational backgrounds, who have all recognised similar shifts in attitudes amongst their audiences, who have developed similar ideas to handle these situations, by producing similar products or services, that have similar prices and are of a similar quality?

If they could answer that succinctly and with purpose, we suspect that they would be in the minority.

In your organisation (aka the real world), although you are likely to have put in place new actions, responses and communications for both your internal and external stakeholders throughout this recent period, the influence of these factors has changed the composure of your future revenue generation, mostly by decreasing your capacity to generate interest and cut through. So how can you drive interest and sustainable differentiation in this unfolding marketplace? 

Expressing the purpose of your business through a grounded and truthful positioning statement

Defining your brand’s unique essence and positioning is the most effective way to drive differentiation and distinctiveness in your category. A brand’s positioning is the internal expression of its purpose. It is the business’ reason for being that goes beyond simply ‘making lots of money’. A positioning statement sits at the intersection of business and is used to inform sales and marketing strategy, product development, HR and hiring decisions and team culture. As a result of these components, it encompasses the experience your customer ultimately has with you.

A well-defined brand positioning represents the unique, relevant, credible and sustainable position that you own in the market. It ensures your clients and prospects can clearly tell your brand apart from your competitors. It specifies and expresses how your brand is unique and compelling, providing a reason to choose your brand over others. Brand positioning is also sometimes called brand essence, because it's the essential nature of your brand - its reason for being.

Powerful brand positioning binds the internal and external components together. It's the high-level idea that unites and guides all organisational activities, actions and behaviours, from organisational strategy, to the products you launch, the businesses you acquire, the way you communicate, how customers experience your brand and how your employees behave - it is the compass for the organisation.

But beyond this, what are some of the functional benefits of clearly articulating the essence of your organisation? How does it turn up as a advantage for the consumer, your organisation’s sales figures and your own marketing initiatives?

The tangibility of brand positioning in driving return on investment

We believe there are six key and comprehensive benefits for both the internal and external components of an organisation that can be achieved through unique, clear, relevant and sustainable brand positioning:

1. It ensures your brand stands out and generates cut-through in its category

2. It provides customers a reason to choose your brand over competitors, presenting them with a necessary validation of their choice

3. It enables your brand to charge and sustain a price premium, demonstrating both short- and long-term return on investment

4. It enables your brand to build trust with its key stakeholders – customers, employees, shareholders, distributors, partners, intermediaries – because you are consistently seeking to deliver on your promise

5. It helps your organisation attract and retain the best of employee talent – providing a single uniting force for all people to work towards, as well as an understanding of what is required of them to work for your organisation

6. Ultimately, strong and relevant brand positioning delivers clients who are disinterested in alternatives.

Positioning your brand for the future and driving ROI

Given the context of the pandemic, many organisations have experienced a decline in ROI due to heightened competitive pressures and a lack of differentiation in their positioning.

In an environment typified by reducing expenditure, marketing budgets are being tightened but are still expected to deliver the same (or better) return on investment. Driving this sales growth in this context is challenging, but the task is made even more daunting when organisations have not established a positioning to lean on.

If your organisation needs assistance defining the unique, clear, relevant and sustainable brand positioning that binds your strategy going forward, please feel free to get in contact with the BrandMatters team here.

6-point checklist for brands in managing a crisis.

As Winston Churchill famously quoted "Never let a good crisis go to waste". As a leader during crisis, he became more strategic, communicated both effectively and inspirationally. Brands can take some learnings from this during the COVID-19 crisis in asking how they maintain trust? How do I communicate and enhance consumer confidence?

In an era of corporate transparency and economic crisis, the actions of businesses, industry and brands are under greater scrutiny and judgement. It is vital that brands don’t knee-jerk react, but maintain their integrity, understand what their customers require, stay true to their brand values, and continue to communicate in the most appropriate and manageable way.

It is easy to get distracted, panic and make drastic, non-strategic decisions in times of crisis. But in the past (admittedly this crisis is unlike any other), those who hone their brand, that focus on communicating the right message at the right time will be well placed to see this through.

Here is a 6-point checklist for brands on a mission to find the light at the end of the COVID-19 tunnel.

1. Review your balance sheet - but not at the expense of your skills base

Now is the time to conduct a review and focus on what you don’t need. Financially reviewing your business and cutting unnecessary costs straight away, will allow you to focus on what is important and continue to move forward in a positive way.

When reviewing your operational and capital expenses, there will be a lot of challenging decisions, especially when it comes to human resources. Remember the value in employees, what they were doing for your business before the crisis, and how vital their experience and skills as we move through its duration.

Where skills are lost, a key question is how quickly would you be able to gain those lost skills back once the crisis is over? What is the cost-to-benefit ratio of future recruitment against current resourcing? Are there other ways to reduce overheads so as to ensure you maintain culture and morale?

As all organisations are looking to streamline their operations, it’s critical to figure out what you need and what is prudent to ditch. Look after employees, customers, and suppliers, as they are the three most important groups for your business when we lift out of this tough period.

2. Review your business strategy

Crises drive the need to reframe business strategy. How you are going to get through the next 3 months, the next 6 months, the next 12 months? Business has changed so dramatically since COVID-19 has engulfed the world. Of your revenue streams, which are still performing? Which ones can no longer be supported in our new reality? How ready are you for a more digital environment? Are there any easy to access opportunities within your current market that you could easily pivot to?

To survive, many brands have pivoted dramatically into completely new markets, where areas of demand have been identified as potential opportunity. Some great examples we have seen here are gin distilleries pivoting to hand sanitisers, or manufacturing companies producing equipment for healthcare professionals.

They have asked themselves the important question “What can we do with what we have?” The answer may not be what they were expecting, or what they dreamed their future would look like. But these pivots, transferring resources and skills into unfamiliar areas, may well be what keeps them alive for future business opportunities.

The key takeaway is innovate: think about every angle possible, and utilise your resources wisely.

3. Balance the short-term revenue generation strategies vs long term viability

A potentially damaging strategy that an organisation could take is to sit tight and wait for this crisis to blow over. There is no worse strategy than doing nothing. Fear can often lead to knee-jerk decisions such as selling off assets or cutting costs to the point where they cannot operate. An example of short-term reactive decision making, airlines and travel companies may have thought that holding on to their customers money would have allowed them to get through this period. It was soon obvious that for this sector, the crisis ran deeper than holding on to cancellation fees. This sector is not going to return to its former normality for some time, if at all.

Looking longer term, generating entirely new revenue streams is critical for the climb out of this downturn. There is a massive opportunity for brands to reinvent themselves in exciting and new ways to meet the demands of the world moving forward. Profits and dividends will come later if you make the right moves now.

4. Ensure you keep the communication clear, concise and consistent.

Now is not the time to underestimate the power of communication. Customers are online, they are watching the news, listening to latest updates and in their spare time, they are seeking their entertainment online or communicating with friends online. Now, more than ever, concisely and consistently reaching your audience (potential new and existing customers) is vital.

As a brand, you need to consider your communication strategy both internally and externally. Your messaging must evolve, be reflective of the daily situation and considerate to your customers’ needs, without being opportunistic or playing on fear.

If your website or social media communications have not evolved since the crisis began, your brand may be perceived as being out of touch, or insensitive. Regardless of what your product/service provision, you need to empathise with your customers. Place yourself in their shoes to determine what solutions you can offer to their problems. Your message must continually evolve as we move through the crisis, with a sense of togetherness that will keep you connected to your customers.

Internally, communication is just as important. Don’t ever feel like you are over-communicating with your team. With communication comes confidence and reassurance. Silence can breed anxiety.

5. Don’t stop marketing

Once you have your business strategy and messaging refined, the next step is execution. If you don’t start marketing, no one will be aware of your new positioning or messaging. If you haven’t already developed your marketing campaigns and lead-nurture sales funnels, now is the time.

Create content that resonates, educates and motivates your audience. Pick the most effective channels in which to focus your communications and ensure your marketing is highly targeted. Use your owned media as much as possible as these customers already know and like you. Customers who are already in your sales funnels, or engaged in your brand in any channel are an important asset. Now, and now more opportune than ever, is the chance to reach new audiences.

6. Review, Review, Review

Look at your current KPIs and ask: are these all still relevant? If met, will they help you survive this crisis? You need to be realistic in your goal setting. Now may not be a time to look at profit as a singular metric of survival: ensuring efficiency and effectiveness may be more beneficial, or activity vs output may be a more relevant metric.

It is also important to take the temperature of your audience, get a good read on whether your messaging is resonating, and how your brand is performing compared to your competitors.

Surviving the Covid-19 crisis in the short term may not be enough. Like past crises, it too will pass. However it will create a new normal, and it is in this context your organisation needs to learn how to thrive again.

What does it mean for a brand to be authentic? It has a lot to do with ethical behaviour but mostly it should be about telling the truth and demonstrating your commitment to this truth. Consumers are seeking out brands that do more than just talking about how great they are, they are looking for proof that the brand is willing and able to practise what they preach. It is increasingly vital that brands rise up to this challenge and prove to consumers they intend to live up to their brand promise.

Authenticity is not something you can create via a campaign. It needs to be demonstrated across every touch point and every moment the brand interacts with the consumer. Most importantly it needs to be true - not just a gimmick. Consumers are savvy and their expectations are high. According to last year’s Edelman Trust Barometer, the expectation on CEOs to step up and lead change was up to a record high of 65%. CEOs and CMOs can achieve this by working together to put brand purpose front and centre of the organisation.

Not only are consumers seeking out and choosing to support authentic brands, they are also actively calling out inauthentic brands (mainly via social media). The speed at which disapproval can spread is rapid, and the digital footprint left is extremely hard to reverse or repair.

As a brand strategy agency, BrandMatters work with brands big and small, established or start-up, to develop an authentic brand narrative and positioning. A brand’s story needs to be rooted in the brand vision and needs to ensure it addresses the target audience in a way that resonates with them and makes them believe the brand truly understands their needs.

In this time of disruptors and game-changers, no market, industry and category is safe from being called out or completely alienated by consumers. In the wake of the banking royal commission - a recent Roy Morgan Report indicated that 1.3 million Australians are considering opening new bank accounts in the next 6 months. In an industry where the hassle often outweighs the motivation, this number is staggering. ING and Bank Australia are two examples of financial services brands who have stepped up with a message that targets these consumers and are demonstrating how brands, even banks, can be good, ethical and authentic.

How can brands demonstrate their authenticity

Customer centricity 

Putting the customer first. This shouldn’t be a new concept, but for certain industries, complacency has taken over - performance has been measured by profits and dividends alone. This view is incredibly short sighted. Brands need to put their customers first if they want to survive long term. 

Longevity and consistency

Brands need to stick to their guns. Once they have developed and articulated their brand position and brand values, they need to find ways to communicate and demonstrate these values. Examples such as Nike, Lego and closer to home Qantas are legacy brands who have consistently demonstrated their values. They have managed to stay relevant and consumers appreciate this consistency because trust has been developed and consumers know what to expect from these brands.

It doesn’t mean that they can’t change, adapt or innovate - but when they do it must be in a way that is in-keeping with their brand position and brand values.

Purpose before profit

In the past, CEOs and CFOs have been told to put the shareholder first. Now, even their largest stakeholders are challenging this, and realising that ethics and sustainability needs to be part of the equation.

Many brands and organisations have implemented a corporate social responsibility policy (CSR), and actively support a charity or support the community in some way, shape or form. The main issue with CSR is it is often seen as a side responsibility that comes after profits. The values that lead to a CSR policy should be shifted over to become part of the brand values rather than a side project.

Brand research

Brands who care about what their customers are thinking and feeling will engage in brand research or brand tracking. Asking for feedback and continually improving based on the feedback will help brands keep a pulse on the market and the needs of their target audience. It inevitably will help them make decisions about the future of the brand and how to stay relevant. NPS is a great way to measure consumer sentiment. Simply put, understanding the likelihood of your customers recommending your brand is a great benchmark of your brand equity and customer satisfaction.

Many businesses have adopted the Net-Promoter Score as their dipping stick into customer satisfaction - if they see the levels change, this can trigger some more intensive investigation or research and lead to changes in the brand strategy.

Examples of brands that have succeeded in demonstrating their authenticity

Airbnb

Airbnb’s brand positioning is ‘belong anywhere’. The idea behind Airbnb (people essentially opening their homes for strangers to share) was incredibly reliant on building trust. More importantly, the trust needed to be two-way. The owner of the property (host) needed to trust the customer (guest) and the guest needed to trust that the offering from the host was authentic and genuine.         

To many, this seemed like an impossible level of trust and convincing people would be no simple task. Airbnb demonstrated their authenticity by implementing a system of support, connection and safety.

Further to this, they are continually standing up and shouting out about the things they value and believe in. Examples of this were their support for marriage equality and also their protest of the Trump travel ban with their campaign #weaccept. Not only did support for these issues align to their brand, but the message of acceptance is one that underpins the trust they have built in their community (both guests and hosts). Airbnb’s entire business model relies on establishing this trust, building relationships between strangers, which is essentially what every brand needs to do.

Bank Australia 

When reading Bank Australia’s vision and values you may well disbelieve it. Bank Australia was established in 1957, originally as the CSIRO Co-operative Credit Union. In 2015 it was renamed Bank Australia and continues its’ focus on ethical and sustainable banking - which is 100% owned by its’ customers.

The timing of the launch of their recent campaign was precise and resonated immediately with consumers who had lost faith in the traditional banks and were looking for a better alternative.

The campaign highlights how the brand is turning its values into action - for example by only investing in renewable energy and affordable housing solutions and not investing in fossil fuels.

 

Trust is earned through authentic interactions

At BrandMatters, we believe relationships matter, a positive relationship between your brand and your customer is fundamental to success. In a world where consumers are bombarded with choice, as a brand, you need to stand for something - otherwise, the consumer choice has no critical path and will end up being about price. Living and breathing your brand values (both internally and externally) will help you develop a strong bond with like-minded customers.

Creating buy-in from your employees - who in turn will become brand ambassadors - is a great first step (read more in our recent blog employers guide to re-building trust in a disillusioned world). Living your brand values internally - with a strong employee value proposition - is a great way to establish how strongly it resonates and will result in your employees becoming strong brand advocates, working from the inside out.

Starting with a strong set of principles, we can help you develop and articulate your brand’s purpose, and most importantly provide the tools to bring this purpose to life through authentic interactions with your customers.