23 years experience working and consulting in brand positioning, communication, identity, growth and development.
Clients have included Johnsonville Sausage, The Hershey Company, Tully's Coffee, The Outdoor Channel, Living.com, Deutsche Post DHL, Corporation Service Company (CSC), Pepsi Foods International, Cadbury Schweppes, Beatrice Foods, Proctor and Gamble, PepsiCo, Nabisco, Miller Brewing Company.
Strategic focus group moderator and qualitative researcher conducting seminars and workshops in branding, concept development, positioning, and messaging and communication strategy development.
National marketing director for the Häagen-Dazs Company and senior product manager for Frito-Lay, Inc.
Board of directors, chief executive officer, Chief Marketing Officer, sales officers, Vice President marketing, Vice President Sales, are all potential candidates for selling the brand internally. Other projects run by marketing directors and product managers can often lead an organization to recognize its need for internal brand selling.
The board of directors, CEO, executive management team and the marketing department have a clear stake in the development of an internal brand selling program. An equal stake is held by employees, managers and department heads, from human resources to customer service to sales. Like good positioning work that is created relative to target consumers, good internal brand programming must be developed relative to employees, and specifically, to the different jobs they do.
Most, if not all industries, benefit from internal branding. While consumer packaged goods industries seem obvious, oftentimes it's the business-to-business industries, those that don't necessarily recognize or appreciate their own "brandedness," that realize the greatest gains from selling their brand internally.
The target company size is limited only by willingness to spend. Very large companies may recognize the need for internal brand selling and have sufficient revenues to support internal branding. However, companies of varying earnings before interest and tax (EBIT) and varying numbers of employees would also benefit from internal branding. Small companies may benefit most from selling their brand internally, especially if their ability to spend against the brand in the marketplace is minimal. For rapidly-growing small organizations, internal brand selling is crucial for sustained success.