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The Deliberate Culture and Building a Brand—FOR FREE

Guest post by: Todd Vande Hei

Article Overview: This critical building block in an organization is—practically—a free one. It takes thought, commitment, discipline, ability to communicate. It doesn’t take an expensive ad campaign or a better website, or even better products or services.

The Deliberate Culture and Building a Brand—FOR FREE

I had the unique opportunity of working for a small, highly-respected leader in the consumer durables sector called Fabrica International. We were manufacturers of carpet and rugs, imported, exported, developed our own products, and handled our own distribution. The industry is highly competitive, yet we prospered, grew at a healthy pace, and had profitability never seen before in our industry.

Many years ago I was asked by our parent company to present to the corporate management team, as well as our sister companies' management teams, why we were performing at the aforementioned levels. It was a very interesting and introspective exercise that lead me to a place I didn't expect: culture. Among our competitors, we all had access to the same machinery, the same raw materials, and the same operational processes. There were high barriers to entry, but because it is an extremely capital intensive business, volume was always the directive in an attempt to offset overhead. The resulting industry became very price driven with our competitors' emphasis on manufacturing efficiencies. Somehow, we were able to operate within a very small niche'. We offered a unique product in a unique way at a very unique price point.

My presentation focused on various issues including operations, organizational structure, and the performance orientation of our people. However, the pivotal difference was the fact that everyone in the company, from the President to the Receptionists knew who we were as an organization and where we were going. It was clear, and they performed their duties accordingly. The culture was deeply tied to that direction.

The importance of culture, if refined and focused, is very simple and directly connected to, and supportive of, your branding effort, particularly in a niche' operation: every contact with every customer or client reinforces or dilutes your brand; every contact among all of your associates or employees and any company affiliate reinforces or dilutes your brand. If your receptionist sounds pleasant, your company is a pleasant company; if your sales rep handles a problem with integrity, your company can be trusted; if your customer service representative handles an issue with a sense of urgency, your company cares about its customer base. These messages go out by the thousands on a daily basis. On an individual basis, they have virtually no impact; collectively, they can define you in the marketplace. The question for you is, with what definition would you like your organization to be labeled? Your company's culture is at the heart of this matter.

As many of you are aware, this issue is typically left to chance at the beginning or start of a new company: an idea is formed; an opportunity identified; a better product; or a team that can deliver the same product or service in a better way. Then, the business plan is drafted. The company's culture follows by accident, and in many small businesses, there isn't a truly defined company culture. All efforts are directed toward the market opportunity. As a result, there are mixed messages sent out by the thousands: One message stating the founders' intentions; the next counter-acting that message. This results in a small company remaining small and never realizing its full financial potential. You may have a strong marketing focus, or a very unique product or service, but likely delivered in a very disjointed fashion: one step forward, one step back; one step forward, one step back. The clarity of who you are and where you want to go is probably lacking, and as a result, the strength of your brand isn't where it should be. The danger is becoming just another company in a pool of competitors offering the same thing. That sameness or lack of differentiation will continue to put pressure on your bottom line as you try to grow with seemingly nothing else than price to drive that growth.

The astounding conclusion to me, in my personal experience, was that this critical building block in an organization is-practically-a free one. It takes thought, commitment, discipline, ability to communicate. It doesn't take an expensive ad campaign or a better website, or even better products or services.

Further, it isn't all that complicated. Let me explain: as a business owner, a business development manager, or someone in a sales and marketing leadership role, you are already fully aware of your prospects in the marketplace. Your chosen opportunity will lead you to how your brand should look. For example, if you want to deliver a high-quality, high-end consumer product, your marketing should reflect that in whatever industry you complete. At the point you're clear on your brand, or how you envision it in the future, you can define the development of the company culture. It begins with recruiting. Whom you hire needs to reflect your brand proposition, and those individuals need to understand it clearly relative to their position in your company. The continual evaluation of those recruits and how they're fitting into your culture, thereby supporting your brand, needs to become part of your daily ritual. The people, and your expectations of them, need simply to be consistent. That consistency will strengthen your brand, almost for free, sending whatever message you want sent, by the thousands.

To summarize, your market opportunity will define your brand; your brand will define you culture. Your culture will support, reinforce, and strengthen your brand, setting you apart from your competitors and help you grow your business. Be deliberate in developing your culture by defining who you are and where you're going, put the right people in place, and commit to communicating that direction to all involved.

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Article Tags: barriers to entry, business volume, carpet, consumer durables, corporate management team, efficiencies, intensive business, management teams, nbsp, niche, operational processes, organizational structure, pace, parent company, performance orientation, profitability, raw materials, receptionists, rugs, sister companies



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