Marketing is always reinventing itself. There is one less-developed area, in particular, where it still has room to grow, an area closely linked to the strong correlation between employee and customer satisfaction. This correlation forms the basis of InBranding, a new marketing paradigm that explains what important processes should be followed in order to strengthen a brand from the inside of an organisation, through the various interest groups, with the ultimate goal of having an impact on the end customer. 

The ESADE Alumni Marketing Club recently hosted a lecture by Guillermo Martorell and Àlex Cabré, the founding partners of the strategic consulting and marketing firm WINC, who presented a new way of interpreting brand management. According to Mr. Martorell, ‘We tend to focus on the relationship between the brand and the end client, but we often forget that the brand can also be a good means of relating with employees.’ 

He then discussed the main changes that have taken place in recent years, including a shift in the employment paradigm: ‘Because workers are increasingly mobile, they have very little time to internalise the brand. Often, there is no direct physical contact.’ 

Turning his attention to current talent-related trends, Mr. Martorell noted that it is often through ideas that value is added to companies, and that because talent of this sort is ‘ephemeral’, it is especially important to retain it. He also remarked on other changes, such as the new role being played by brands and the evolution of companies: ‘When it comes to organisational structure, the limits are fading away and the rules are changing.’  Mr. Martorell wrapped up his talk with a proposal: ‘In our model, we put the brand at the centre of any business. From there, we grow from the inside out.’

InBranding, step by step
Mr. Cabré then took the floor to define InBranding and explain how it can be applied in any company. It is essential to place the brand at the heart of the business and secure the cooperation of ‘brand champions’, which he defined as ‘key figures in getting the idea of InBranding to thrive within an organisation’. 

Focusing on a brand’s outward journey from the inside of a company, Mr. Cabré argued that, in any InBranding programme, the general management needs to become a catalyst. It is essential to ‘think of your employees first’, he said, and to treat suppliers well, due to their key role in the brand’s image. Other factors to consider include distribution and opinion leaders, which play an important role in ‘moulding our reputation’, said Mr. Cabré. 

After finishing the theoretical part of his talk, Mr. Cabré discussed WINC’s experiences implementing InBranding programmes at companies such as Nissan: ‘The keys include generating enthusiasm inside the organisation and getting workers involved in common causes in order to move the brand forward’ and eventually spread it beyond the confines of the company. 

Elisabet Sánchez, Director of Marketing Programmes at Nissan, took the floor to discuss the internal brand-development process that was set in motion at her company. ‘In 2007, at the outset of the project, we identified the brand champions within the organisation, and they accounted for 18% of the staff. By the following year, this figure had increased to 34%,’ she said. 

In the Nissan project, those brand champions are changed with strengthening the relationships between the members of the work groups that participate in workshops aimed at, for example, teaching employees about the brand or about the various control tools that are available. 

Ms. Sánchez also commented on the importance of unofficial communication platforms, such as Nissan’s brand deployment blog, and internal communication campaigns focusing on brand-related activities.

After the session we will offer a cocktail.


Price:
For members: Free
For non-members: 20 euros

Each member may bring a maximum of one guest.

 Marketing is always reinventing itself. There is one less-developed area, in particular, where it still has room to grow, an area closely linked to the strong correlation between employee and customer satisfaction. This correlation forms the basis of InBranding, a new marketing paradigm that explains what important processes should be followed in order to strengthen a brand from the inside of an organisation, through the various interest groups, with the ultimate goal of having an impact on the end customer. 

The ESADE Alumni Marketing Club recently hosted a lecture by Guillermo Martorell and Àlex Cabré, the founding partners of the strategic consulting and marketing firm WINC, who presented a new way of interpreting brand management. According to Mr. Martorell, ‘We tend to focus on the relationship between the brand and the end client, but we often forget that the brand can also be a good means of relating with employees.’ 

He then discussed the main changes that have taken place in recent years, including a shift in the employment paradigm: ‘Because workers are increasingly mobile, they have very little time to internalise the brand. Often, there is no direct physical contact.’ 

Turning his attention to current talent-related trends, Mr. Martorell noted that it is often through ideas that value is added to companies, and that because talent of this sort is ‘ephemeral’, it is especially important to retain it. He also remarked on other changes, such as the new role being played by brands and the evolution of companies: ‘When it comes to organisational structure, the limits are fading away and the rules are changing.’  Mr. Martorell wrapped up his talk with a proposal: ‘In our model, we put the brand at the centre of any business. From there, we grow from the inside out.’

InBranding, step by step
Mr. Cabré then took the floor to define InBranding and explain how it can be applied in any company. It is essential to place the brand at the heart of the business and secure the cooperation of ‘brand champions’, which he defined as ‘key figures in getting the idea of InBranding to thrive within an organisation’. 

Focusing on a brand’s outward journey from the inside of a company, Mr. Cabré argued that, in any InBranding programme, the general management needs to become a catalyst. It is essential to ‘think of your employees first’, he said, and to treat suppliers well, due to their key role in the brand’s image. Other factors to consider include distribution and opinion leaders, which play an important role in ‘moulding our reputation’, said Mr. Cabré. 

After finishing the theoretical part of his talk, Mr. Cabré discussed WINC’s experiences implementing InBranding programmes at companies such as Nissan: ‘The keys include generating enthusiasm inside the organisation and getting workers involved in common causes in order to move the brand forward’ and eventually spread it beyond the confines of the company. 

Elisabet Sánchez, Director of Marketing Programmes at Nissan, took the floor to discuss the internal brand-development process that was set in motion at her company. ‘In 2007, at the outset of the project, we identified the brand champions within the organisation, and they accounted for 18% of the staff. By the following year, this figure had increased to 34%,’ she said. 

In the Nissan project, those brand champions are changed with strengthening the relationships between the members of the work groups that participate in workshops aimed at, for example, teaching employees about the brand or about the various control tools that are available. 

Ms. Sánchez also commented on the importance of unofficial communication platforms, such as Nissan’s brand deployment blog, and internal communication campaigns focusing on brand-related activities.

After the session we will offer a cocktail.


Price:
For members: Free
For non-members: 20 euros

Each member may bring a maximum of one guest.

 Marketing is always reinventing itself. There is one less-developed area, in particular, where it still has room to grow, an area closely linked to the strong correlation between employee and customer satisfaction. This correlation forms the basis of InBranding, a new marketing paradigm that explains what important processes should be followed in order to strengthen a brand from the inside of an organisation, through the various interest groups, with the ultimate goal of having an impact on the end customer. 

The ESADE Alumni Marketing Club recently hosted a lecture by Guillermo Martorell and Àlex Cabré, the founding partners of the strategic consulting and marketing firm WINC, who presented a new way of interpreting brand management. According to Mr. Martorell, ‘We tend to focus on the relationship between the brand and the end client, but we often forget that the brand can also be a good means of relating with employees.’ 

He then discussed the main changes that have taken place in recent years, including a shift in the employment paradigm: ‘Because workers are increasingly mobile, they have very little time to internalise the brand. Often, there is no direct physical contact.’ 

Turning his attention to current talent-related trends, Mr. Martorell noted that it is often through ideas that value is added to companies, and that because talent of this sort is ‘ephemeral’, it is especially important to retain it. He also remarked on other changes, such as the new role being played by brands and the evolution of companies: ‘When it comes to organisational structure, the limits are fading away and the rules are changing.’  Mr. Martorell wrapped up his talk with a proposal: ‘In our model, we put the brand at the centre of any business. From there, we grow from the inside out.’

InBranding, step by step
Mr. Cabré then took the floor to define InBranding and explain how it can be applied in any company. It is essential to place the brand at the heart of the business and secure the cooperation of ‘brand champions’, which he defined as ‘key figures in getting the idea of InBranding to thrive within an organisation’. 

Focusing on a brand’s outward journey from the inside of a company, Mr. Cabré argued that, in any InBranding programme, the general management needs to become a catalyst. It is essential to ‘think of your employees first’, he said, and to treat suppliers well, due to their key role in the brand’s image. Other factors to consider include distribution and opinion leaders, which play an important role in ‘moulding our reputation’, said Mr. Cabré. 

After finishing the theoretical part of his talk, Mr. Cabré discussed WINC’s experiences implementing InBranding programmes at companies such as Nissan: ‘The keys include generating enthusiasm inside the organisation and getting workers involved in common causes in order to move the brand forward’ and eventually spread it beyond the confines of the company. 

Elisabet Sánchez, Director of Marketing Programmes at Nissan, took the floor to discuss the internal brand-development process that was set in motion at her company. ‘In 2007, at the outset of the project, we identified the brand champions within the organisation, and they accounted for 18% of the staff. By the following year, this figure had increased to 34%,’ she said. 

In the Nissan project, those brand champions are changed with strengthening the relationships between the members of the work groups that participate in workshops aimed at, for example, teaching employees about the brand or about the various control tools that are available. 

Ms. Sánchez also commented on the importance of unofficial communication platforms, such as Nissan’s brand deployment blog, and internal communication campaigns focusing on brand-related activities.

After the session we will offer a cocktail.


Price:
For members: Free
For non-members: 20 euros

Each member may bring a maximum of one guest.