Durian, Inc. Syndicate La Ode Arief Akbar - Ryan Koesuma - Wahyu Kumoro INTERNAL BRAND COMMUNICATION
Apr 08, 2015
Durian, Inc. SyndicateLa Ode Arief Akbar - Ryan Koesuma - Wahyu Kumoro
INTERNAL BRAND COMMUNICATION
Internal Brand Communication
Lesson Learned / Key Success Factors
• Consistent message (brand) communication (internally)• Develop both employee's knowledge and motivation• Continuous feedback from customers and employees• Focus on customers by creating fun experience• Employees satisfaction & low turnover
About Southwest Airlines
Company Profile
• Founded in 1967, by Rollin King and Herb Kelleher• High-frequency, low-fare, point-to-point airline• First flight at June 18, 1971• Connecting Dallas, Houston and San Antonio
General Information:• Company Name: Southwest Airlines Co. • Company is traded on the NY Stock Exchange trade market (NYSE) with symbol LUV• Corporate Headquarters are located at the physical address: 2702 Love Field Drive
Dallas, Texas 75235.
Company History1973: First profitable year
1975: Listed in NYSE as LUV
1979: Served New Orleans
1988: Southwest wins the first Triple Crown: Best On Time Record Best Baggage Handling Fewest Customer Complaints
1994: Acquired Morris Air1995: Ticket-less Travel available system wide
1996: Launched website www.southwest.com
Southwest Target Customer
• Short-distance business travelers and commuters• Students• Travelers tired of the bigger airlines• No-hassle, no-nonsense air travelers
Southwest Value Proposition
Southwest: Key People
Herb KelleherCo-Founder, CEO (1967-2007),
Chairman Emeritus
Southwest: Key People
Gary C. KellyCurrent Chairman, President & CEO
Colleen BarrettPresident Emerita & Corporate Secretary
Internal Branding
Employee Branding Process
Organization Mission
The mission of Southwest Airlines is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit
To our employees:We are committed to provide our Employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines. Above all, Employees will be provided the same concern, respect, and caring attitude within the organization that they are expected to share externally with every Southwest Customer
Southwest Cares: Vision for the FutureOur vision for our People is clear. We want to protect the job security, prosperity, and well-being of all of our Employees. Our Focus is to bring the best People, with Fun-LUVing attitudes, into the Southwest Airlines Family, at a competitive salary, ensuring all have an equal opportunity - then give them the positive work environment, training, and encouragement to succeed.
Southwest Airlines' number one priority is to ensure the personal Safety of each Southwest Customer and Employee. Beyond this, we follow "The Golden Rule," which means we treat each other the way we want to be treated, which is why doing the right thing by our Employees and Customers is so inherent to who we are. We believe in Living the Southwest Way, which is to have a Warrior Spirit, a Servant's Heart and a Fun-LUVing Attitude. Within each of these categories are specific behaviors to help us be a Safe, profitable, and Fun place to work.
Organization Values
Living the Southwest Way
Source: www.southwest.com
Desired Brand Image
"To Provide safe, affordable, reliable, timely, courteous, and efficient air transportation"
- Customer Service Commitment Agreement, (Southwest Airlines, 2005) -
"Positively outrageous service" provided in the "Southwest Spirit"
- Desired brand image delivered by the employees -
Sources Modes / Messages / Brand CommunicationFormal Informal
Internal
"People Department"Recruitment Ad
Training & DevelopmentMonthly Company Newsletter:
Luv LinesPerformance Evaluations
"Culture Committees"Interactions with Leaders
"Open Door" Policy
ExternalAdvertising and PR to external
also targeted internal
Customer Feedback/LettersWoM
Employee's Psyche / Brand Commitment
• Southwest makes a great effort to ensure its message are based on the company's mission and values
• Covenant relationship provide guidelines for employees regarding both what is expected from them and what they can expect in return.
Employee Brand Image
1. Develop employees' knowledge and understanding of the desired brand image by sending frequent and consistent messages.
2. Southwest motivates its employee to deliver the desired brand image by ensuring their psychological contract are upheld.
Psychological contract: practice of consistently basing all organization messages on the company's mission, values, and desired brand image.
Consistent messages to effective manage the employee brand image is a key to Southwest's employee branding success
Outcome
• Effective Positioning• Increased Employee Satisfaction and reduced staff turnover• Higher levels of customer satisfaction and loyalty• Favorable overall reputation• Operational Effieciency
Feedback
• Internal Statistics & Metrics
• External Reports
• Luncheons with executives
• "Open Door" Policy
Internal Brand Management
Source: Burmann et. al (2009)
Brand Focused HR
Brand Focused Leadership:Respect to Employees / A Servant's Heart
Herb Kelleher with Mechanics
Brand Focused Leadership:Respect to Employees / A Servant's Heart
Colleen Barrettwith Mechanics
Colleen Barrettwith Female Pilots
Brand Citizenship Behavior:Willingness to help / Brand Enthusiasm / A Servant's Heart
BAGS FLY FREE
Brand Citizenship Behavior:Willingness to help / Warrior Spirit
11 September 2001 -- other airlines, due to decreased passenger traffic, laid-off personnel. Southwest people were willing to take pay cuts to avoid lay-offs. As a result, no Southwest people were laid-off due to the decreased passenger traffic
5Es of Internal Branding
5Es of Internal Branding
Formal External SourcesAdvertising and public relations efforts are utilized as part of the employee branding process to reinforce the organization's mission and values
Informal Internal SourcesMessage flow between employees ensure the exchange of brand values being exercised
Formal Internal SourcesTraining and development design to reinforce the behaviors & values of the company
Informal External SourcesClear communication is essential to building and maintaining employees' knowledge & understanding of the desired brand image, and motivating them to project that image to others
Informal Internal SourcesRegular Corporate Events for Employee's Celebration
Educate
Source: www.southwest.com
Exchange
Engage
Excite
Exemplify
Brand Culture
Brand Culture
Brand Culture: Competencies
• Recruitment Ado finding employees to color outside the lines, or operate in
a manner that is a bit off-center
• Recruitment Processo ensure their attitudes and personal values are consistent
with the organization's values and desired brand image, and team players
Brand Culture: CompetenciesA Servant's Heart / Fun-LUVing Attitude
Brand Culture: CompetenciesWebsite Recruitment
Brand Culture: Behavior
Brand Culture: Behavior Fun-LUVing Attitude
Brand Ambassador: Herb Kelleher
Brand Culture: BehaviorFun-LUVing Attitude
Brand Ambassador: Gary Kelly (CEO)
Brand Culture: BehaviorFun-LUVing Attitude
Haunted Headquarters: Annual Corporate HalloweenBrand Ambassador: Gary Kelly (CEO)
Haunted Headquarters: Annual Corporate Halloween 07Herb, Colleen & Garry
Brand Culture: Behavior Fun-LUVing Attitude
Haunted Headquarters: Annual Corporate Halloween 08Herb, Colleen & Garry
Brand Culture: Behavior Fun-LUVing Attitude
Haunted Headquarters: Annual Corporate Halloween 09Herb & Garry
Brand Culture: Behavior Fun-LUVing Attitude
Brand Culture: Behavior Knowledge Ambassador
Brand Culture: Organization
• "People Department" and "Culture Committees"
• "Open-door" Policy
• Interactions with Leaders
• Informal hierarchy systemo Southwest possesses a relaxed and pleasing work
environment. Southwest management encourages and accepts ideas to improve operations.
Brand Culture: Social Fabric
Christmas Celebrate
Ski ClubBags Fly Free Celebrate
Brand Equity
Employe-based Brand Equity
Internal Ad & PRInternal Newsletter
Training & Development
Open Door Policy
Employee First
Interactions with Leaders
"Covenant"
Consistency Cross-sectional
Increased
Low Turnover
Peer-recruitment
Source: King et al. (2009)
MeasurementRecruitingSales/Profit per Employee
(SPPE)Turnover Rate
R=H/SxA
R= RecruitingH= New hires requiredA= Percentage who acceptS= Percentage of recruit selected
SPPE = S or P/ E
SPPE= sales/profit per employeeS= Total salesP= Total profitsE= Total number of employees
TR = D/E x 100
TR = Turnover RateD= Number of employee departures annuallyE= Total number of employees
*No Data on Recruiting formula above
Resumes Filed= 90043Accepted= 831
Acceptance rate= 0.22%
*2009 Data
$10,350M or $99M / 34,726
=
$298K or $2850
*2009 Data
(35,499/34726) - 1
=
2.22%
*2009 Data
Outcome: Awards & Accolades
Source: Southwest Airlines, 2009. Annual Report
Brand Value
Source: BrandFinance
References
Burman, C., Riley, N., & Zeplin, S., 2009. Key determinants of internal brand management success: An exploratory empirical analysis. Journal of Brand Management (2009) 16, 264 – 284 doi: 10.1057/bm.2008.6; published online 2 May 2008.
Burman, C. & Zeplin, S., 2009. Building Brand Commitment: A behavioral approach to approach internal brand management. Journal of Brand Management (2009) 16, 264 – 284 doi: 10.1057/bm.2008.6; published online 2 May 2008.
King, Ceridwyn and Grace, Debra, 2009. Employee Based Brand Equity: A Third Perspective, Services Marketing Quarterly, 30: 2, 122 — 147.
Southwest Airlines, 2009. Annual Report.
www.blogsouthwest.com
www.swamedia.com
Thank You