CASE STUDY: Client sector - Public service agency
Strategic imperative
Determine the alignment and points of disconnect between internal and external brands to identify the strategic imperatives in closing the gap between internal ethos and external delivery and experience of the brand.
Background
Public support for the agency’s work is tightly bound to its reputation. Understanding the reputation within each of the key audiences and identifying which engagement channels and programmes significantly impacted on the brand were essential to directing and maximising internal resources and investment efforts.
Findings
Having assessed the brand image across each of the audiences, we identified the similarity and differences in the 360o view and summarized in a perceptual map, to demonstrate the differences and distances from a consistent brand image.
The map showed the Delivery Partner’s view is closest to that of Staff and both are more positively skewed than either the General Public or their own small or large customers.
The quality of staff in working with customers was the strongest determinant of the brand amongst those audiences, ahead of other information channels, conferences and resources made available.
Staff engagement and positive view of brand were closely correlated, but low scoring attributes (e.g. straightforward) were universal, demonstrating a structural rather than cultural issue to resolve.
Results
It was determined the client needed to resource personal presence with large customers, streamline internal processes and extend brand reach through actively engaging delivery partners as brand advocates.