This book debunks the notion that the Chief Executive is the primary figurehead and places line managers at the forefront. Using a mixture of unique but tried and tested bespoke management models and case studies, line managers are identified as the critical community in the war between brands.

'Brands need to be backed by accountable reachable people inside businesses (not websites, and interminable electronic answering systems). The way to customer loyalty is not necessarily the brand, but the business behind the brand. How that business acts and reacts, how it deals with relationships, how it deals with complaints and problems, and above all how it interfaces with customers and consumers are the essence of marketing. The worry is, many businesses seem to adopt a different negative strategy. In this sense, political marketing can be the ultimate example of short term hype and glossy promises, exchanged for votes; and then - post-election - consumers (nee voters) are forgotten.... until the next time! And in 2008, there are many examples of poor, inappropriate, and even Machiavellian marketing then ever before. When this is coupled with declining levels of customer satisfaction, and all the evidence pointing to a downward trend, customers and their needs need to be elevated to centre stage if we're ever to stop and reverse the slide. In this challenging and engaging new book, Ian Buckingham puts these factors in stark relief which demands the attention of senior executives, line managers, consumers and employees alike.' - Philip J. Kitchen, Ph.D., Professor of Strategic Marketing, Director, Research Centre for Marketing, Communications, and International Strategy, University of Hull

'Unlike most management texts Ian's book is not just a nagging reminder of the importance of employee engagement but it gives valuable insights into how to develop effective relationships within organizations in the best interest of customer service and ultimately the brand. It does so in a very inspiring but accessible and approachable way.' - Richard Skelley, Head of Professional Services RBS

'Ian Buckingham's thought provoking Brand Engagement challenges many well-trodden ways of engaging employees. It's as much a call to action as a commentary, drawing upon his substantial experience, insights into a range of organisational settings and love of the arts. As he advocates, Ian brings himself to this compelling work.' - Jane Cathrall, Head of HR& Resourcing, The Financial Services Authority

'This book is fascinating. Ian Buckingham cuts through the nonsense with the common-sense message that authentic, holistic relationships between people are at the heart of successful brands. I am ready to join the brand revolution!' - Rowan Hoban, Founder of Barefoot Business, www.barefootbusiness.com

'I have just read your book and it is excellent...I am about to read it again. I think we have ordered about 10 so far.' - Bill Parsons, Organisation Development Director

'I'd recommend this as an informative and enjoyable read about the "cultural and behavioral dimensions" of brands. It covers the sort of information communicators should understand if we're to do our jobs well.' - Rodney Gray, Employee Communication andSurveys

'Tells four well-detailed case histories that illustrate well how employee branding can be set in motion, developed and managed, and the assiduous reader will be left in little doubt how to set about the task.' - Roderick White, Admap

'I have just finished your book and thought it was excellent and very thought provoking. I have been able to apply it in my role as Resourcing and Employer Branding Manager at Bhs and intend to use it in the new role as Head of Retail Resourcing and Employer Brand at 3mobile.' - Paul Gibbins, Bhs

Autorentext

Ian P. Buckingham is a leading author in the fields of Employee Engagement and Brand Development. After a formative start to his career on the customer service front line, he has subsequently held a range of senior consultancy positions within the world's largest Marcomms business - Omnicom and beyond. He develops and delivers Organization Development and Change Strategies as well as Brand Development and Executive Development programs for a wide range of clients across sectors. Buckingham has a reputation as a forthright, iconoclastic critic of some of the more draconian and spin-oriented practices of the agency and corporate worlds. He is widely and frequently quoted in a range of HR and Marketing publications. He blogs for People Management magazine and is a member of the CIPR advisory board. Ian Buckingham is the founder of Bring Yourself 2 Work a consultancy of engagement specialists. He is a champion of the need for authenticity in communication and behavior between business owners, employees, colleagues and their customers, calling for greater coordination between the HR and Marketing functions for more effective brand management.

Inhalt
Prologue Brand Engagement in Context ACT 1: BRAND ENGAGEMENT, EVERYMAN AND THE HERO LEADER What does great brand engagement feel like? The CEO is dead long live the ceo! Are we at the tail end of spin? What characterises an effective chief engagement officer? ACT 2: DECONSTRUCTING BRAND ('BUT WE DON'T EVEN BRAND ANIMALS ANY MORE') Brand and authenticity Brand anthropology New ways of telling old stories Leadership engagement Brand and motivation The national perspective nation branding The ARM Holdings story ACT 3: THROUGH THE LOOKING-GLASS What's been happening in the communication market? Employment brand Engage people by letting them play Inside-out communication (the power of partnership) Behaviour brand creep Brandscape and the brand engagement journey Mergers and acquisitions The quest for balance What do committed employees look like? Zurich Financial Services case study ACT 4: CULTURE AS A WEAPON OF MASS CONSTRUCTION What's culture got to do with it? The culture development process A culture-first approach to change (Motability Case Study) The use of tools ACT 5: BRING YOURSELF TO WORK Everything begins with a story Mythology, the ancient arts and employee engagement The story of Good Company Authenticity and engagement John Lewis Group A Case study in engagement Becoming comfortable with the emotional dimension In conversation with an industry expert Retention Issues? The story of the Yorkshire Building Society a true mutual In conclusion