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    Intrabranding: The Keystone of Corporate Agility
    Intrabranding: The Keystone of Corporate Agility
    Intrabranding: The Keystone of Corporate Agility
    Ebook131 pages1 hour

    Intrabranding: The Keystone of Corporate Agility

    By Marc H. Rudov

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    About this ebook

    Branding, or external corporate messaging, will fail unless your internal stakeholders know, accept, and adopt that messaging. The only remedy is intrabranding: continuously selling and enforcing your corporate brand inside your enterprise. The enterprise is akin to an arch, one of the strongest structural elements; in

    LanguageEnglish
    PublisherMHR Enterprises
    Release dateAug 11, 2020
    ISBN9780974501789
    Intrabranding: The Keystone of Corporate Agility
    Author

    Marc H. Rudov

    Marc Rudov is a branding advisor to CEOs, media commentator, and author of three books on branding. Rudov has headed marketing organizations in both large and small companies. Known worldwide as an independent critical thinker, thought-leader, and truth-teller, he rejects wokeness and what he calls technologica erotica. Mr. Rudov rails against industry, product, and technology jargon, and urges his clients-from various industries-to escape their comfort zones to stand out, to be unique.He counsels CEOs that, if they fail to lead and enforce their branding initiatives internally-the essence of intrabranding-they'll imperil their destinies, and, consequently, squash their bottom lines.Mr. Rudov holds an electrical engineering degree from the University of Pittsburgh and an MBA from Boston University.Contact him at MarcRudov.com for advisory services, media appearances, debates, and speaking engagements.

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      Book preview

      Intrabranding - Marc H. Rudov

      COPYRIGHT PAGE

      Intrabranding

      The Keystone of Corporate Agility

      By Marc H. Rudov

      Published by:

      MHR Enterprises

      MarcRudov.com

      Copyright © 2020 by Marc H. Rudov

      Original cover art by Zvi Mendel

      Intrabranding™ is a trademark of Marc H. Rudov

      All other trademarks are properties of their respective owners.

      All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means electronic or mechanical, including photocopy, recording, or any information storage and retrieval system now known or to be invented, without permission in writing from the publisher, except by a reviewer who wishes to quote brief passages in connection with a review written for inclusion in a magazine, newspaper, or broadcast.

      ISBN: 978-0-9745017-7-2 (paperback)

      ISBN: 978-0-9745017-8-9 (eBook)

      Library of Congress Data

      Rudov, Marc H.,

      Intrabranding: the keystone of corporate agility/Marc H. Rudov

      {MISSING SYMBOL}1st ed.

      ISBN: 978-0-9745017-7-2 (paperback)

      Branding

      Marketing

      Sales

      Business strategy

      Management

      Library of Congress Control Number: 2020906371

      EPIGRAPH

      The difference between mere management and leadership is communication.

      Winston Churchill

      Former British Prime Minister

      DEDICATION

      To my late parents, Walt and Corinne, who rejoiced in my successes. They admonished me at an early age to speak clearly and persuasively, with good grammar. I’m forever grateful to you both, and I miss you.

      INTRODUCTION

      If you’ve ordered your employees to wear facemasks, practice social-distancing, read the fraudulent White Fragility, and view America as systemically racist (a big, fat lie), and they rapidly obeyed you—but still don’t know your company’s brand—you’ve succeeded at spreading wokeness but failed at intrabranding: internally selling and enforcing your brand.

      We live in tumultuous times. The COVID-19 pandemic has exposed the weaknesses of all companies, big and small. They are fighting for survival. The agile ones will emerge as stronger enterprises; the others will flounder or die.

      Under former CEO Ginny Rometty (2012-2020), IBM struggled with its purpose and direction (brand), and revenue growth. Despite claiming IBM as not product-centric, it was. Embarrassingly so. Its ever-changing, tech-focused branding (messaging) was confusing, inept, and self-defeating.

      On May 20, 2020, responding to COVID-19, IBM’s new CEO, Arvind Krishna, announced a round of job cuts (the usual CEO move) aimed at making the company more agile:

      IBM’s work in a highly competitive marketplace requires flexibility to constantly remix high-value skills, and our workforce decisions are made in the long-term interests of our business.

      Agility. Flexibility. Attributes of any enterprise that is beating its competitors by attracting and retaining customers, investors, and top talent. Hence, the subtitle of this book.

      Watch the best football and basketball teams. What do they have in common? Agility. Skill isn’t enough. Skill, poorly aligned and directed, begets chaos and failure.

      Great teams, like great enterprises, are agile—they can perceive situations and proceed quickly, in real time. The roots of agility are urgency, alignment, and communication.

      Leaders Communicate

      When watching President Trump and his coronavirus taskforce deliver daily updates, in early March 2020, I heard differing and conflicting messages emanating from Trump, Vice President Mike Pence, Secretary of HHS Alex Azar, FDA head Stephen Hahn, CDC director Dr. Robert Redfield, response coordinator Dr. Deborah Birx, NAIAD director Dr. Anthony Fauci, and Surgeon General Dr. Jerome Adams.

      It dawned on me that, while receiving such critical information daily was valuable, it was confusing and hard to remember. And, that the parties weren’t on the same page compounded the difficulty. Moreover, there was no central place to read an organized, categorized accounting of these COVID-19 updates—and get survival advice. Unacceptable.

      On March 9th, I initiated an intensive campaign to lobby the aforementioned parties with missives—via Twitter, emails, and high-placed mutual connections—admonishing them to create my desired central depot: coronavirus.gov.

      My efforts paid off! That URL is now the official federal repository of COVID-19 info.

      The clumsy government reaction to COVID-19 was my aha moment, highlighting the effects of poor alignment and communication, thereby inspiring me to write this book.

      CoronaVirusDotGov.png

      Communications deficits beget failures in human relationships, business and personal, and in companies.

      Can your employees, in all departments, recite your company’s brand? If not, that’s a huge problem for you.

      In Chapter 7 of Brand Is Destiny, I introduced the entroprise, a portmanteau of entropy (chaos) and enterprise, a corporation whose left and right hands have yet to meet. More likely than not, you work for or run an entroprise.

      Uniformly conveying a corporate message (brand) externally will fail unless your internal ecosystem—C-suite, board, employees, PR firm, ad agency, law firms, CPA firm, marketing partners, distributors, and franchisees—know, grasp, support, and consistently utter said message.

      The inability to do so is an impediment that plagues companies of all sizes, ages, industries, and geographies—and is why their branding activities fail or are suboptimal.

      Namely, poor internal communication, both in-person and electronic, impairs corporate agility: the ability to think, decide, and act quickly.

      After creating the corporate brand, the CEO must sell it to the troops, verify that they grasp and embrace it, mandate that they use it, and prove that they’re complying.

      I call this internal communication, education, selling, and enforcement process intrabranding.

      Winston Churchill, British prime minister from 1940-1945 and 1951-1955, rallied his citizens and helped President Roosevelt defeat the Nazis in World War II. A masterful, oft-quoted speaker, he notably opined: The difference between mere management and leadership is communication.

      Poor communication, sadly, is the norm in most companies. C-suite executives easily and readily admit this.

      Accordingly, effective enterprise leadership requires ubiquitous, impactful communication—to and from every employee, at every level—that translates into action.

      Effective leadership also requires followship—massive employee cooperation—which only good leaders can engender.

      Simply talking, sending memos, emailing, and handing down edicts through subordinates is not communicating, and certainly not leading. If a broadcast tower beams a signal all over the city, but few radios can receive it, or many receive it but few listeners heed it, communication doesn’t happen.

      IntrabrandingTopology.png

      Confusing communication can be worse than none. Dozens of survivors of the World Trade Center, during the 9/11 attacks, said that many who had begun to exit the south tower, following intercom instructions, returned to their desks after getting new intercom instructions to stay. Alas, about 600 people were trapped and died in the upper floors.

      The Keystone

      In architecture, the arch is one of the strongest structural elements. At its apex is a wedge-shaped keystone, depicted below and on the cover of this book, which holds the other stones in compression and in place, allowing them, as a solid unit, to bear tremendous weight.

      The arch, therefore, is only as strong as its keystone.

      ArchAndKeystone.png

      As the middle colony of the original 13, Pennsylvania was and is called the Keystone State. It always has been at the center of America’s economic, social, and political activity.

      Accordingly, I liken a corporation, or any organization, to the arch and intrabranding to the keystone of that arch.

      A brand, the customers’ emotional connection to a vendor, determines that vendor’s purpose and direction. Without successful intrabranding—the keystone—therefore, the enterprise will behave like an entroprise, bereft of the strength and agility to anticipate, perceive, and respond quickly to any situation. Consequently, branding—without sound intrabranding—will be a costly exercise in futility.

      CHAPTER ONE: Branding Review

      Knowing the basics cold is essential for success. So, I’m including in this and the next chapter an abridged and updated version of Branding Review and Market Review, respectively, from Brand Is Destiny.

      Vince Lombardi, legendary coach of the NFL’s Green Bay Packers during the ‘60s, was famous for harping on

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