Internal Branding Communication Plan: Unilever-Weleda Case Study

Nathania Limanto - 08086842
Internal Branding Communication Plan

Unilever-Weleda Case Study
Introduction
Too much attention is spent developing and implementing external messages and
customer-facing touch-points, without an equal emphasis on the internal customer –
employees (Looking Inward [online]). It is time to put extra attention to internal
audience, which is a new term that introduces the activity of ‘branding’ to the internal
audiences. If brand is about providing a sense of meaningful identity that is distinct
from the particular product or service being offered (Blumenthal, 2003, p.2); thus
branding is the attempt made by the company to communicate certain values to the
target group. Internal branding is about ensuring the active engagement of employees
in the communication of positive messages and the accurate stating of the issues even
when the message is negative (Ind, 2007, p. 124).
Goal
In this paper, the writer will propose possible internal branding communication plan
after the acquisition. The goal is to develop a plan that can accelerate the process of
changing employees’ attitude and behaviour, with the hope that it will result in
employee enthusiasm – employee enthusiasm into customer satisfaction.
Situation Analysis
Change is inevitable for companies. Many successful companies have been going
through several changes and survive. However, while it is easy to espouse the
philosophy that all change is good, most broad change initiatives in large corporations
are viewed with trepidation and anxiety by employees, regardless of the potential for a
negative outcome - real or imagined (Looking Inward [online]). Hence, internal branding
Assignment Internal Communication

communication plan needs to be developed so that employees, both Unilever and
Weleda, are inspired to embrace and own the new brand.
Target Group
The target group is both Unilever – Weleda internal audiences. The writer will separate
internal audience into 2 levels: Senior management (C-Level and M-Level) and
Employees.
Strategy
In developing an effective internal branding communication plan, it is necessary to
sustain collaboration among these departments: Internal/Corporate Communication,
Human Resource and Marketing.
Phase 1: Brand Story
- Creating Brand Character: This phase is about adjusting its brand due to this
acquisition. It is important to recognize values that are important for both
Unilever and Weleda. Environment, for instance, is essential for both companies.
Furthermore, it is also crucial to include Weleda’s ethical, natural and organic
values.
- This stage is about creating a compelling an organisational story for existing and
potential employees. Thus, clarity is important.
- High Involvement Concept: Internal branding communication plan will be a void if
excluding the importance of employee engagement. It is also valuable to bring
people from different disciplines together (Ind, 2007, p. 109).
Phase 2: Alignment
- The attempt of alignment has to be supported with cultivating a culture that
reinforces the brand: brand character and the organisational story. Internal
communication must take on the brand's character, values, image, and voice in a

pervasive and lasting way (Looking Inward [Online]). The most crucial aspect is to
be, still, clear and consistent in this stage of alignment.
- Aligning the internal operational practices with Unilever-Weleda external brand
message (Mind the Gap [online]). To be truly effective, the brand must be
introduced across every level of the organization and within each region
(Brandxpress [Online]).

Phase 3: Commitment
- Understanding: In this phase, employees need to thoroughly understand the
brand. Employees need to buy in the brand (Ind, 2007).
- Doing: Employees need to live the bread: speak the brand, act the brand, think
the brand, and breathe the brand. In this stage employees are ensured that they
are the brand ambassadors for the company.
- Brand Awareness and Education have to be the integral part of this
communication plan, such as ongoing training, workshop, or it can be traditional
activities, such as newsletter, intranet, or internal campaign.
Phase 4: Make A Priority
- Unilever-Weleda needs to focus on a few key areas that drive brand equity the
most. In the case of Unilever-Weleda, leadership is crucial. Insisting the senior
management (C-Level and M-Level) to model brand-focused behaviour and
cultural values will result in employee enthusiasm. Leadership must be seen as
the “drive” (Getting There [online]).
Phase 5: Evaluation
- Brand equity – whether it is increased or decreased – can be one of the
measurement tools. Another way is to ask for feedback from the employees and
senior management.
- On this phase, employee reward and recognition program are held to award
employees with high dedication and engagement.
- This latest phase can bring Unilever – Weleda back to Phase 1 when needed,
based on the result of the evaluation.

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Nathania Limanto - 08086842

Internal Branding Communication Plan

customer-facing touch-points, without an equal emphasis on the internal customer –

employees (Looking Inward [online]). It is time to put extra attention to internal

audiences. If brand is about providing a sense of meaningful identity that is distinct

when the message is negative (Ind, 2007, p. 124).

employee enthusiasm – employee enthusiasm into customer satisfaction.

Assignment Internal Communication

communication plan needs to be developed so that employees, both Unilever and

Weleda, are inspired to embrace and own the new brand.

In developing an effective internal branding communication plan, it is necessary to

sustain collaboration among these departments: Internal/Corporate Communication,

Human Resource and Marketing.

Phase 1: Brand Story

acquisition. It is important to recognize values that are important for both

Furthermore, it is also crucial to include Weleda’s ethical, natural and organic

potential employees. Thus, clarity is important.

- High Involvement Concept: Internal branding communication plan will be a void if

excluding the importance of employee engagement. It is also valuable to bring

people from different disciplines together (Ind, 2007, p. 109).

- The attempt of alignment has to be supported with cultivating a culture that

Assignment Internal Communication

be, still, clear and consistent in this stage of alignment.

- Aligning the internal operational practices with Unilever-Weleda external brand

Assignment Internal Communication

- Understanding: In this phase, employees need to thoroughly understand the

brand. Employees need to buy in the brand (Ind, 2007).

are the brand ambassadors for the company.

- Brand Awareness and Education have to be the integral part of this

communication plan, such as ongoing training, workshop, or it can be traditional

activities, such as newsletter, intranet, or internal campaign.

Phase 4: Make A Priority

most. In the case of Unilever-Weleda, leadership is crucial. Insisting the senior

management (C-Level and M-Level) to model brand-focused behaviour and

cultural values will result in employee enthusiasm. Leadership must be seen as

the “drive” (Getting There [online]).

- Brand equity – whether it is increased or decreased – can be one of the

employees with high dedication and engagement.

based on the result of the evaluation.

Assignment Internal Communication

Assignment Internal Communication

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