While the idea of structuring an organization around the brand is completely accepted and is usually part of the strategic objectives of the vast majority of multinationals, it remains rare in SMEs, mainly because it is very difficult to implement without an appropriate framework.

To achieve this objective, it is necessary that management adopt a holistic view of the brand, which goes beyond the marketing department and become the battle cry of the entire organization. More importantly, it requires that the organization is able to align their people, processes and products / services with its proposal significantly and differential value, in order to fulfill the promise made to its customers according to expectations.

Although the process varies depending on the nature and needs of each brand, the next model presented below, is a logical (and simplified to understand it easily) system from which you manage activities that balance customer expectations regarding the brand with his later experiences around this.

Phase 1: Audit the customer experience

You should start by measuring the current level of quality of customer experience with the brand. What is the total experience that customers are having with the organization and with the brand in terms of the following?

• Value proposition. How is clear offer and what the brand promises. Is it valuable to your target audience?
• People. To what extent personal brand behaves meeting customer expectations and delivering the brand promise?
• Processes. Do they create processes customer value while providing the brand promise?
• Products and / or services . They are valuable for the target audience of the brand products / differentiated services?

Step 2: Create the brand platform

It may be that in certain organizations, a part of this phase of the work is done, but make sure that it is absolutely clear and fully effective, it is essential because if there is no clarity about the brand platform, the following steps may not be implemented successfully. It is to do the following:

• Brand positioning. What can we do to position the brand clearly and precisely, so that it is unique, relevant and credible for the segment to which it is addressed?
• Naming. Choosing a name for the mark that is distinctive and create the right emotional associations.
• Brand architecture. How should we organize the mark or marks of the organization to transmit together the value proposition?
• Brand identity. What is the best way to represent the brand visually and verbally?

Phase 3: Design the customer experience

Audited the current situation, and having defined brand positioning and values, we are able to start designing the kind of experience that will create the brand for its customers, with the consistency and coherence relevant. The talking points are the same as during the audit of the customer experience.

• Value proposition. What can promise the brand to customers in specific terms so as to create a competitive advantage?
• People. How should behave personnel mark at each point of contact for customer interaction to transform the promise into reality, meeting the expectations?
• Processes. What processes need to be improved, eliminated or added to facilitate staff behave in the desired way?
• Products and / or services . What are some ways we can improve products / services brand to emphasize or demonstrate your values?

Phase 4: Internal Communication

Once designed the new customer experience, it’s time to communicate internally. At this point, too many organizations hastily rush to advertise and end up promising more and giving less, because their staff are not fully prepared. It is essential to put the same effort marketing to internal than external level.

• Communication. It should ensure that all personnel in the organization knows how minimum who your customers and your target audience, what their expectations, which represents the brand for these, which promises them and what gives them.
• Leadership. The leadership must show a commitment seamless with the brand promise.
• Training. It is necessary training brand emotionally engage in all levels of staff to equip them with the knowledge, attitudes and skills required to deliver the brand promise.
• Measurement. Align measurement systems, so that all personnel involved are aware of the degree of customer satisfaction in fulfilling the brand promise and how it is being rewarded or chastened by this organization.

Phase 5: External Communication

It is at this time, and never before when we can communicate our value proposition to our target audience. It is essential that this be done so because it is quite inconvenient generate high expectations, while the organization is unable to deliver the desired customer experience. Here, focus on one point:

Brand communication. What is the best way to communicate the brand to your target audience? What branding strategy to follow? What contact points are the most effective? ¿On the line, below the line, social media, guerrilla …?

Phase 6: Management, audits and redefinitions

Finally, the mark must be protected and regularly updated to keep it current, strong, healthy and competitive, in accordance with the needs of your customers and your target audience. To achieve this, you must do the following:

• Management. Leadership and cross – support between different areas of the organization to ensure that all activities that support the brand are aligned and managed consistently and coherently.
• Audits. Regularly assess brand image, reputation and experience of current customer regarding the proposal defined value in the brand strategy.
• Redefinitions. Updates and systematic to ensure that our offer meets the expectations of our customers and target audience, to remain competitive and be able to successfully confront the threats of the sector improvements.

This model is intended to help management align their people, processes and products and services with the value proposition of the brand, to create value for its clients and their target audience also getting, high returns for shareholders.