For years, we’ve preached that companies must be the brand, or to borrow a line from Denny Green, companies “are who we thought they were.” (Even as a Cardinals fan, I still get a kick out of Green’s infamous meltdown.)
Pepsi’s new brand identity development and marketing launch strategy has been in the news for months. What’s less reported was the massive internal marketing push with their employees that took place prior to the rollout, including webinars, town hall meetings and intranet updates leading up to the designated Rally Day, where the new logo and marketing was unveiled. “It was critical to get information to every person [as to] how they could bring [the brand’s new marketing message] to life in the marketplace.”, says Bill Wyman, senior marketing manager for Pepsi.
“If we were going to be successful in the marketplace, we were going to have to live and breathe the Pepsi brand with all of our employees,” Wyman says. “We set out to find every opportunity to communicate what we are doing, and why and how we are doing it.”
As developers of brand and marketing launch strategies, this seems obvious. Yet each day, companies large and small roll out new corporate identities, brand messaging or ad campaigns with plenty of background research, customer insights and C-level input without even a thought about getting critical buy-in from one of their greatest brand stewards – their employees.
To read the entire article on Pepsi’s internal relations rollout, click here.
Pepsi’s new brand identity development and marketing launch strategy has been in the news for months. What’s less reported was the massive internal marketing push with their employees that took place prior to the rollout, including webinars, town hall meetings and intranet updates leading up to the designated Rally Day, where the new logo and marketing was unveiled. “It was critical to get information to every person [as to] how they could bring [the brand’s new marketing message] to life in the marketplace.”, says Bill Wyman, senior marketing manager for Pepsi.
“If we were going to be successful in the marketplace, we were going to have to live and breathe the Pepsi brand with all of our employees,” Wyman says. “We set out to find every opportunity to communicate what we are doing, and why and how we are doing it.”
As developers of brand and marketing launch strategies, this seems obvious. Yet each day, companies large and small roll out new corporate identities, brand messaging or ad campaigns with plenty of background research, customer insights and C-level input without even a thought about getting critical buy-in from one of their greatest brand stewards – their employees.
To read the entire article on Pepsi’s internal relations rollout, click here.
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