The company did not have a clear brand vision or image established and wanted to understand how it was perceived both by its employees and its customers to help shape its branding. The organization also wanted to understand the engagement of its employees and what its strengths and weaknesses were as an employer. Due to the brand having multiple go to market brands, the organization was concerned about the inconsistencies that would emerge in relation to its image. Cicero implemented both an internal and external approach to understanding the perception of the brand.
Cicero conducted research with the general population and the company’s customers to understand how it is perceived and customer experiences with the brand. Cicero identified that while experiences with the company were positive, there was no clear brand message established and loyalty with the younger generation was waning.
Cicero followed up the external research with an internal employee engagement study, gathering feedback and responses from its full-time and part-time employee base. Cicero identified key differences in the employee experience between full and part-time employees as well as across business units. From this, the client used best practices that had been identified within its top performing brands and leveraged them with its underperforming business units to increase engagement and loyalty and decrease employee turnover.
By taking insights from research and analytics conducted not only with the company’s customers but also its employees, the company established a clear vision for its brand that is both internal and external facing and the client has plans to build the brand around that vision. This vision includes reconnecting with the community and building relationships with the growing, younger population by focusing efforts with several of its brands.