brigade is, of course, client service. Bringing the firm’s service philosophy
to life every
day in every
interaction is vital.
Most of the
firms studied
carefully nurture their
client relationships, and
clients are contacted
often to solicit feedback on service satisfaction and future needs. The
loss
of a client is carefully studied
to understand the reasons and to make cer-tain that any flaws in the service or
deliverables are improved.
As mentioned in
“Brand Management at Skadden, Arps,”
social
responsibility is a critical
component of many
firms’ ethos and
philoso-phy. It is
also a powerful tool
to position the
firm in the
market and
demonstrate its skills,
values, and culture.
PwC, for example,
has lever-aged its
deep commitment to
training, education, and
open innovation
into a broad-based knowledge-sharing initiative
called PwC Open
Uni-versity. The program provides
business executives, faculty, students,
and
regulators around the
world with open
and free access
to the firm’s
expansive and growing library of training courses.
This first-of-its-kind corporate
learning and education
resource
builds upon steps
taken by leading
universities such as MIT and Y ale to
make their courseware
freely available. PwC
Open University launched
with an initial
portfolio of 150
courses across multiple
industries; deliv-ered via
webcast, podcast, or
eLearn. According to
Mitra Best, PwC
Innovation Leader, the firm plans
to expand the library based on market
needs and requirements,
establishing PwC as a
trendsetter in open
and
free corporate education.
identifies problem areas,
and lays out a
strategic framework for
the
future. Senior management
then selects the
top three cultural
issues
to address and
maps out a game
plan for implementation. The
firm
rolls out all
the results locally
by agency. In
most cases, agency
presi-dents present the
findings and plan
in a town-hall
format so that
employees can ask questions and make suggestions.
“The results
have been very
gratifying,” says Murphy.
Euro RSCG
Life has made
significant strides in
creating a collaborative, unified
enterprise from a diverse
network of agencies,
and employees feel
much more connected
to the company
as a whole. The
firm’s efforts
have won recognition
outside the agency
as well. Medical
Marketing
& Media
named Euro RSCG Life the 2010 Network of the Y ear, and
Adweek named the firm the 2009 Healthcare Agency of the Y ear.
Keep the Message Clear and Consistent
Rodge Cohen, Chairman of Sullivan & Cromwell, expressed a warn-ing
to all PSFs,
“The brand that a
firm has built
up over many
years can
be dissipated in a blink of an
eye. All it takes is one or two mistakes of any
magnitude, and you can destroy the brand.”
As previously discussed,
it is critical
that everyone in
the firm, from
back-office support to chairman, understand the firm’s positioning: Here is
what we stand
for; here is
how we interact
every day with
each other and
with clients and
our communities; here
are the words
we use if
anyone
asks; and here is how we package ourselves in all our written materials
and
communications. Ensuring consistency
across the firm
requires two
important steps:
• Clear articulation
and communication of the positioning
message
so that everybody
knows what it is, and
what their role
is in de-livering the message
• A strong enforcement of the rules to ensure
compliance
As discussed in
Chapter 2, “Shared V ision, V alues, and
Culture,” the
best firms invest time and energy in articulating and instilling their
values
and enforce the
rules through performance
evaluations, compensation,
and promotions or dismissal. For many,
the values indoctrination process
includes instruction on
the dos and
don’ts of brand
management. Some
firms put brand rules in writing. Latham & Watkins, for example,
issues a
simple four-page brochure
to “every single
person” in the
firm that out-lines
the brand guidelines.
These guidelines are
reviewed with new
hires
and all employees
on a regular basis.
SmithGroup has been
working for
the past seven
years to make
certain that “anytime a
client interacts with
us, they will
feel the same
way and get
the same quality,”
said firm
President and CEO
Carl Roehling. The
firm developed an
annual in-house seminar
program to discuss
brand strategy and
the firm’s service
policy and to establish the rules for all graphics and public relations.
Regularly T est Brand Strength
“Gathering very
regular, detailed feedback
and making sure
that we are
responding as best
we can to
what the clients
want and what
the clients need is
very important
و، بطبيعة الحال، وخدمة العميل. جلب فلسفة الشركة خدمة
في الحياة كل يوم في كل تفاعل حيوي. درس معظم الشركات
رعاية بعناية العلاقات موكلهم، والاتصال بالعملاء
في كثير من الأحيان للحصول على رضا تعليقات الخدمات والاحتياجات المستقبلية. الخسارة
من هو درس بعناية عميل لفهم أسباب وتقديم شهادات خفض الانبعاثات، التي تحسنت تين أي عيوب في الخدمة أو إنجازها.
كما هو مذكور في "إدارة العلامات التجارية في Skadden، أربس،" الاجتماعية
المسؤولية هو عنصر حاسم من روح العديد من الشركات 'والفلاسفة PHY. بل هو أيضا أداة قوية لوضع الشركة في السوق و
إظهار مهاراتها، والقيم، والثقافة. برايس ووترهاوس كوبرز، على سبيل المثال، لديها رافعة الذين تتراوح أعمارهم بين الالتزام العميق للتدريب والتعليم، والابتكار المفتوح
في مبادرة لتقاسم المعرفة على نطاق واسع تسمى برايس ووترهاوس كوبرز فتح أحادي versity. ويوفر البرنامج رجال الأعمال وأعضاء هيئة التدريس، والطلاب، و
المنظمين في جميع أنحاء العالم مع وصول مفتوحة ومجانية إلى الثابت
توسعية والنمو مكتبة من الدورات التدريبية.
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