What Does EOS® Do for Your Company’s Brand?

Adopting an internal process framework typically is not thought of as a branding strategy. You don’t hear Ford sell trucks by bragging about its structure for internal meetings. Nike doesn’t sell shoes talking about its company’s org chart. Apple’s process of developing new products might get techies and competitors excited, but most consumers just don’t care.

Just the same, it’s not a coincidence that Ford, Nike, and Apple have strong internal processes while also have strong external brands. The two are more closely linked than one might see at first glance.

What we mean by branding:

Branding is all about building up a positive perception of an organization. Logos and trademarks often play a central role in branding—in fact, they were synonymous with brand for centuries. Today’s ideas of branding have a larger scope, capturing all the things a business does to maintain and improve how it is perceived in the marketplace.

Branding has two important audiences: new and existing customers on the one hand, and employees on the other. Customers, which includes other external audiences like investors, donors, and so on, like to do business with an entity they know and trust. Perhaps they also want to do business with an organization that will enhance their own prestige or aligns with their personal values.

Employees and contractors who turn the brand promise into a reality are also part of the brand’s audience. Their perception of the brand is probably pretty different from an external customer, but their emotional connection to the business still counts. A strong brand can help them feel a sense of pride in their work, above and beyond a paycheck and commitment to teamwork.

The ways EOS can transform your brand:

Having a consistent process in place to guide decision making has a big impact on a company’s brand. Here are some of the ways I’ve seen EOS change business branding for the better:

  • Systematic branding

Decision-making discipline is one of the key benefits EOS brings to a business. Decisions about branding are no exception.

For example, after adopting EOS a business will have a clear path for putting the right person in the marketing seat. That person will be solely accountable for branding efforts. So many businesses don’t make a single person responsible for branding decisions or, worse, they make the wrong person responsible.

I recently talked to an entrepreneur who had always run his own marketing, until EOS forced him to take stock of how much it was taking away from his work as Visionary. When he hired the right person to head his marketing unit, he could trust that the brand was in good hands. He told me, “I thought I was good at it, but I was wrong.”

  • A business’s values are a branding asset

Discovering your business’s values can be a challenging process, especially when key leaders disagree about important points. After Vision Building™, a business should have identified at least the basic notions of its core values. Transforming those notions into something that can be proudly displayed on a website can take hard work, but the result is powerful: nothing helps to build trust in a brand like an authentic statement of what matters most to the people who stand behind it.

Sometimes putting a company’s values “out there” can have surprising results. A salesperson for one of my clients built her entire pitch around the company’s values rather than on the services they were selling. It resulted in a big boost in sales, because their customers were hungry for a partner who shared their values, not just another vendor.

  • Setting long-term goals clarifies what matters

The long-term goals recorded in a business’s V/TO™ aren’t just benchmarks for measuring results year-over-year. They also have an important impact on branding decisions.

I work with a family-owned business that struggled to come up with its 10-Year Target™. Their Visionary CEO set her eyes on a goal that could be summarized as “global domination.” The other members of her team were thinking about more targeted goals, or in terms of numbers. They settled on becoming the best in their business in the United States.

After that decision, they’ve shifted their branding away from language and imagery with a strictly Southern Californian focus. “Everything we do is national now,” their CEO told me the other day. It has already changed how they brand themselves, and the meaning behind their brand.

  • Build inside, shine outside

Even if a business already has a strong brand, it will only get stronger after adopting EOS and living by its framework for two or three quarters. The transition takes time, but the results speak for themselves. As EOS drives internal growth, customers will see the difference in the business behind the brand.

I work with businesses at all stages of their branding journey. I can’t think of one that has not seen a brand benefit as a result of following the EOS Process®. Want to hear more about it? Send me an email or give me a call!