[SOUND] So, I've introduced Newton's cradle before, and
this module is very much about the alignment between the dots if you will,
the alignment between the three Bs that I've talked about between business,
brand and behavior, in the process of creating customer and consumer value.
So if you think about these three Bs, what does the alignment actually mean?
We'll focus on various aspects.
In this video, I'll focus mainly on the kind of codes of behavior,
that stand behind of each of these dots,
if you will, or each of these balls, which is really about.
Are we all kind of dancing to the same tune, in the organization or do we have
different tunes, at each of these stages, this is central to much of what I teach.
I use a tool called the three B aligner In my classes, and
it's really about on the business side, thinking about the organizational purpose,
your vision, your mission, your strategies.
At the brand level, it's about the customer value proposition,
your positioning.
And the behavior level, we can think of organizational values
maybe codes like your employee value proposition, your competency framework,
your leadership model.
All of these are various codes of behavior that we subscribe our people,
our employees to take part of.
And if you think about the relationship between these, are they all
pulling us in the same direction or are they pulling us in different directions.
And ultimately also think about the relationship between
these at a more fundamental level.
Think about your business, does it allow a certain brand
to come to fruition to build a certain brand, maybe your heritage.
On the other hand, if you think from the brand to the business, what is the right
business structures, systems, processes, that bring this brand to life?
That allow it to exist?
That support it?
If you think about the behaviors, it's also a two way street from the brand.
On the one hand, you can think about well, what is the organizational culture?
What are the behaviors, that I need to exist to deliver the brand?
But you could push this to the extreme, and
say well, if we have a strong organizational culture.
What are the types of brands that we can actually support?
So this alignment really goes both ways,
if you think about these balls swinging back-and-forth.
Now this is not just an internally focus exercise.
The public eye is increasingly on the alignments of these various components.
So this alignment between the three B's is not just something
that we need to be concerned with internally.
For operational; purposes but it's really part of our reputation,
they way we're seen in the market place.
And I've chosen two brands to really bring this to life.
Ive chosen them because they're recent examples,
but also they're brands that I admire, they're great brands, so
I think it's safe to point out these two incidents.
The first one is, recently Starbucks came out with a campaign called Race Together.
The baristas were encouraged, all the way from Howard Schultz down
to write race together, on the Starbucks cups.
This is in the United States, because of the racial tensions, that are really
very apparent, in the US still today, and this is not a bad idea in itself.
I think it's great to encourage discussions about race.
But you then have to think about, well, does this fit the brand and
does it fit the organization, the business?
So this behavior that baristas are encouraged to do.
So from the brand level, you might argue,
well, if you think about Starbucks as the third space, people go and
they can discuss, maybe that is a topic you'd like to discuss.
On the other hand people want their coffee and maybe they want to relax and
not talk about such serious concept.
So, from the brand level, this is questionable already.
But really when this kind of erupted in the media was
when a lot of the consumers started pointing towards Starbucks,
started pointing towards the composition of their executive committee,
which was not quite as diverse as this kind of a message would have required.
On the internal response, from the communications side overwhelmed with
this public attack, the communications director actually shut down,
I think their Twitter account it was.
And that certainly doesn't fit also with this idea of open discussion.
So on so many different levels, did the brand not fit.