Ford"s brand-new branding effort has two vital audiences: the civilization of car buyers -- and also Ford employees. So once the company urges all within hearing to "Go Further," it"s not just appealing to consumers in America or China to take that extra step and check the end a Ford vehicle; and it"s not just promising that brand-new Ford models will exceed their expectations.

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The company is exhorting its 166,000 an international employees come "Go Further," too, because executives think that making Ford"s "internal brand" consistent with its new external message can produce profound synergy effect that advantage the agency in significant ways.

"What we aim to carry out is inspire behavior," Matt VanDyke, Ford"s manager of an international communications, called me. "Go Further" is "more than an heralding tagline. We desire to institutionalize it as part of our culture. Yet we talk through employes around why this language is rooted in what we currently were" quite than what Ford really hopes the company becomes.

That kind of talk might seem reminiscent of meaningless "mission statements" and other labels the companies use to your employees" behaviors and motivations without any kind of real anchoring in a consistent and effective this firm culture. Go anyone really think that a solitary Ford employee is walking to work harder or smarter or more because the marketing brass have actually come up through a clever brand-new slogan to cover your efforts?

Well actually, correctly -- however not just because someone came up v "Go Further." Branding consultants and Ford executives firmly insist that interior branding have the right to actually be a an effective force for molding employee actions into a an ext effective collective force, and one the redounds far past the water cooler.

Who at Apple, for instance, doesn"t think that the agency is changing the people with that is technology? and could McDonald"s proceed to command the fast-food organization for decades without an essentially company-wide devotion to offering consumers anywhere the world with affordable food that they enjoy?

"Today, the most crucial audience because that a brand is the inner one," insisted man Grace, chairman of Brand Taxi, a brand-new York-based brand-consulting firm. "Employees must live the brand and also the worths of the brand. If they"re no aligned and also not all acting in the very same way, and also have the exact same convictions, the brand watch scattershot. And also it"s employees who actually supply the brand."

Karl Heiselman, CEO of new York-based Wolff Olins, a brand consultancy, said that the vital to success for internal-branding projects "is that it needs to be sincere and not simply a interactions platform. It needs to be based upon truth and reality."

Arguably, Ford employees have shown the capacity before to rally around strong messages the were, in effect, internal and also external brands.

One time was throughout the early on Nineties, as soon as Ford came up v what at the moment arguably was the first major, effective branding project for one auto company that boring a solid internal element: "Quality Is project One." at the time, every of the U.S. Big Three auto devices was struggling to close one immense void in product quality that to be helping their Japanese rivals gobble increase share in the American market.

"It created typical ground and also a sense of pride," stated Allan Steinmetz, a leading internal-branding consultant who, ago then, was functioning on Ford projects for an advertisement agency. "Dealers made certain that when cars were repaired, they to be repaired right. Unions wanted to have the pride of structure cars v quality just as great as the imports. And," said the CEO and also founder that Boston-based Inward strategic Consulting, "management compensation was tied to top quality rankings since Ford necessary to conquer the image and the fact that that cars to be inferior."

The next time Ford management and also employees rallied around a type of interior brand wasn"t tied come a marketing campaign per se -- it was just how they supported CEO Alan Mulally after his arrival in 2006, in his decision to chart a difficult turnaround course because that the company. He hatched a "One Ford" business arrangement for the company that employees still carry about on a wallet-sized card. It talks around "One Team" executing "One Plan" toward "One Goal: An amazing viable Ford delivering rewarding growth for all."

And as soon as Mulally made decision to borrow greatly from private capital and disdained the market of a U.S.-government bailout in 2009, Ford employees embraced "One Ford" also more, and also their devotion come it no doubt has actually played an instrumental duty in the success the Ford began to reap a couple of years earlier -- and also has expanded to today.

But "Go Further" might actually it is in a more difficult proposition from which to squeeze actual value. For one thing, Ford and also its employee no much longer are in the fairly desperate instance that challenged them 3 years earlier -- the sort of desperation that have the right to be a good motivator regardless of slogan.

But VanDyke insisted the Ford"s efforts to rally roughly "Go Further" yes, really will help the agency to -- well, walk further. "It"s certain clear that a cohesive brand strategy, internally, dram a role" in winning as a company. "Understanding the culture and exactly how we need to behave is a crucial to do a world-class company."

VanDyke cited a variety of instances where Ford employees currently have "gone further" lately, in locations such as security design and keeping a Ford it is provided depot going during an ice cream storm. But much more substantively, he and also Ford CMO Jim Farley recently mutual three areas where the company will concentrate its internal-branding efforts: "People offer people," cultivating the values of teamwork, "family," inclusiveness, improving lives and also tapping into the potential of humanity; "Ingenuity" in ways large and tiny from architecture through products and also services; and striving because that the "Attainable" in "character, appeal, value."

"Those three principles make Ford different," Farley said. "We"re just documenting what the agency already is. That"s what Nike and Phil items did" with that company"s commonly admired internal-branding effort based on the idea, "Just do it."

Farley continued: "We"re not trying to design a brand-new reality because that Ford" yet emphasizing and also communicating within "what Ford feels prefer on a an excellent day."

Sarah Tatchio, manager of an international integrated interactions for Ford, explained that the score is to make "Go Further" vital to Ford employees -- "not "something else I have to do" but really that we are, and also giving a voice to it. Like, "I"m going further when ns make a details decision" or "do something because that this customer." It"s a slightly different framework for thinking about things."

Steinmetz stated that to result a far-ranging return on invest and an increase profitability, internal-branding program "can"t simply be a re-launch that an proclaiming initiative inside the company.

To succeed, the said, programs such as "Go Further" must start by making sure every constituency in the firm is completely apprised the the usual platform and also expectations around it; climate break it down to assist individual employees understand what it means for them in your roles; then acquire commitments from employees and also begin measuring habits that will show the interior branding initiative is acquisition hold; and, finally, seriously recognize and reward the preferred behaviors.

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Tatchio said Ford is adhering to a video game plan comparable to this. An included important facet for Ford is the "Go Further" has end up being its global rallying cry, therefore the internal-branding project has to be translatable across the company"s to work worldwide.

In Ford"s case, Tatchio stated that "after three months, we have actually numbers that are stronger 보다 the same period after i m sorry we presented "One Ford."

"Our society has adjusted so substantially over the last 5 years," she said, "that it yes, really laid the groundwork to introduced something like this more quickly. This wouldn"t job-related at a many companies."