Honoring our Clients by Being Flexible and Adaptable
Part 5 of a 5 Part Series - Reinforcing CapTech's Culture
Thank you for reading the previous four blogs. This is the fifth and final blog in this series. By now you are a CapTecher who is assimilated well into your Client's culture. Now here is the tricky part. How do you honor your Client's cultural context while still holding true to the tenants of CapTech's culture? Let's answer that question.
Reinforcing CapTech's Culture
CapTechers must find ways to reinforce aspects of our internal culture at the Client site. At New Hire Orientation, the Marketing team trains us to "Be The Brand." On the internal Be The Brand site CapTechers have countless aids and strategies to help make CapTech more successful. Now the challenge incumbent upon CapTechers is to actively take our brand wherever we go. What exactly does that mean?
First, CapTechers must talk about Being the Brand internally. Our leaders pave the way but we must discuss Being the Brand regularly, within our teams. CapTech provides great solutions and compelling service offerings. In addition to solving the current problem, CapTechers also have the opportunity and responsibility to show Clients additional solutions and services. Every CapTech consultant must be strategic and intentional about furthering the CapTech Brand with their Client.
We expect that every CapTecher is:
- Leveraging passive and active strategies for Being the Brand as provided by the Marketing team
- Sharing additional servicing opportunities with their Account Manager
- Discussing successes with their teammates so that they have examples to readily share with their Client when given the opportunity
- Acquiring additional CapTech branded materials
- Thinking of new ways to remind ourselves of our Brand
- Refining their elevator pitch to accurately reflect CapTech's growth and their personal growth
- Learning new best practices from the Marketing team on how to further our Brand
- Finding other good examples of great culture that will improve CapTech
Some of these items may seem "trivial" and not germane to a consultant's role on a project but CapTechers are coached in the art of trivial pursuit. Dalmin and Min (2014) note that, "brand differentiation that increases consumer preference is not only by introducing meaningful attributes but also meaningless attributes" (p. 63). So the way a CapTecher does their job as described in the points above can be the difference between additional business, new business, or no business. Intellectual curiosity drives consultants to see that those seemingly "trivial" final touches are more substantive than originally thought. Dalmin and Min (2014) note that when a Client is left with choosing between three closely competing products, "offering a trivial attribute serves as a 'tie-breaker' and thus increases the buying likelihood of that brand" (p. 63).
CapTechers strive to be the tie-breaker.
How do you think your overall cultural awareness has improved as a result of this blog series? What would you add at this point? Share your thoughts as comments to this blog.
Dalman, M. D., & Min, J. (2014). Marketing strategy for unusual brand differentiation: Trivial attribute effect. International Journal of Marketing Studies, 6(5), 63-72. Retrieved from http://search.proquest.com/docview/1614046146?accountid=458
This blog post is the fifth in a series of blog posts.
- Honoring our Clients by Being Flexible and Adaptable - Part 1
- Deciphering the Intangible - Part 2
- Cultural Dimensions and Measures - Part 3
- Honoring Our Clients' Culture - Part 4
About The Author
Shawn Saulsberry is a Management Consultant with more than 20 years of experience in technology strategy and delivery across the entire software development lifecycle. He acts as a technology liaison driving direct connections between an organizations business goals and the outcomes of technology programs and projects. Shawn is proficient in technology strategy formulation and implementation, project management in the technology and creative environments, management of research and development and the innovation processes, technology transfer in the global economy, and various applications of technology management.