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World Class organisations must take issues concerning their corporate identity seriously. Branding is an organisational strategy that must be deliberate and should convey the flavour and even strategic direction of the organisation to its publics. I have been researching for a while on the issue of the corporate image of one or two public sector organisations. My conclusion: Branding must start from within.
Coincidentally and interestingly, the debate on the need or otherwise of branding or rebranding for Nigeria has raged on and many of the participants in this debate have concluded: Branding must start from within.
One of the headlines that I came across in a national newspaper was one that said: Rebranding Project Must Start from Within. Branding [or Rebranding] must be deliberate, planned and must take cognisance of the inner strengths and weaknesses of the organisation [or indeed the country].
Within the organisation, the people must ‘live’ the brand. There should be a measure of ‘internalisation’ of the brand, especially the brand values. What goes on internally is really what the organisation is about. The organisation should reflect its values. Branding should not be cosmetic. It should be based on the values, strengths and deeds of the organisation. The question should be asked: Is the externalisation of the brand a measure or reflection of the organisation?  
Why am I a protagonist of this approach? Because first, it helps organisations to highlight the great practices that have made them successful. It also helps them to hold on to these practices and leverage on them for competitive advantage.
It is an approach that can be termed ‘people-integrated branding’. This is mainly because it ties the people of the organisation to the brand, especially because they must breathe and live the brand goals. Members of staff must ‘speak the brand’ and transmit a common message. This will encourage the breeding of internal evangelists, who will want to showcase the brand externally. They will develop a ‘tangible’ relationship with the organisation. Vision, perception, values, emotion and exposure all play a role in ‘bonding the brand to the various stakeholders.
It is also transformational within the organisation because it connects the brand message with the brand story. Of course for many organisations, this is new thinking and helps towards the identification and sustenance of the pillars or strengths propping up the organisation.
The internal branding approach enables branding to be more quantified and manageable with internal ‘sensors’ carrying out checks on the organisation and ensuring that the tracking brings about remediation where there are gaps and shortfalls.
The strategies for internal branding differ between organisations, but must end up being positive to the customer. But remember that there are internal and external customers. The internal customer must ‘receive’ the brand wholeheartedly before it is unleashed on the external customers. Branding strategies aim at tying in with the external customer, but the internal customer must be the first recipient. Deliberately managed, internal branding should ultimately increase market share of the product or service offered and possibly attract premium prices.  
Many times, brand builders fail to realise that the organisation is only as strong as the number of people who are able to sincerely breathe and live the brand, especially if tied to the corporate culture of the organisation. Although, there is a school of thought that believes that the organisation is only as strong as it weakest links such as those that do not embrace its values and open up its flanks for misinformation, misconceptions and a negative corporate image. Zero-tolerance to those misdemeanours for example, which open up its flanks unduly, such as corruption must be instituted, while remediation for weaknesses identified must be swiftly put in place.
Conclusion 
Branding is an organisational strategy which is important for differentiation. Differentiation enables the organisation to develop, scrutinize and package its products and services better, identify niche markets, penetrate new ones and grow with its existing market. 
The branding effort must be deliberate, tracked and the brand should kept in a tip-top state continuously by tracking those internal building and stabilising strengths that showcase the brand, while continuously closing identified gaps that impact vision, perception, values, emotion and exposure, which the various stakeholders take notice of on an ongoing basis, periodically or even just once in their lifetime.
For branding to succeed, the members of staff must align themselves with the brand philosophy, which in turn means that selection must be based on ‘best fit’ to the organisation’s definition of its ideal fit for each position. 
Internal branding help to stem what I term ‘scatterisation’ of the brand’ leaving the brand all over the place without direction and without a fulcrum. With this approach, there is greater consciousness of the need to protect the integrity of the brand, with each encounter with the external stakeholder, made positive and welcoming. 
The long run effect is to build brand loyalty, attract non-customers and win a bigger slice of market share.