Ritson taught brand management at London Business School, MIT Sloan, the University of Minnesota and Melbourne Business School – where he is currently an Associate Professor of Marketing. His former clients include McKinsey, adidas, PepsiCo, GlaxoSmithKline, Eli Lilly, Johnson & Johnson, Baxter, De Beers, Ericsson, Sephora, and WD40. For eight years he has also served as advisor and in-house professor for LVMH – the world’s largest luxury group – working with senior executives from brands such as Louis Vuitton, Dom Perignon, Fendi, Tag Heuer, Dior and Hennessy. In a recent national survey in the UK Mark Ritson was voted one of the country’s most admired marketers.
It’s important to note that Riston appreciates the intent of HR promoting employer brands and says:
I appreciate that you are only doing what you are doing out of a misplaced sense of purpose and a naive miscomprehension of the branding concept but, please, you have to stop doing this employer branding stuff right now. It is terrible.
Riston’s key points from his Marketing Week Article Employer branding can do real harm so stop it:
- Branding is fundamentally about the consumer
- Branding is about differentiation and employer branding strategy all sounds the same. Empowering Excellence with Integrity and Innovation’) is exactly the same as everyone else’s
- You have to measure brand equity, yet most HR people are measuring job satisfaction via employee surveys. If you want to position your employer brand on something, you will have to measure those values and how much employees think they experience them on an annual basis.
To me this sounds like this could me more of an issue of execution than an inherent problem or structural issue. Do you think employer branding can be done right to support both the customer and the employee? Please share your thoughts and insights below.