Central to the identity and appeal of TMP Government (and of course of our parent company, TMP Worldwide) is its position as “the Digital Brand Authority.” Followers of this blog might benefit from my discussing exactly what this short tag implies for TGov clients.
At the obvious level, this term succinctly underscores our knowhow in two intersecting realms: branding and digital engagement. As you yourself may have discovered, a productive blend of these two expert disciplines is not particularly common, especially in our Washington, DC market.
When we state that we know how to brand our clients—either as employers or as “corporate” entities—we’re making a pretty far-reaching assertion in our own right. For starters, it implies that we can deliver on the analytical front—specifically that we are accomplished at discovering the full implications and nuances of a given client’s…
- Identity (both self-declared and widely perceived by folks on the outside)
- Competitive position/share of mind in the Federal arena and/or talent marketplace
- Complex relationships with stakeholders and targets of influence (including, as relevant, potential recruits)
That’s the first qualification…knowing how to identify, sort, and balance all these underlying factors in the brand. The second? The insight to fine tune, revitalize, or even alter these elements substantially to accommodate real-world conditions or—when change is on the agenda—to match the client’s “aspirational” goals. In step three, the icing on the cake, we develop a resonant and memorable creative expression that embraces and focuses the evolving brand.
So far I haven’t mentioned the “digital” part. Here’s where TGov lengthens its lead on the competition. Clearly the creative “engine” behind a client’s brand has to leverage online, electronic, rich media and mobile knowhow (all these fall under the digital mantle). Anyone who knows our work has at least sampled the full spectrum of digital creative products—from websites to online games to video to social media—that we have produced for Federal clients. Ensuring that these digital products—usually the mainstream output of our efforts–are brand-authentic is the culminating component in our work.
Even so, this doesn’t convey the full picture, digitally speaking. We live in a digital world. For the most part, our clients’ key audiences are digitally savvy. To clarify what I mean, let’s rewind to my comments on the analytical aspects of brand-building. The constraints and possibilities of operating in a digital world have to be astutely considered and factored in during all our early-stage “discovery” activities as well. Make no mistake: the complexities are legion, and the experience and training it takes to do this with style and smarts are not easily earned.
And that, in short, is why we can honestly call ourselves the digital brand authority. In our government market, who can compare?