Role of a strong brand in the expansion of BSSC – part 2

BSSC branding is a set of activities aimed at building a strong centre brand across the organisation. The positive image of a BSSC is primarily influenced by a combination of two elements: the high quality of provided services and the good relationship between BSSC teams and local business units.

In the first part of the article in the 5/2023 issue of FOCUS ON Business (September-October 2023 edition), we pointed out why BSSC[1] branding is so important and what role customer satisfaction surveys play in its development. In the second part of the article, we present the leading branding practices observed in the BSS sector.

Diversity of approaches

Interviews conducted by KPMG in Poland with representatives of the sector showed that BSSC branding is a high priority for the senior management of the organisation, and presented stories outlined a diverse picture of branding in the BSSC sector. Internal branding is seen as a complex notion in the organisational development depending on the level of support from centres to the parent organisation and the individual standpoint of BSSC leaders. Below are four of the most interesting observations emerging from the analysis of branch practices.

Common brand for all business support centres

The first particularly important initiative is to develop a strategy to create a common brand for all of company’s business support centres spread around the world. Support centres operate in various geographical locations, providing diverse services. Interaction between them is often limited, so the initiative to create a global brand is an opportunity to start collaborating and sharing best business practices. This approach brings a new quality as it focuses on promoting the collaboration between business service centres rather than the internal competition between them. Having a common brand for all hubs is a real reinforcement in the eyes of the parent company, as well as an opportunity to benefit from the synergies of particular hubs.

Promotion of the centre by the core business management

Another important observation of KPMG in Poland is the role of marketing and communication provided by the parent company. Implementation of the BSS model taking place with the full support of the marketing department and top management guarantees a good start for the BSSC. The marketing department of the parent company can support the BSSC by developing a 360° strategy: including a logo or a motto for the centre, which is an innovation in itself, as BSSCs rarely have their own visual identity and motto. The support of the company’s management from the very beginning of the idea of creating a BSSC, is often reflected in the establishment of a close cooperation with the centre leader and in the consistent communication of a clear message to all company employees: The BSSC is our strategic partner and an integral part of the business.

Networking in the organisation

An important conclusion that emerges from the interviews with BSSC leaders is the important role of face-to-face meetings with key leaders in the organisation.

It is extremely important to be recognised in the parent company, both in terms of communication (for example on the intranet) and in terms of presence at company events. We live in an era of constant and ubiquitous communication, in which we are constantly over-stimulated in both our professional and personal lives, making it difficult to notice important messages. Organisations should create a strategic image of BSSC internally based on thoughtful communication and active promotion of BSSC to organisation’s employees. Business success is not only determined by business processes and appropriate levels of performance indicators, but also by the ability to build valuable relationships within the organisation.

Multi-level communication

Branding can serve to improve the image of the BSSC among the operational staff of local business units. So far, they have not been the target group of branding activities, as the focus has been mainly on the managerial level. The multi-level nature of communication is linked to the development phase of the organisation. When most of the processes are stabilised, the need to improve the image among operational staff in the local units can be seen. This ambition is also driven by operational needs and aims to increase the effectiveness of cooperation with lower-level staff. The main message that the centres want to convey is that both BSSC and local business unit employees face the same challenges and work together to achieve satisfactory results.

Common elements

Despite the differences in the approaches described above, yet common elements can be seen in them. Leaders of the selected centres in their interviews with KPMG in Poland emphasise how difficult it is to create a positive image of BSSCs. All leaders unanimously state that it is extremely easy to lose a positive image. The impression that is left after incidents that negatively affect the brand is disproportionately greater than that from positive events.

The attitude of the parent company towards the business support centre plays a key role in the branding process. Understanding the role of the BSSC and treating it as one of the critical elements of a strategic approach to the development of the whole company is one of the key success factors. If the BSSC leader’s communication is not supported by a positive reputation in the local business, it will not lead to a favourable brand perception. A targeted marketing campaign promoting the creation of BSSCs and the support of the centre leader by the parent company’s management prove essential for the successful implementation of the BSS model.

Shared service centre leaders share the same ambition to be seen as a trusted business partner that delivers advanced business services and serves as an incubator for innovation. Centre leaders agree that the quality of the services provided by BSSCs is the foundation of any branding. The more a company cares about the quality of its products or services, the more it will establish quality as one of the most important values for its BSSC.

Leap into the future

The elements of branding that will influence the future approach to BSSC brand management:

First: branding initiatives are an integral part of an organization, they improve the image of the BSSC and should be introduced as early as possible in the establishment of the BSSC. As market

observations show, this facilitates the start of collaboration between BSSCs and local business units.

Second: the parent company should support the communication of its business support centre, and if it does not, the BSSC leaders should ask for this support. Market

practices show that only consistent and coherent communication between the BSSC and the parent company contributes to creating a positive image of the support centre.

Third: When planning a continuous improvement strategy, priority should be given to quick wins that can be used to promote the brand and present concrete examples of what a BSSC can offer and how it can drive business processes.

In summary, BSSC units have the potential to add value to the organisation, but only if they are positioned effectively and their role is properly communicated to all business partners and stakeholders. Internal branding plays a key role in achieving this by building awareness, understanding and support for BSSC across the organisation.

By investing in the internal branding of BSSC units, companies can ensure that their business service centres are recognised as partners for success and have a real impact on improving business performance.

^{[1] For the purpose of this article, we would like to clarify the meaning of the terms used in this text:}

^{– BSSC – (Business Services Support Centre) a generic term for all forms of organisations in the Business Support Services (BSS) sector, including GBS (Global Business Services), SSC (Shared Services Centre) and CoE (Centre of Excellence);}

^{– Parent company/organisation – company responsible for the core business.}

Authors:

Magdalena Lach, Senior Consultant, Shared Service and Outsourcing Consulting, KPMG Poland

Justyna Wojdak, Manager, Shared Service and Outsourcing Consulting, KPMG Poland

This article comes from magazine:
FOCUS ON Business #14 January-February (1/2024)