Managers know that what happens when customers transact with their organisation is important.

Having spent millions on establishing a ‘brand’ they often think they should buy a change programme to get their people to ‘be the brand’ – to behave in ways that the people in ‘brand management’ think they should.

So people get sent on ‘live the brand’ days.

But how does the ‘brand’ behaviour sit with the customers’ nominal value? And how much of the way people behave is driven by the system?

Will ‘living the brand’ create value for customers?