Internal brand communications · Marketing
Your counter staff, dealers and branches each describe the business a little differently.
A customer asks the receptionist what makes the clinic different. The dealer in another city gives a different answer, and so does the new salesperson. None of them is lying. Nobody gave them the same sentence to start from.
Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.
In one paragraph
Internal brand communications is the work of getting your own people, dealers and franchisees to explain the business the same way. GullySales writes the short briefing, the onboarding sheet and the answers to customer questions, sets up the internal channels, and builds a way to collect what staff hear.
This service is about what your own people hear and can repeat. It covers a one-page briefing on the brand and the current offer, onboarding material for new joiners, and written answers to the questions customers keep asking. It also covers the channels that carry all this: a WhatsApp group, a notice board, an intranet page.
The line with the sibling services matters. Brand guidelines is the written rulebook for logos, colours and fonts. Employee advocacy programmes is staff posting in public. Sales enablement is selling material for the sales team. This page is about the plain explanation every employee and partner gives when asked.
Who it is for
This is written for you if these sound familiar.
- Multi-branch clinics, hospitals and schools where front-desk staff answer the same questions every day
- Manufacturers whose dealers and distributors describe the product in their own words
- Franchise brands where each outlet explains the offer differently
- Retail and service chains with a changing offer and a steady flow of new joiners
- Owners who are tired of being the only person who knows the right answer
- Businesses about to launch a new product, price list or scheme through their own people
Not for
It is not the right fit if.
- You have no settled brand or offer yet. Brand strategy comes first, because there is nothing agreed to brief.
- You want staff to post about the company on their own profiles. That is employee advocacy programmes.
- You need an HR policy, a code of conduct or legal terms for staff. Those are for your own adviser.
The problem
Does this sound like your business?
Common situations this work addresses.
“Every branch gives the customer a different answer.”
The question was never written down, so each person invents a reply. A written answer to each customer question gives everyone the same starting point.
“New joiners learn the business from whoever sits next to them.”
They pick up the habits and the mistakes of that person. An onboarding sheet puts the brand, the offer and the standard answers in their hands on the first day.
“The dealer is still quoting last year's scheme.”
Updates reach head office contacts but stop there. A briefing with a version date and a named sender shows who has the current one.
“Head office never hears what customers say at the counter.”
Staff hear objections, complaints and comparisons daily, but no route carries them upward. A simple collection form and a person who reads it fix that.
What we do
The work we can include.
Each deliverable and the purpose it serves. Your written scope confirms what is included, who is responsible, and what it costs.
One-page brand and offer briefing
What the business does, who it serves, what is on offer now and what staff must not promise. It carries a version date and a named owner.
Answers to the ten customer questions
Drawn from your enquiry messages, call notes and branch feedback. Each answer is short enough to say aloud and is approved by you before use.
Onboarding sheet for new joiners
The brand story in plain words, the standard answers, the do-not-say list and who to ask when unsure. Your manager checks it against a real first day.
Dealer and franchisee briefing pack
A version for partners that covers the current offer, the permitted claims and where to find approved files. It is written to be read on a phone.
Channel set-up and posting rules
A structure for the WhatsApp group, notice board or intranet page: who posts, which messages are pinned and where questions go.
Staff feedback form and log
A short form, a shared sheet and a named reader. What staff hear from customers is recorded with the branch and date.
Update note template
A fixed format for announcing a change, so staff can tell a new price, scheme or script from a casual forward.
How the result is measured
- Staff and partners holding the current briefing
- Customer questions with an approved written answer
- Branches giving the same answer to a test question
- Feedback entries logged from staff
- Updates acknowledged by the people they were meant for
Recorded as a baseline before work starts, so every later report has an honest comparison.
Before you decide
Agree the work. Know how to judge it.
Internal brand communications: use these checks to prepare, choose the scope, and review what changes.
Bring the right evidence
Collect the sales presentation, website, quotations, and other material buyers actually see. Mark where the description of the business changes or where a claim has no supporting evidence.
Make the scope clear
Agree whether the work concerns the offer, the words, the visual identity, or all of them. List the formats that need updating and who owns the final approval.
Check the work in use
Test the proposed direction on a real sales page or proposal. A buyer should be able to tell who the offer is for, what is different, and what evidence supports it.
Know when to change course
A new identity will not fix an unresolved service problem. Put the delivery issue right before making a stronger public promise about it.
These are discussion points, not a fixed package. GullySales confirms the deliverables, responsibilities, fee, and term in writing after reading your brief and speaking with you.
How it works
How the work runs
The work itself, in order. How an engagement starts, from your brief to a written scope, is set out on our method page.
- 1
Read the requirements brief and agree scope
After the brief and a conversation, the scope, fee and term are put in writing. We agree which staff groups and partners are covered.
- 2
Collect what people say today
We gather real customer questions and the answers staff give at the counter, on calls and in dealer chats. The gaps between them become the writing list.
- 3
Draft the briefing and answers
GullySales writes the one-page briefing and the customer answers. You correct facts, and your decision-maker approves what staff may say.
- 4
Set up the channels
We agree the groups, the pinned message, the update format and the person who answers questions. The business holds the admin rights on every channel.
- 5
Brief a first group and adjust
One branch or one dealer group uses the material first. Their questions correct anything unclear before wider circulation.
- 6
Hand over the feedback routine
The named reader receives the log and the update template. Any continuing support is written into the scope.
Before you hire anyone
Do this first yourself.
Find out what your own people say before you write anything new.
- Ask three staff members at different branches or dealers the same customer question and write down each answer.
- List the questions customers ask most from your enquiry messages and call notes.
- Write the current offer on one page with a date and a name against it.
- Note which channel staff actually read, and who has admin rights on it.
- Check what your dealer or franchise agreement says about how the brand may be described.
Judge any provider
What to ask any provider of this service.
Useful whoever you choose, including us.
- Where will the customer questions and answers come from, and who approves them?
- How will you tell staff which version of the briefing is current?
- Who holds admin rights on the channels you set up?
- How will what staff hear from customers reach me, and who reads it?
- What happens to the material when the offer changes?
Where this fits
Three pieces of sales work, in this order.
This work sits inside sales process design, at stage 0, foundation. The audit comes before it, and sales management keeps it running.
Step 1
Sales audit
Find where deals are being lost and what to fix first.
Start here if you cannot say where orders are lost.
Step 2 · you are here
Sales process design
One written way to sell, from first enquiry to repeat order.
Start here if every salesperson sells differently.
Step 3
Sales management
A target, a review routine and someone who owns the number.
Start here if the team has targets and no routine.
FAQ
Questions owners ask before they call.
Not here? More answers, or ask on WhatsApp.
Is this the same as brand guidelines?
Do dealers and franchisees have to follow it?
Can we keep using a WhatsApp group?
Do you train the staff?
Can you write for clinics or hospitals?
What does it cost, and how long does it take?
How long is the contract?
Who will actually do the work?
What do you need from us?
What if we are not happy with the work?
By industry
Internal brand communications, written for your industry.
Related services
Often bought with this, or instead of it.
Your next practical step
Tell us what you are trying to grow, and we will read it before we call.
Eight short steps, mostly taps. Skip anything you would rather answer on the call.