▁ ▁The ▁second ▁area ▁is ▁ens uring ▁employees ▁and ▁close ▁st ake hold ers ▁of ▁an ▁organization ▁completely ▁understand ▁the ▁organization ' s ▁brand , ▁and ▁what ▁it ▁stands ▁for — and ▁to ▁make ▁sure ▁that ▁their ▁activities ▁on ▁a ▁day - to - day ▁basis ▁are ▁contrib uting ▁to ▁express ing ▁that ▁brand ▁through ▁the ▁customer ▁experience . ▁ ▁In ▁general , ▁this ▁requires ▁an ▁on going ▁effort ▁on ▁the ▁part ▁of ▁the ▁organization ▁to ▁ensure ▁that ▁its ▁employees ▁and ▁close ▁st ake hold ers ▁understand ▁what ▁the ▁brand ▁is ▁prom ising ▁to ▁its ▁customers , ▁and ▁to ▁help ▁all ▁employees ▁clearly ▁understand ▁how ▁their ▁actions ▁and ▁behav iors , ▁on ▁a ▁day - to - day ▁basis , ▁either ▁support ▁or ▁und erm ine ▁the ▁effort . ▁ ▁This ▁often ▁ra ises ▁the ▁issue ▁of ▁the ▁value ▁of ▁invest ment ▁in ▁" brand ▁eng agement ". ▁It ▁is ▁a ▁dis cret ion ary ▁exp ense ▁on ▁the ▁part ▁of ▁the ▁organization . ▁ ▁Pro ponents ▁of ▁brand ▁eng agement ▁would ▁argue ▁that ▁this ▁is ▁an ▁invest ment — that ▁is , ▁the ▁benefits ▁to ▁the ▁organization ▁out we igh ▁the ▁cost ▁of ▁the ▁program . ▁ ▁Within ▁any ▁organization ▁there ▁is ▁competition ▁for ▁resources , ▁so ▁there ▁is ▁a ▁significant ▁need ▁to ▁demonstrate ▁return ▁on ▁invest ment ▁in ▁employee ▁eng agement / internal ▁communic ations . ▁While ▁it ▁is ▁generally ▁accepted ▁that ▁it ▁is ▁important ▁for ▁internal ▁communic ations ▁profession als ▁to ▁demonstrate ▁the ▁value ▁this ▁function ▁del ivers ▁to ▁the