The Playboy Club Bunny Manual

Most companies with staff have some form of an employee handbook.  It’s usually buried deep up there on the dustiest shelf or at the bottom of the never-opened drawer.

It might’ve been section 27 in the big binder you were handed when you started at your job.  It included things like start time, finish time, lunchtime, holidays, how you can be fired (if it comes to it).  Stuff like that.

Not many even talk about (let alone enforce) your expected behaviour as part of a world famous brand experience and that’s a big problem.

There’s no denying that the Playboy Bunnies were a brilliant branding device.  They were the public face of the Playboy brand and the lead force in delivering the brand experience.

Key to this was the Playboy Club Bunny Manual; a strictly enforced code of conduct for all Playboy Bunnies.

The introduction alone stands tall and lays it out bare.  The reader would know straight away where they stand, how important they are, how select the opportunity they’ve been given is and how vital a part of the brand they are.

All other sections completely support the ideas in the introduction.  They’re descriptive but not restrictive on the personality of the individual.  In fact, they’re pretty basic when it boils down though it does has a strong emphasis on reward for effort, as well as consequences for negative behaviour.

With all this the manual is entirely focused on Bunny Behaviour in becoming an advocate for the brand and delivering the experience to those who answer the invitation and interact with it.

Read it here.

All companies should have an Employee Handbook and if it doesn’t follow the Playboy Club Bunny Manual framework, it probably should.  It shouldn’t only layout operational behaviour.  The context must recognise and set expected acts, performances and behaviours of the employee’s part in delivering a world famous brand experience and that should be the most strictly enforced part of staff behaviour.

(Hat tip to The Selvedge Yard for the source content and image).

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