Showing papers on "Employer branding published in 2007"

Organizational Identity and Employer Image: Towards a Unifying Framework*

Abstract: This study aims to bridge two research streams that have evolved relatively apart from each other, namely the research streams on organizational identity and on employer branding (employer image). In particular, we posit that it is crucial to examine which factors company outsiders (applicants) as well as company insiders (employees) associate with a given employer. To this end, this study uses the instrumental–symbolic framework to study factors relating to both employer image and organizational identity of the Belgian Army. Two samples are used: a sample of 258 Army applicants and a sample of 179 military employees. Results show that both instrumental and symbolic perceived image dimensions predict applicants’ attraction to the Army. Conversely, symbolic perceived identity dimensions best predict employees’ identification with the Army. Results further show that employees also attach importance to outsiders’ assessment of the organization (construed external image). Theoretical and practical implications for managing organizational identity and image are discussed.

The role of internal branding in the delivery of employee brand promise

Abstract: In branding literature, the employee role is recognised as crucial in delivering the service as promised by the brand. A plethora of existing insights have been gained through practitioners' and customers' perspectives. Little empirical research has been undertaken with employees. Therefore, this study aims to reveal their perceptions towards their role and the techniques that enable them to fulfil the brand promise. A case-study approach is adopted using a mixture of qualitative and quantitative methodologies. In-depth interviews reveal that employees feel that their actions are vital to the brand, and findings from a survey of 699 respondents demonstrate positive relationships among internal branding instruments and their brand promise delivery. These tools influence the employees' brand attitudes, namely brand identification, brand commitment and brand loyalty. Ultimately, these attitudes also influence the manner in which employees deliver the service. Therefore, internal branding not only directly influences the extent to which employees perform their role in relation to the brand promise, but also influences the attitudes employees have towards the brand, which in turn affects employee performance.

Corporate brands with a heritage

Abstract: This paper articulates a concept of ‘heritage brands’, based primarily on field case research and studies of practice. We define brand heritage as a dimension of a brand's identity found in its track record, longevity, core values, use of symbols and particularly in an organisational belief that its history is important. A heritage brand is one with a positioning and value proposition based on its heritage. The work grew from our lengthy study of monarchies as corporate brands. We describe how to identify the heritage that may reside in a brand and how to nurture, maintain and protect it, particularly through the management mindset of brand stewardship to generate stronger corporate marketing.

Customer experience, organisational culture and the employer brand

Abstract: It has been little more than a decade since this journal published the fi rst recorded paper on the employer brand concept, fi rst originated by Simon Barrow and fi rst researched in partnership with Tim Ambler of the London Business School. In light of the subsequent evolution in employer brand management practice, the aim of this paper is to present a re-appraisal of the concept in terms of its potential contribution to brand-led culture change and customer experience management. The ultimate aim of brand management has always been to deliver a consistent and distinctive customer experience, but this task has been particularly diffi cult for service brands due to the greater complexity involved in managing service brand experience. Despite the evidence that personal interactions are generally more important in driving customer service satisfaction, there has been a tendency for service companies to focus more of their attention on the functional / operational factors involved in service delivery. Successful service companies stress the role of organisational culture in promoting on-brand customer service behaviours, but the mechanisms for shaping an on-brand culture (such as internal marketing and internal branding) have typically relied too heavily on communications-led approaches to sustain a lasting effect. The discipline of employer brand management takes a more holistic approach to shaping the culture of the organisation, by seeking to ensure that every people management touch-point is aligned with the brand ethos of the organisation. In providing a robust mechanism for aligning employees ’ brand experience with the desired customer brand experience, and a common platform for marketing and HR, employer brand management represents a signifi cant evolution in the quest for corporate brand integrity.

The management of destination brands: Five guiding principles based on recent developments in corporate branding theory

Abstract: In recent years there has been an emerging literature with regard to corporate brands and their management. This paper examines the relevance and potential contribution of this literature to the management of destination brands. It is evident that there are important features of destination brands that distinguish them from product brands and that these have led to differences in the way destination brands are created, developed and maintained. The paper concludes that corporate brands, in contrast, share similarities with destination brands and that the emerging literature on corporate branding can therefore make an important contribution to our understanding of the particular problems of destination brand management and how it might be improved. The paper presents five guiding principles and a framework for the management of destination brands based upon the literature reviewed. An agenda for future consideration and research is also presented.

Employer branding in the Belgian Army: The importance of instrumental and symbolic beliefs for potential applicants, actual applicants, and military employees

Abstract: This study conceptualizes employer brand as a package of instrumental and symbolic attributes. Using a sample of 955 individuals (429 potential applicants, 392 actual applicants, and 134 military employees), we examine the relative importance of instrumental and symbolic employer brand beliefs across different groups of individuals: potential applicants, actual applicants, and military employees (with less than three years of tenure). Results show that instrumental attributes explain greater variance in theArmy's attractiveness as an employer among actual applicants compared to potential applicants or employees. In all three groups, symbolic trait inferences explain a similar portion of the variance. In addition, in all three groups, symbolic trait inferences explain incremental variance over and above instrumental attributes. Implications for employer branding practices and image audits are discussed. ©2007 Wiley Periodicals, Inc.

The theoretical separation of brand equity and brand value: Managerial implications for strategic planning

Abstract: During the past 15 years, brand equity has been a priority topic for both practitioners and academics. In this paper, the authors propose a new framework for conceptualising brand equity that distinguishes between brand equity, conceived of as an intrapersonal construct that moderates the impact of marketing activities, and brand value, which is the sale or replacement value of a brand. Such a distinction is important because, from a managerial perspective, the ultimate goal of brand management and brand equity research should be to understand how to leverage equity to create value.

Moderating effects of the brand concept on the relationship between brand personality and perceived quality

Abstract: This study investigates the moderating effects of the brand concept on the relationship between brand personality and perceived quality. Analysis of the data collected from a sample of respondents using a questionnaire with six products and six brands as stimuli revealed that, among the five brand personality dimensions studied, excitement and sophistication were the most strongly associated with perceived quality. The dimensions of excitement and sophistication were also found to be positively related to perceived quality when the brands have symbolic and experiential brand concepts, respectively. In addition to the traditional use of price signals, guarantees and brand name, brand personality is an important cue that marketers can use to signal the brand's perceived quality to the consumer. As a result, brand personality must be consistent and congruent with the brand's positioning and brand image.

Corporate behaviour vs. brand behaviour - Towards an integrated view?

Abstract: The behaviour of employees is an important element in the expression of identity. That behaviour therefore relates to different identity-focused, corporate-level concepts such as corporate identity and brand management. Both concepts are interlinked and need a stronger alignment in consideration of corporate-level marketing. The emerging interest in corporate and service brand management is increasing the relevance of behaviour. However, brand hierarchies could hinder identity-congruent behaviour on the part of the employees if the multiple identities of corporations are not aligned. We discuss the behaviour of management, corporate-level marketing, middle management and employees in the context of brand management and brand hierarchies.

The concept of participatory market orientation: An organisation-wide approach to enhancing brand equity

Abstract: While much marketing literature sees delivering customer experience as the role of the marketer, we argue that this is an organisation-wide responsibility. The organisation-wide approach is based on the premise that the brand-building capability of the organisation is determined by the combination of marketing, human resources, organisational culture, leadership and evaluation. It is our contention that the role of marketing should be concerned with connecting these elements to optimise brand equity (eg awareness, perceived quality, associations, loyalty). In this paper, we suggest a participative model for an organisation-wide approach where the role of the marketer is Janus-like in that he/she must face both outwards to connect with customers and other stakeholders and inwards to build coalitions inside the organisation to deliver a clear and consistent customer experience.

We the people: The importance of employees in the process of building customer experience

Abstract: This paper considers the importance of employees in the process of building customer experience. The paper states that internal investment is rewarded with consistent, quality customer exchanges. Emphasis is first placed on the positioning of brand management within an organisation, and its linkage to strategy. Secondly, the tools of identity and guiding principles are introduced. These tools are used to activate staff by inviting their engagement and by asking them to review the brand from a personal perspective. Identity encourages employees to interpret corporate identity and apply it to their unique situation and skill set. Guiding principles serve as a platform to nurture desired behaviours in the organisation. Together, these two tools better prepare staff to respond to customers. Brand values are presented as the currency to measure the worth of exchanges between organisations and their customers. The paper concludes by presenting a case study of the mobile operator, Orange, during the period 1994–2003.

Urban corridors and the lost city: Overcoming negative perceptions to reposition city brands

Abstract: Most post-industrial cities have a complex web of business and community needs, a diverse architectural heritage and aspirations that may conflict, as they compete for trade, inward investment and reputation. But negative perceptions can undermine regeneration and destroy the confidence of local communities, leading to the notion of a ‘lost’ city with no clear identity or brand. Consequently, this exploratory, empirical research examines how stakeholder perceptions of cities can be influenced by visual evidence of change in the street environment. Reference is made to a survey of community perceptions about Bradford, UK, and a visual audit of four main corridors through the city that affect its reputation and brand. Crucially, we identify that a concerted effort to market the city periphery, rather than its streetscape, not only creates a narrow and negative perception of the brand, but also limits views of what a ‘good’ urban environment, and city, might be.

Integrating ethical brands into our consumption lives

Abstract: This paper considers the integration of ethical brands into mainstream consumption choices. After examining the growth and success of ethical brands within the last few years, the paper considers the branding issues that are of particular importance to ethical producers. It then identifi es four dimensions that help the ethical brand cross the divide between ethical production and consumer acceptance. The four dimensions, Distinction, Love, Hedonism and Aesthetics are explored both from their historical precedence in consumption and in light of how they are integrated into current communications of ethical brands. The paper concludes with some thoughts on the problems and opportunities for ethical brands in mainstream integration.

Organisational marketing, identity and the creative brand

Abstract: Worldwide, the creative industries are growing faster than other economic sectors. Organisations within these industries are often knowledge based and, therefore, likely to rely on their own employees and internal processes for enhancing creativity in their work. This in turn enhances their creative reputation and strengthens their organisational brand. This research uses a detailed interpretative and inductive case study approach, based upon thematic network analysis, to empirically explore the interface between organisational marketing, creativity and identity. Its aim is to uncover their relationship with the creative brand, within a business-to-business context. The inductively generated themes presented within this paper uncover and explore some of the subtle and often inter-relating complexities involved when taking a mainly internal, employee perspective. It also highlights and draws attention to potential barriers to achieving a desired or effective creative brand.

Retooling the corporate brand: a Foucauldian perspective on normalisation and differentiation

Abstract: In this paper, we draw upon the social theory of Michel Foucault to explore the neglected tension between normalisation and differentiation in corporate branding. The mainstream response within the corporate marketing literature to addressing this tension is exemplified by Deephouse who argues for the identification of a ‘strategic balance point’, which would lead managers to strive for the singular identity that represents the ideal compromise between differentiation and conformity. In contrast, we contend that corporate brands exist in multiple discourse contexts, that the tension between normalisation and differentiation must be managed within each of these contexts and that the brand positioning may therefore vary between and within discourse contexts. We also argue that corporate marketers consider the use of strategic ambiguity in managing the tension between normalisation and differentiation because it facilitates the creation of flexible interpretations and therefore allows multiple branding strategies to evolve and flourish.

Advertising creatives and brand personality: A grounded theory perspective

Abstract: This paper investigates the nature of the dialogue between marketers and consumers, and in particular, considers some aspects of the effect of the personality of agency creatives (those who develop and design advertising) on that dialogue. The research was conducted with eight advertising creatives and one branding consultant, and all were encouraged to talk about their experiences in creating and interpreting brand personalities. They were asked to indicate what kind of animal they most resembled personally, and how this had affected their approach to their creative work. The creatives were also asked to bring samples of their best work, a task which they interpreted as meaning samples of their favourite work. This encouraged discussion about the relationship between the individual and the communication. The responses made it apparent that the personalities of creatives impact on the final brand personality firstly insofar as the creatives will tend to produce work that reflects their own personalities, and secondly insofar as clients will tend to choose agencies that have similar brand personalities to those of the brand being promoted.

From tech-led to brand-led—has the internet portal business grown up?

Abstract: The internet is a young industry. Although its origins go back to the 1960s, commercial and consumer use of the worldwide-web really began only in the mid-1990s, little more than a decade ago. Even in this short time, however, a number of online businesses have grown to become major global brands in their own right. In leading brand consultancy Interbrand's ‘Top One Hundred Global Brands for 2005’, for example, net brands Google, Yahoo! and Amazon.com were ranked at numbers 38, 58 and 68 with values of US$8.5bn, 5.3bn and 4.2bn, respectively. Historically, it is probably fair to say that the net industry has been technology led—some of the most successful brands, notably Google, were famously started by young engineers or ‘techies’. But does the emergence of major brands in this sector mean that online business is going through a transformation, moving from the tumultuous, technology-led growth of the 1990s towards a more mature stage where competences in marketing and brand management rather than technology will become even more important to success? Focusing on portal websites as a product category, this paper raises two main questions; what phase of its life cycle is the portal sector of e-business at and what are the strategic implications for managing portal brands? It takes an overview of secondary industry growth data and draws on developments in life cycle theory and the notion of ‘completeness’ that characterises fully mature products to make an exploratory and qualitative attempt to provide an answer. The main findings are that there are indications that portals may be approaching maturity in terms of industry growth, but that they still continue to show the signs of significant technological innovation and product development that characterises a sector still in a growth phase. It concludes by highlighting some future, strategic issues for brand management in the portal industry.

The brand innovation manifesto

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Employer Branding and Talent-Relationship-Management : Improving the Organizational Recruitment Approach

Abstract: In todays business environment there is an increasing recognition that human resources are a valuable asset to distinguish a company from its competitors. This tendency, in combination with increas ...

Future of the brand management structure in FMCG

Abstract: The aim of this paper is to contribute to the debate on the future of the brand management structure in fast moving consumer goods (FMCG) by examining current managerial perceptions of the relationship between brand and category management. The paper is based on a case study of a single FMCG category in New Zealand. The research involved in-depth interviews with managerial representatives of the majority of suppliers and retailers operating in this category. The results indicate that brand management and category management structures are not perceived to be incompatible; that the traditional brand management structure still works well for certain companies; and that it is expected to continue to do so well into the future. Changing environmental factors may call for modifications, but the modification requirements are not of nature that would lead the brand management structure to be discarded.

Financial assessment of brand extensions

Abstract: The possibility to assess brand strategies based on their financial consequences is attractive to managers and researchers alike. This conceptual article discusses financial assessment of brand extension proposals within companies. An integrated framework synthesises key questions and arguments in theoretically informed valuation, in order to support managerial decision-making. It highlights the link between brand equity considerations and financial evaluation, to acknowledge the role of brand extension as an investment in business development. The ideal role of financial assessment in the practice and research of brand extension is discussed.

Brand meaning and children: A thematic categorisation task

Abstract: This study uses a thematic categorisation task that has been especially designed and developed for use among child subjects to elicit and measure brand meaning. This is based on the hierarchical categorisation procedure suggested by Oakenfull, Blair, Gelb and Dacin. The method uses a pictorial sorting task to ensure that the categorisation of brands is more compatible with children's tendency to sort thematically rather than taxonomically. The method is offered as a tool that brand managers can use to identify ‘core brand attributes’ as well as to evaluate possible brand extensions.

Managing the Psychological Contract for Employers of Choice: Would you like fries with that?

Abstract: In Australia, as elsewhere in the Western world, organisations are endeavouring to position themselves as ‘Employers of Choice’ (EOC). In marketing parlance, becoming an EOC involves construction of a unique ‘brand identity’ and ‘value proposition’ that sets an organisation apart from its competitors in a tight labour market. In other words, understanding how the psychological contract can be constructed as an attractive ‘value proposition’ is a prerequisite for successful employer branding. Recently, in the light of perceived theoretical limitations and practical implementation issues associated with the psychological contract, there has been a call for an expansion of the perspectives used to inform its conceptualisation and management. In response, this paper explores the application of marketing concepts and theories to the psychological contract, highlighting the differing manner in which employees and the organisation perceive value in relation to the benefits and the costs associated with the employment relationship. It suggests that using everyday marketing language and concepts surrounding notions such as ‘value’ and ‘price’ offers the potential for broadening managers’ understanding of the psychological contract and its role in creating and sustaining a viable EOC position.