Showing papers on "Employer branding published in 2010"

Toward a theory of brand co-creation with implications for brand governance

Abstract: In 2004, Prahalad and Ramaswamy analyzed co-creation as a relatively new and critical development within the field of innovation. They provided examples of four building blocks by which co-creation occurs: dialogue, access, transparency and risk. In this article, we relate these elements to the phenomenon of branding, extending the building block framework, using the marketing concepts of brand community and brand co-creation. We use data from a longitudinal case study of the LEGO Group and its brand community LUGNET to derive propositions from our marketing-based reframing of co-creation. Our findings suggest a simplified model based on the dimensions of company/stakeholder engagement and organizational self-disclosure, which we recommend as central concerns to the developing theory of brand co-creation. We conclude by presenting the implications that our work suggests for brand management and brand governance, including the possibility that brands may allow society to regain control over massive international corporations lost during the recent period of globalization.

Using the Brand Experience Scale to Profile Consumers and Predict Consumer Behavior

Abstract: Marketing academics and practitioners have acknowledged that consumers look for brands that provide them with unique and memorable experiences. As a result, the concept of brand experience has become of great interest to marketers. The present field study, conducted with actual consumers, addresses the question whether different consumers prefer different experiential appeals and whether experiential types moderate the relationships between brand attitude and purchase intention. We find that there are five types of consumers: hedonistic, action-oriented, holistic, inner-directed, and utilitarian consumers. Moreover, the relationship between attitudes and intentions is strongest for holistic consumers and weakest for utilitarian consumers.

Two studies of consequences and actionable antecedents of brand love

Abstract: Brand love is a recent marketing construct, which has been shown to influence important marketing variables such as brand loyalty and word-of-mouth. Although this knowledge is academically interesting, its managerial relevance depends on the identification of actionable antecedents of brand love. This study adds to the understanding of the managerial potential of brand love by proposing and testing two actionable antecedents of brand love: Brand identification and sense of community. The study uses the Partial Least Squares approach to structural equation modelling to analyze data from two survey-based studies. The study tests two conceptual models using data for six different brands. The results show that brand identification and sense of community both have a positive influence on brand love, which in turn has a positive influence on brand loyalty and active engagement. These findings form the basis for a discussion of the use of image extensions and market shielding to strengthen brand identification and sense of community – with the purpose of elaborating and building brand love.

Exploring the relationship between corporate, internal and employer branding

Abstract: Purpose – The corporate branding concept places an emphasis on employees' attitudes and behaviours. This has given rise to internal branding and employer branding, which argue for a closer alignment between the employees' values and those of the corporate brand. However, few studies have attempted to provide a platform by which the two concepts could be synergised to achieve a strong, consistent corporate brand. This paper therefore seeks to explore and demonstrate how the three concepts of branding are interrelated through a new framework.Design/methodology/approach – Three bodies of literature (corporate branding, internal branding, and employer branding) were selected for review and examination in terms of their implications for the proposed framework that conceptualises the relationships between the three areas.Findings – The review of the literature highlights the importance of employer branding and internal branding, and its potential to support the corporate brand‐building initiatives, whilst maint...

Employer branding : strategic implications for staffrecruitment

Abstract: In many developed economies, changing demographics and economic conditions have given rise to increasingly competitive labour markets, where competition for good employees is strong. Consequently, strategic investments in attracting suitably qualified and skilled employees are recommended. One such strategy is employer branding. Employer branding in the context of recruitment is the package of psychological, economic, and functional benefits that potential employees associate with employment with a particular company. Knowledge of these perceptions can help organisations to create an attractive and competitive employer brand. Utilising information economics and signalling theory, we examine the nature and consequences of employer branding. Depth interviews reveal that job seekers evaluate: the attractiveness of employers based on any previous direct work experiences with the employer or in the sector; the clarity, credibility, and consistency of the potential employers’ brand signals; perceptions of the employers’ brand investments; and perceptions of the employers’ product or service brand portfolio.

Employer branding: strategic implications for staff recruitment

Abstract: In many developed economies, changing demographics and economic conditions have given rise to increasingly competitive labour markets, where competition for good employees is strong. Consequently, strategic investments in attracting suitably qualified and skilled employees are recommended. One such strategy is employer branding. Employer branding in the context of recruitment is the package of psychological, economic, and functional benefits that potential employees associate with employment with a particular company. Knowledge of these perceptions can help organisations to create an attractive and competitive employer brand. Utilising information economics and signalling theory, we examine the nature and consequences of employer branding. Depth interviews reveal that job seekers evaluate: the attractiveness of employers based on any previous direct work experiences with the employer or in the sector; the clarity, credibility, and consistency of the potential employers’ brand signals; perceptions...

The impact of customer experience on brand equity in a business-to-business services setting

Abstract: The main purpose of the study is to investigate the impact of customer experience on brand equity in a business-to-business (B2B) services setting. The conceptual model illustrates the impact of cu ...

Islamic branding: A conceptualization of related terms

Abstract: This article investigates the promising, new subject matter of Islamic branding, which is yet to receive the academic attention it deserves. It provides a better understanding of Islamic branding, through conceptualizing the terms relevant to the brand-Islamization efforts of non-Muslim brands, by identifying the necessary ‘branding to Muslims’ practices. It differentiates between Islamic products and Islamic brands, identifies and explains the various types of Islamic branding and links them to the Islamization of originally non-Muslim brands, that is, international brands, and it discusses various halal-related issues that an Islamizing firm needs to adhere to in order to improve its chances of success in the Islamic market. Existing information sources at both academic and business levels reveal that knowledge remains scarce in this field. Therefore, the identification and conceptualization of the various Islamic branding terms offers ample opportunities for researchers to investigate. Researchers investigating the concept and practice of Islamic branding currently are drawing the inaugural road map for future research, and thus determining its long-term direction.

Cause-related marketing: Building the corporate image while supporting worthwhile causes

Abstract: An increasing number of corporations are realizing the benefits that can be derived from cause-related marketing (CRM) and are therefore adopting it as a marketing tool to achieve their marketing objectives, by demonstrating a commitment to improving the quality of life in the communities in which they operate This aim of this paper is to identify the level of consumer knowledge with regard to the involvement of companies in CRM, and examines the value and importance of CRM in enhancing the corporate image of Cypriot businesses The research methodology focuses primarily on a survey of 820 people and on personal interviews with the marketing managers of two companies that use CRM in Cyprus and a third company that is actively involved in intensive corporate social responsibility (CSR) activities but not CRM The results of this research indicate that the majority of consumers expect corporations to be actively involved in activities of CSR, one of which is CRM

Explicating corporate brands and their management: Reflections and directions from 1995

Abstract: In 1995 I wrote an article on ‘Corporate Branding and Connoisseurship', which was, arguably, one of the first articles to explicitly mention corporate brands in its title and to focus on both corporate brands and identity in terms of content. Today, 15 years on, I have been invited to reflect on developments in corporate branding scholarship.

Brand management to protect brand equity: A conceptual model

Abstract: Corporate and product brands are increasingly accepted as valuable intangible assets of organisations, evidence of which is apparent in the reported financial value that strong brands fetch when traded in the mergers and acquisitions markets. However, while much attention is paid to conceptualising brand equity, less is paid to how brands should be managed and delivered in order to create and safeguard brand equity. In this article we develop a conceptual model of corporate brand management for creating and safeguarding brand equity. We argue that while legal protection of the brand is important, by itself it is insufficient to protect brand equity in the long term. We suggest that brand management ought to play an important role in safeguarding brand equity and propose a three-stage conceptual model for building and sustaining brand equity comprising: (1) adopting a brand- orientation mindset, (2) developing internal branding capabilities, and (3) consistent delivery of the brand. We put forward propositions, which, taken together, form a theory of brand management for building and safeguarding brand equity. We illustrate the theory using 14 cases of award-winning service companies. Their use serves as a demonstration of how our model applies to brand management practice.

Employer Brand for Talent Acquisition: An Exploration towards its Measurement:

Abstract: This paper addresses the concerns associated with talent acquisition and how employer brand can overcome some of them. Based on the literature review and supported with the first stage sequential mixed method exploratory research, the paper summarises and aggregates the results of a pilot study conducted on a section of prospective employees of India. The study contributes to the sparse academic and empirical work on employer branding. The empirical results are initial steps towards the development of a scale for measuring employer brand in a later stage. The current study will further facilitate development of the unique employee value proposition based on the person-need fit of talent. The research is based in an Indian setting which makes it all the more relevant in current economic scenario. The paper concludes with theoretical and practical implications followed by directions for the future research.

Fast fashion brand extensions: An empirical study of consumer preferences

Abstract: This study examines the consumer behaviors and preferences towards different kinds of extensions in fast fashion brands (FFBs). The study identifies six factors, including brand loyalty, involvement, perceived quality, self-image, brand concept consistency and product feature similarity, which may affect the consumer behaviors towards brand extensions. An evaluation model was constructed. A questionnaire survey was conducted with a sample size of 304 respondents. Questions were focused on the respondents’ attitudes towards the general FFBs as well as their preferences towards different brand extensions. The study includes statistical analyses to examine the data. The study examines the hypotheses and offers managerial insights.

Effects of counterfeits on the image of luxury brands: An empirical study from the customer perspective

Abstract: In recent years, there has been an enormous theoretical as well as practical debate on concepts of consumer misbehaviour, which also included the purchase of illicit goods. On the basis of theories on the luxury industry, this article develops the hypothesis that counterfeits have a damaging effect on the image of a brand built on exclusivity and speciality. An empirical study undertaken for this purpose reveals that the negative effects predicted in theory do not lead to a significant change in brand image perception. Consequently, it seems that the literature has not been able to cover all aspects of consumer attitude, particularly the emerging facets of counterfeit evaluation. This article concludes with a detailed data analysis and managerial implications for practice.

A tri-dimensional approach for auditing brand loyalty

Abstract: Over the past twenty years brand loyalty has been an important topic for both marketing practitioners and academics While practitioners have produced proprietary brand loyalty audit models, there has been little academic research to make transparent the methodology that underpins these audits and to enable practitioners to understand, develop and conduct their own audits In this paper, we propose a framework for a brand loyalty audit that uses a tri-dimensional approach to brand loyalty, which includes behavioural loyalty and the two components of attitudinal loyalty: emotional and cognitive loyalty In allowing for different levels and intensity of brand loyalty, this tri-dimensional approach is important from a managerial perspective It means that loyalty strategies that arise from a brand audit can be made more effective by targeting the market segments that demonstrate the most appropriate combination of brand loyalty components We propose a matrix with three dimensions (emotional, cognitive and behavioural loyalty) and two levels (high and low loyalty) to facilitate a brand loyalty audit To demonstrate this matrix, we use the example of financial services, in particular a rewards-based credit card

Strategies for distinctive brands

Abstract: Brand identity complements brand equity and it forms an important part of the strategic management of brands. Identity elements include a well-known brand name, logo, font type, symbols, colour, shape, as well as unique product and benefit descriptions. These different elements can contribute to distinct consumer perceptions of various brands in the marketplace and help to differentiate brands from competitors. Brand managers need to start with a vision of what they want their brand to represent and then use the appropriate identity elements to build the brand. Some brand identity components may be influential to choice at the subconscious level of consumers, and therefore the understanding of individual psychological processes of perception and social meaning is required by brand managers.

Extending the value chain: a conceptual framework for managing the governance of co-created brand equity

Abstract: Successful brands are primary sources of a firm's value and often its most valuable assets. Governance of the considerable equity in them is therefore a critical issue. At the same time, the notion of co-creation, in which value creation for firm, consumers and stakeholders derives from providing a uniquely differentiated and meaningful brand experience, suggests that firms’ capability to create long-term value comes not only from ownership of successful brands, but also from having the ability to consistently deliver the experience they promise. Co-creation therefore offers a whole new perspective on firms’ fundamental ability to create and safeguard long-term value and brand equity. This article briefly discusses the limitations of earlier models of firms’ value-creation capability when considered from this newer vantage point. Co-creation also implies that an organisation's internal value chain is only one part of a larger system in which value is created by managing a virtuous cycle of stakeholder expectations, successful brand delivery, satisfaction and loyalty that combine to generate sustainable and superior industry returns. We therefore propose a conceptual framework that extends the value chain into this wider context and offers a more holistic perspective for managing the creation and governance of brand equity. The main implications of this framework are: (1) to draw attention to the risks of narrowly interpreted value chain analysis that ignores the need for meaningful differentiation; (2) to emphasise the critical importance of successful brand delivery to long-term value creation and competitiveness; and (3) to highlight the need to develop both a more sophisticated conceptualisation and also measures of brand experience quality that are fully consumer- and stakeholder-, rather than firm-centric.

Corporate brand building in different stages of small business growth

Abstract: This study develops an empirically grounded framework for corporate brand building at different stages of a small business growth. The framework suggests specific functions for brand building at each growth stage, starting from a company's pre-establishment stage. Moreover, the functions are specified by presenting the activities performed and the actors involved in each function. The contextual theory development applies a qualitative approach and a case study of two cases. This study offers both a comprehensive and a detailed description of corporate branding in small business, as it takes in an implicit time perspective by connecting the branding functions to small business growth, and details each function. The study shows that corporate branding begins even before the company itself is established and suggests new functions, such as managing branding relationships and utilizing feedback to monitor and guide the process. The framework provides managers a guiding principle to plan, evaluate, change and enhance corporate branding processes. To the best of the authors’ knowledge, this is the first comprehensive study on corporate branding process in the growth of small business.

Electronic Human Resources Management in an E-Business Environment

Abstract: This special issue on Electronic Human Resources Management (E-HRM) in an E-Business environment looks at opportunities and challenges associated with recruiting and developing a firm's workforce in a digital world characterized by endemic talent scarcity, changing values and shifting on- and offline behaviors of candidates and employees. We first draw on a Delphi study with leading HR executives from 25 internationally renowned large firms and on a quantitative survey with 144 HR managers from German top 1,000 firms to delineate the key trends and issues for modern HR executives. Demographic challenges and the war for talent are seen as the most important trends in firms of all sizes and in all industries, even ahead of, for example, social media or the global economic crisis. Resulting from these trends, our survey reveals that HR managers' most pressing challenges are staff retention and internal and external employer branding. Overall, the results emphasize the importance for an E-HRM that needs to be both effective - adequately fill vacancies - and efficient - make best use of scarce resources. The papers in the special issue address some of the open issues identified. Overall, in a peer-review process two out of nine submitted articles were selected for the special issue (22 per cent acceptance). The first paper by Stefan Strohmeier scrutinizes how e-portfolios can improve e-recruiting and talent management. The second paper by Sharna Wiblen, David Grant and Kristine Dery uses a single case study to learn how a shift from HRM to E-HRM can affect talent management and people in an organization and transform a firm's IT and HR function. Keywords: E-HRM (Electronic Human Resources Management), HRIS (Human Resources Information Systems), talent management, recruiting, e-recruiting, talent management, computer personnel research 1. From HRM to E-HRM The global demographic development, the imminent retirement of the baby boomers generation [Frank et al. 2004] and, more recently, changing values, norms and behavioral patterns of Generation Y force firms to open up to new approaches for managing their personnel. Other related drivers of a need to change the human resources management (HRM) in organizations include the economic downturn over the past three years, increasing scarcity of a variety of skill profiles on the labor market and new ways how people want to balance their work and private life [Gueutal 2009]. In fact, these trends merely aggravate the challenges in many firms that have long suffered from a scarcity of qualified employees, or 'talent'. And the unavailability of certain candidates in many skill areas has long been identified as a major obstacle to firm success and growth even in times of economic downturns [Trevor and Nyberg 2008; Laumer and Eckhardt 2010]. Talent availability has become a hot topic as globalization has increased both, supply of and demand for certain skills [Dolan 2004]. The resulting recruiting challenge for firms has been called war for talent [Chambers et al. 1998]. While almost all HR executives are boldly aware of the problems of finding talent, especially in the IT domain [Luftman and Kempaiah 2008], there is no consistent insight on how to cope with it. At the same time, advances in information and communication technology and the ubiquity of the internet can offer substantially new ways to attract and recruit talent and to organize firm's entire HR function. Hence, Electronic HRM (E-HRM) can give a firm a substantial competitive edge in a tough market for skills by establishing a better talent management capability. The four major areas of talent management are talent attraction, recruiting, development and retention. First, ('attract') talent has to be attracted and the organization has to establish itself as the employer of choice for external (job seekers) and internal talent (employees). Second ('recruit'), new employees can be selected from incoming job applications. …

Brand extension feedback effects: A holistic framework

Abstract: This study models the impact of brand extensions on parent brand attitudes. The article is positioned around a holistic framework, enabling four major new contributions. First, it explains inter-relationships among major determinants of feedback. Second, it presents a rank-order of major determinants of feedback. Third, it presents a fresh perspective on the integrating role of fit. Fourth, it models the effect specifically on the change in parent brand attitude. A further contribution is a first-of-its-kind application to India. Results indicate that the two strongest effects on brand extension feedback were perceived fit and parent brand image. The article outlines four principles for effective brand extension design and communication strategy. A precondition for launching a brand extension is a strong parent brand. Once this condition is met, the design as well as the communication strategy of the brand extension should emphasize the fit with the parent using appropriate brand elements. Positive attitudes towards the extension per se should be developed to create added value perceptions for consumers.

Employer Branding: A Study of Its Relevance in India

Abstract: Some quote ‘employer branding’ to be an indispensable strategy; others term it as a mere fad. This paper aims at ascertaining the relevance of employer branding in India and whether it is merely superficial or there is something more innate to it. A descriptive research, this paper, by means of a structured, non-disguised questionnaire, seeks insight into this very niche and occidental concept of employer branding in India. By using both deductive and inductive elements, the paper identifies top three parameters and factors in a myriad of areas related to employer branding like factors pertinent in developing the employer brand, attributes considered most important in attracting new talent to the companies, challenges in managing an employer brand, metrics considered useful for measuring the ROI for a company’s employer brand, factors an employee considers important about working with his company, communication media considered important for communicating the employer brand, activities considered important in enhancing the employer brand, and finally benefits arising from implementing employer brand. The dramatic changes in the workforce trends and the immense competition in the labor market has made it imperative for companies to develop strategies to differentiate themselves; the panacea to this problem is employer branding. Employer branding undoubtedly is a significant precept of modern management, one that offers a fine blending of the science of marketing with the art of enlightened human relations management. It is also one of the strongest bulwarks ever against the scourge of unbridled employee attrition.

Branding Capability of Technology Born Globals

Abstract: Born globals – young, rapidly internationalising small and medium enterprises – face the signifi cant challenge of building an international brand with scarce resources. In this article, we study international brand strategy and implementation of such fi rms, and defi ne the components of brand value to customers in technology B2B markets, which many born globals operate in. On the basis of the fi ndings, we discuss specifi c branding capability of technology born globals. A longitudinal in-depth case study of a Danish technology born global has been undertaken. The richness of data collected over 2.5 years (25 per cent of the firm's history) allows for the observing of strategies, activities and discussing related organisational capabilities. We fi nd that superior technologies and the founder's strong brand vision are the enabling factors for building an international brand. Continuous technological leadership and focused marketing activities lead to customer pull for building an ingredient B2C brand. In our brand value model for technology B2B markets, tangible performance-, price- and distribution-related components have shown to be of the highest importance. The study provides evidence of the possibility of building an international technology brand based on technological excellence and without expensive marketing communication campaigns. (Less)

Building a brand identity in a network of Cruise Baltic's destinations: A multi-authoring approach

Abstract: This article examines the process of building a brand identity in the cruise sector based in the Baltic Sea region. The stakeholders in this multicultural case network, which carries the brand name Cruise Baltic, are involved in developing a network of destinations as a corporate brand. The single-case study takes a supply-side approach describing the dynamic process of building a brand identity. Qualitative data were gathered from the narratives of the actors in the network. The research results show how the process of building a brand identity becomes apparent in the networking, cooperation and communications among 10 countries and the 44 partners involved. This evolutionary process could be described in terms of temporal phases on the one hand, and according to the different levels of cooperation between the actors on the other. Three episodes are distinguishable in the process: the initial, the integrative and the identification phases; and three levels of cooperation: the functional, the relational and the symbolic.

One, two, three: A practical brand anatomy

Abstract: The purpose of this article is to integrate the multiple facets of the concept of the brand in a simple and intelligible theoretical model. The article begins with the juridical definition, which considers that the brand is a sign. Subsequently, semiotics, the ‘science of signs’, is used as a basis for a model that considers the different components of the sign and the relationships among them. The triadic sign concept developed by Peirce, one of the great founders of semiotics, allows us to define three main dimensions of the brand: the identity sign itself; the marketing object to which the sign refers; and the market response to the sign. With this model in mind, the brand researcher can better focus his research and comprehend the potential implications of his findings on the field as a whole. Teachers of branding may obtain a clear framework to integrate the different subjects that branding involves, ranging from linguistics and design to market research and finance evaluation. Finally, managers can avoid the all-so-common reductionist visions of brand practice, the so-called ‘branding myopias’.

Resourcing and Talent Management

Abstract: Chapter 1. Introduction Chapter 2. Employment Markets and Regulation Chapter 3. Flexibility Chapter 4. Fairness and Diversity Chapter 5. Human Resource Planning Chapter 6. Job Analysis and Job Design Chapter 7. Recruitment Advertising Chapter 8. Alternative Recruitment Methods Chapter 9. Employer Branding Chapter 10. Selection: The Classic Trio Chapter 11. Advanced Methods of Employee Selection Chapter 12. The New Employee Chapter 13. Succession Planning Chapter 14. Measuring and Analysing Employee Turnover Chapter 15. Improving Employee Retention Chapter 16. Retirement Chapter 17. Dismissals Chapter 18. Redundancy Chapter 19. Resourcing and Talent Management Strategies Chapter 20. The Future of Work

Service differentiation: A self‐image congruency perspective on brand building in the labor market

Abstract: Purpose – Service‐dominant logic of marketing claims that employees' knowledge and skills are the firm's only sustainable advantage. The purpose of this paper is to analyze the importance of branding in attracting the right employees. Design/methodology/approach – This paper employs the image congruency hypothesis and social norms from consumer behavior. To test the hypotheses empirically, it uses a scenario‐based survey of respondents recruited from job‐seeking graduate students. Findings – Based on data sampled and analyzed, it finds that both image congruency between prospective employee and preferred employer and social norm weigh in when job seekers decide on the preferred employer. Research limitations/implications – The paper tests the model only on first‐time job seekers. This group may have greater desire to find a job than employed job seekers do. However, it believes that image congruency and social norm will impact the latter group's attitudes regarding employer. Practical implications – For managers who need to differentiate their market offering the findings illuminate the importance of branding and brand building not only in the consumer market but also in the labor market. It is all about attracting the right customers and moreover, the right employees to serve them. Originality/value – To the knowledge, this is the first study in the field of employer branding that uses the image congruency hypothesis to study branding in the labor market, thereby linking branding to organizational behavior.

Comparing a customer-based brand equity scale with the Implicit Association Test in examining consumer responses to brands

Abstract: Understanding consumer responses to brands has become an important topic for both academicians and practitioners. The customer-based brand equity scale asks consumers to respond to a set of questions designed to determine brand loyalty, brand associations, perceived quality and awareness, and is generally an overall measure of the strength of a brand. Another option for examining brand valence is the Implicit Association Test (IAT). The IAT taps into consumer feelings about brands without using traditional ‘paper-and-pencil’ scale items. This research compares a standard brand equity scale with the IAT to determine instances when they may diverge in their measurement of brand attitudes. The findings suggest situations when the IAT may be a more sensitive tool for detecting variation in brand attitude.

Managing brand performance: Aligning positioning, execution and experience

Abstract: To deliver a strong brand experience for customers the organization needs to develop strong internal alignment with the brand among internal stakeholders and resources, and strong external alignment with external stakeholders, partners, customers and consumers. We call this the alignment of brand visionaries, brand providers and brand believers.