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Löhndorf, Birgit, and Adamantios Diamantopoulos. "Internal Branding." Journal of Service Research 17, no. 3 (February 27, 2014): 310–25. http://dx.doi.org/10.1177/1094670514522098.
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Saleem, Fathima Zahara, and Oriol Iglesias. "Mapping the domain of the fragmented field of internal branding." Journal of Product & Brand Management 25, no. 1 (March 21, 2016): 43–57. http://dx.doi.org/10.1108/jpbm-11-2014-0751.
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Purpose – The purpose of this paper is to build a comprehensive conceptual framework of internal branding, to demarcate this field from employer branding and to develop an updated definition of internal branding that incorporates the findings of the literature review and emerging views in branding. Design/methodology/approach – This research conducts a systematic review of the internal branding and employer branding literature following previously established procedures. Findings – The major findings of this research are that internal branding comprises five key components within a supportive corporate culture, namely, brand ideologies, brand leadership, brand-centred human resource management (HRM), internal brand communication and internal brand communities; and that internal branding is related yet distinct from employer branding in its discipline, focus, components, outcomes and the role of the brand. The paper concludes with a comprehensive definition of internal branding derived from the conceptual framework and recent trends in branding, in addition to directed suggestions for future research in the field. Research limitations/implications – This research highlights areas for future research within internal branding, including the need for further research on internal brand communities and how brands can “internally brand” brand partners. Practical implications – The research highlights the company-wide and brand partner-wide effort required in internal branding, in addition to the necessity of a supportive corporate culture. Originality/value – This is the first review of internal branding and employer branding that aims to differentiate between the constructs and build a conceptual framework of internal branding, by drawing from the fields of HRM, marketing, branding and general management.
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Kaur, Prabhjot, Keshav Malhotra, and Sanjeev K. Sharma. "Moderation-mediation framework connecting internal branding, affective commitment, employee engagement and job satisfaction: an empirical study of BPO employees in Indian context." Asia-Pacific Journal of Business Administration 12, no. 3/4 (August 3, 2020): 327–48. http://dx.doi.org/10.1108/apjba-10-2019-0217.
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PurposeTaking an evidence from social exchange theory, this research examines the mediating role of affective commitment in the correlation between internal branding, employee engagement and job satisfaction. The moderating role of work environment on the link between internal branding and affective commitment is also studied in this research.Design/methodology/approachThe data were collected by using well-structured research measures from 215 employees working in the BPO sector of India (Punjab and Chandigarh). The hypotheses were developed, and the conceptual model was validated by applying structural equation modeling. The data were analyzed by using two statistical packages, namely SPSS and AMOS.FindingsThe findings suggest that internal branding has a significant positive relationship with employee engagement, job satisfaction and affective commitment. The mediating effect of affective commitment on the relationship between internal branding and employee engagement was full, whereas on the relationship between internal branding and job satisfaction, it was partial. Work environment also moderated the relationship of internal branding with affective commitment.Research limitations/implicationsThe current study offers significant lessons to management thinkers, human resource (HR), organizational branding and marketing manager. However, BPO sector should be aware about the critical role played by internal branding to enhance affective commitment, employee engagement and job satisfaction of the employees. The role of affective commitment is also taken into account to study the effect of internal branding on employee engagement and employee's job satisfaction. For itself, internal branding cannot be considered as in isolation and is doubtful to be efficacious if the work environment is not encouraging to an employee as well as to the brand values.Practical implicationsThis study offers significant lessons to management thinkers, HR, organizational branding and marketing manager. However, BPO sector should be aware about the critical role played by internal branding to enhance employee engagement, job satisfaction and affective commitment of the employees. An important role of affective commitment is also taken into account to study the effect of internal branding on employee engagement and employee's job satisfaction. For itself, internal branding cannot be considered as in isolation and is doubtful to be efficacious if employees are not provided an encouraging work environment.Originality/valueExisting researches on internal branding are theoretical in nature and overlook the empirical impact of internal branding on employee engagement, job satisfaction and affective commitment from the BPO employees' perspective. The study also offers an empirical examination of potential mediator and moderator for internal branding.
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Dechawatanapaisal, Decha. "Internal branding and employees’ brand outcomes: do generational differences and organizational tenure matter?" Industrial and Commercial Training 51, no. 4 (April 1, 2019): 209–27. http://dx.doi.org/10.1108/ict-10-2018-0089.
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PurposeThe purpose of this paper is to investigate the mediating effect of brand identification between internal branding and brand citizenship behavior as well as brand loyalty, and the roles of working generation and organizational tenure as moderators of the relationship between internal branding and brand identification.Design/methodology/approachThis research used a survey method and a structured questionnaire to collect data from salespeople working in the cement and construction materials industry. The hypothesized relationships were tested and analyzed by means of a confirmatory factor analysis, structural equation modeling, hierarchical regression and a bootstrapping procedure.FindingsBrand identification partially mediates the link between internal branding and brand citizenship behavior and fully mediates that between internal branding and brand loyalty. Also, the influences of internal branding on brand identification are varied among generational cohorts and employees with different tenure.Research limitations/implicationsThe current research took place among customer-interface employees, which can be extended to back-end or supporting workers, in order to better reflect the overall effect of internal branding efforts.Practical implicationsOrganizations need to undertake internal branding to induce a shared understanding among employees about brand insights, and to foster their perception of belongingness in order to motivate desired brand behaviors. Furthermore, managers may improve internal branding mechanisms by taking generational differences and duration of employment into consideration, since these factors impinge on the effects of internal branding.Originality/valueThis study contributes to internal branding research by addressing the contingent influences of employees’ differences on the success of internal branding efforts.
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Staniec, Iwona, and Magdalena Kalińska-Kula. "Internal employer branding as a way to improve employee engagement." Problems and Perspectives in Management 19, no. 3 (July 27, 2021): 33–45. http://dx.doi.org/10.21511/ppm.19(3).2021.04.
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In the turbulent environment of modern business, attracting and retaining valuable human resources have become one of the main means of competitive edge. The satisfaction of current employees and talent retention are essential elements of organizational success. Against this background, this study aims to examine whether the process approach to internal employer branding, including internal branding activities (IBA) and conducting intra-organizational research (CIR), allows for the improvement of the current employee involvement. The study used the method of regression analysis. In addition, a survey was used as to collect necessary data. The sample included 120 personnel, selected by a convenience sampling method. In the light of the conducted analysis, it was confirmed that CIR significantly increases the employee value proposition (EVP). Likewise, IBA directed at current employees has a significant impact on EVP shaping. In this context, assuming EVP as a measure of employee involvement, it has been shown that the adoption of a process approach to employer branding can lead to the improvement of the current employee commitment and productivity. Thus, employer branding seen as a process in line with the human resource management and corporate strategy can contribute to building a competitive advantage.
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Covington, Sally. "Getting Internal Buy-In for Branding." Proceedings of the Water Environment Federation 2014, no. 1 (October 1, 2014): 1–2. http://dx.doi.org/10.2175/193864714816100984.
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Matiatou, Maria. "From Internal Branding to Cultural Transformation." International Journal of Knowledge Society Research 6, no. 2 (April 2015): 1–19. http://dx.doi.org/10.4018/ijksr.2015040101.
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The primary objective of this paper is to explore internal branding as a corporate philosophy: assess the relevance of its values, evaluate the tactics implemented, the nature of the internal communications involved, the outcomes thereof and its role as critical bridge over vision, culture and image gaps. It also aims at bringing awareness on failure possibilities and risks involved when internal constituencies do not fulfill their role as brand ambassadors. Following an overview of the internal branding methodology and literature, perceptions of employees on internal brand communication practices are captured and matched to aspirations, missions and values in different companies. Internal communication and branding outcomes are organically attached to the nexus of corporate identity; alignment of values and beliefs promotes brand identification, integrates practices, boosts loyalty and helps the organization speak in one voice. While some companies have managed to exemplify this strategy through honest and consistent efforts, it is unsafe to generalize the assumption across different industries that normally fail to undertake effective internal branding initiatives through their corporate communication department to strengthen their brands. It is therefore worth evaluating methods that can align theory, intentions and practice.
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King, Ceridwyn, and Debra Grace. "Internal branding: Exploring the employee's perspective." Journal of Brand Management 15, no. 5 (December 7, 2007): 358–72. http://dx.doi.org/10.1057/palgrave.bm.2550136.
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Piehler, Rico, Stephan Hanisch, and Christoph Burmann. "Internal Branding — Relevance, Management and Challenges." Marketing Review St. Gallen 32, no. 1 (March 2015): 52–61. http://dx.doi.org/10.1007/s11621-015-0506-8.
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Liu, Gordon, Wai Wai Ko, and Chris Chapleo. "Managing employee attention and internal branding." Journal of Business Research 79 (October 2017): 1–11. http://dx.doi.org/10.1016/j.jbusres.2017.05.021.
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Shamdasani, Prem. "Internal Branding: The Asian Leadership Imperative." Journal of Leadership Studies 14, no. 2 (June 2020): 71–73. http://dx.doi.org/10.1002/jls.21699.
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Lai, C.-S., and K.-T. Hsu. "Internal branding with corporate ethical values and corporate social responsibility: The case of the life insurance industry in Taiwan." South African Journal of Business Management 46, no. 1 (March 31, 2015): 47–55. http://dx.doi.org/10.4102/sajbm.v46i1.82.
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The purpose of this study is to identify the extent to which corporate ethical values and employee-oriented CSR can be employed as business levers of internal branding for the life insurance industry. Our results indicate that the impact ofcorporate ethical values on internal branding benefits is fully mediated by knowledge dissemination, and that the impact of employee-based CSR on internal branding benefits is partially mediated by knowledge dissemination. Therefore, forlife insurance companies, employee-oriented CSR can be considered an independent lever of internal branding and can be conducted without other auxiliary initiatives to induce internal branding benefits.
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Sharma, Neha, and T. J. Kamalanabhan. "Internal corporate communication and its impact on internal branding." Corporate Communications: An International Journal 17, no. 3 (August 3, 2012): 300–322. http://dx.doi.org/10.1108/13563281211253548.
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Piehler, Rico, Ayla Roessler, and Christoph Burmann. "The role of leadership and communication in internal city branding." Journal of Product & Brand Management 30, no. 6 (April 2, 2021): 854–65. http://dx.doi.org/10.1108/jpbm-05-2020-2912.
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Purpose This study aims to investigate the brand-oriented leadership of a city’s mayor and city online brand communication as brand management-related antecedents of residents’ city brand commitment. It thus examines if city brand managers can apply internal branding concepts from the corporate branding domain in a city branding context. Design/methodology/approach The relationships between the brand management-related antecedents and the internal city branding (ICB) objective are tested through structural equation modeling using cross-sectional survey data of 414 residents of a German city. Findings Both the brand-oriented leadership of the mayor in terms of acting as a role model by living the city brand and its identity and by showing commitment to the brand and the city’s online brand communication in terms of its quality have positive effects on residents’ city brand commitment. Moderation analyses reveal no significant differences between the path estimates for age, place of birth, duration of residency and education. However, the results differ significantly for gender. Research limitations/implications As this study’s sample is limited to only one city in Germany, further research needs to investigate the relationships in different cities and other countries to ensure the generalizability of the results. Future studies might also include other aspects of city brand communication, as well as cognitive and behavioural ICB objectives. Practical implications To increase residents’ city brand commitment, city brand managers should ensure that a city’s online brand communication is adequate, complete, credible, useful and clear. Furthermore, through creating awareness for the importance of a mayor’s brand-oriented leadership and through educating and training the mayor to engage in this specific form of brand-oriented transformational leadership, city brand managers can increase residents’ emotional attachment with the city brand. Originality/value This study integrates internal branding research from the corporate branding domain with place and city branding research. It confirms that certain aspects of internal branding (i.e. brand-oriented leadership, brand communication and brand commitment) are applicable not only in the corporate branding domain but also in other branding contexts such as city branding if adapted properly.
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Purnomo, Agus. "BRAND COMMITMENT DAN BRAND PSYCHOLOGICAL OWNERSHIP DALAM MEMEDIASI PENGARUH INTERNAL CORPORATE BRANDING TERHADAP BRAND CITIZENSHIP BEHAVIOR." MIX: JURNAL ILMIAH MANAJEMEN 9, no. 2 (August 9, 2019): 312. http://dx.doi.org/10.22441/mix.2019.v9i2.005.
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This study examined the influence of internal corporate branding on brand citizenship behavior. Research conduct on leading telecommunications services companies in the city of Malang. The results show that internal corporate branding has a positive and significant effect on brand citizenship behavior. Internal corporate branding also has a positive and significant effect on brand commitment and brand psychological ownership. Brand commitment and brand psychological ownership mediate relationship internal corporate branding to brand citizenship behavior, as well as directly each variable has a positive and significant influence on brand citizenship behavior.
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Kashive, Neerja, and Vandana Tandon Khanna. "Building Employee Brand Equity to influence Organization Attractiveness and Firm Performance." International Journal of Business and Management 12, no. 2 (January 25, 2017): 207. http://dx.doi.org/10.5539/ijbm.v12n2p207.
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This paper explores the various dimension of Internal Branding like training, orientation and briefing and Brand supporting behavior (like brand allegiance, brand endorsement and brand citizen behaviour).It further explores impact of Internal branding (IB), Brand commitment (BC) and Brand supporting behavior BSB) on Organization attractiveness (OA) and Firm Performance (FP). The study shows that Internal Branding (IB), Brand commitment (BC) and brand supporting behavior (BSB) impact Organizational attractiveness. While Internal Branding (IB), Brand commitment (BC) and brand supporting behavior (BSB) do not impact directly firm performance, but organizational attractiveness do have significant impact on perception of firm performance among employees.
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Clark, Paul, Chris Chapleo, and Kati Suomi. "Branding higher education: an exploration of the role of internal branding on middle management in a university rebrand." Tertiary Education and Management 26, no. 2 (November 28, 2019): 131–49. http://dx.doi.org/10.1007/s11233-019-09054-9.
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AbstractAlthough research on branding in higher education has grown, a specific focus on internal branding in this sector is still scarce. Brand support by mid-level administrative staff and deans is a key element in internal branding of a university. This study explores the extent to which internal branding contributes to this group’s understanding of and engagement with a public institution’s rebranding campaign. It identifies challenges and practice insights for practice for internal branding activities when engaging these internal stakeholders, linking to wider brand management theory and practice. A qualitative case study approach was employed to understand the effectiveness of internal branding holistically, and in context. In 2016, nineteen depth interviews were conducted with a range of mid-level administrators and deans including those at the student union, regional campuses, directors of departments, and deans of faculties and schools at a large Canadian university. The data was analysed using Nvivo qualitative data analysis software. On the basis of the results, it is apparent that internal branding has a valuable role in relation to higher education brand management strategy. Results offer a holistic view of the rebranding process, and explore understanding of and engagement with the rebranding campaign. This paper addresses a gap in the public sector brand management literature and demonstrates theoretical and practical implications for improved understanding and brand management strategy.
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Raj, Asha Binu. "Employee Well-being through Internal Branding: An Integrated Approach for Achieving Employee-based Brand Outcomes." Global Business Review 21, no. 4 (July 9, 2018): 1065–86. http://dx.doi.org/10.1177/0972150918779161.
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Internal branding is considered as an Human Resource (HR) construct for creating, implementing and measuring the employee-based brand image in organizations. The purpose of this study was to empirically analyse the influence of internal branding initiatives on overall workplace well-being in which every stakeholder feels included, valued and respected. A study conducted on a sample of 443 respondents across four different Indian services sector examined how internal branding strategies help in psychological, physical, spiritual, financial and social well-being of employees. A conceptual framework based on the hypotheses was tested to establish correlations among internal branding, employee well-being and employee-based brand outcomes at individual and organizational levels. It shows that internal branding is an integral part of overall well-being programme and supports individual and organizational outcomes. Organizations can use this framework to improve their well-being strategies based on their internal brand creation process and also benefit from the increased organizational effectiveness.
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Ikram, Amir, Muhammad Fiaz, Asif Mahmood, Ayyaz Ahmad, and Rafiya Ashfaq. "Internal Corporate Responsibility as a Legitimacy Strategy for Branding and Employee Retention: A Perspective of Higher Education Institutions." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 1 (February 2, 2021): 52. http://dx.doi.org/10.3390/joitmc7010052.
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Branding activities provide space to create internal culture, processes and a kind of organizational system which allows employees to use their abilities to their maximum. Internal corporate social responsibility (CSR) activities of an organization increase employee commitment, which ultimately enhances employee retention. There is a need to explore internal branding in relation to internal CSR for the sake of managing employee retention. Therefore, the study empirically examines the underlying associations among internal branding, employee retention and internal CSR. The data are collected from higher education institutions operating in the city of Lahore, Pakistan. The sample size was 377 faculties belonging to both private and public sector higher education institutions. The analysis is based on variance-based structural equation modeling (PLS-SEM). The findings reveal that the internal branding practices have a significant impact on employee’s intention to stay within the organization, and intrasample analysis suggests few comprehensible variations with respect to private and public academic institutions. The research article also provides insights to faculty, academic entrepreneurs and marketers, especially those belonging to developing countries and facing issues of branding and employee retention.
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Wheatley, Donna. "Internal Branding and the Design of Workplaces." International Journal of Interdisciplinary Social Sciences: Annual Review 3, no. 11 (2009): 145–48. http://dx.doi.org/10.18848/1833-1882/cgp/v03i11/52765.
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Erkmen, Ezgi, and Murat Hancer. "“Do your internal branding efforts measure up?”." International Journal of Contemporary Hospitality Management 27, no. 5 (July 13, 2015): 878–95. http://dx.doi.org/10.1108/ijchm-10-2013-0442.
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Purpose – This study aims to understand the effect of brand citizenship behaviors of hospitality employees on customers’ relation with the brand. A model, which links employee behaviors to customers’ evaluation of brand performance, brand trust and brand commitment, is proposed to provide further insight into how customers form their relation with a brand. Design/methodology/approach – Data were collected from both customer-contact employees and passengers of a corporate airline company. Structural equation modeling was used to test the proposed model by using both employee and customer data in the same research model. Findings – The results showed that even brand citizenship behaviors of employees did not affect brand commitment of customers directly; these behaviors explain customers’ commitment to a brand through influencing perceived brand performance of customers and their trust toward a brand. Overall, this study provided support for the impact of employees’ brand-related behaviors on consumers’ relation with the brand. Research limitations/implications – The results suggest that hospitality employees contribute to the brand success through their behaviors. This helps organizations to enhance brand-related behaviors of their employees to ensure long-term relationships not only with customers but also with their employees in a labor-intensive and high customer contact industry. Originality/value – This research was one of the first to analyze the effects of employees’ brand supporting behaviors on consumers by using both employee and consumer data in the same research model within the hospitality context.
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Garas, Sally Raouf Ragheb, Amira Fouad Ahmed Mahran, and Hassan Mohamed Hussein Mohamed. "Internal corporate branding impact on employees’ brand supporting behaviour." Journal of Product & Brand Management 27, no. 1 (February 12, 2018): 79–95. http://dx.doi.org/10.1108/jpbm-03-2016-1112.
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Purpose This paper aims to study the effect of internal branding on brand supporting behaviour (in-role and extra-role) of bank employees in Egypt. It proposes a model which examines the relationship between internal branding and employees’ brand supporting behavior, mediated by employees’ role clarity, affective commitment and continuance commitment, to provide insights into the way in which employees can become brand champions. Design/methodology/approach A single cross-sectional descriptive research was employed. A questionnaire was used to collect data from 400 frontline bank employees. Confirmatory factor analysis was used to test the validity of the scales, and structural equation modelling was used to test the research hypotheses. Findings The results showed that internal branding did not have a direct significant impact on employees’ in-role and extra-role behaviour. However, that impact only took place through employees’ role clarity and their affective commitment. Practical implications The findings suggest that banks can differentiate their offers and build powerful corporate brands through their employees’ brand supporting behaviour. Therefore, bank managers need to consider internal branding within the context of a corporate marketing orientation. Moreover, enhancing employees’ role clarity and affective commitment will ensure sustainable brand supporting behaviour. Originality/value This research is the first quantitative study to examine the impact of role clarity and continuance commitment as possible mediators to the proposed relationship. It further adds up to the internal branding literature, which is mostly qualitative or conceptual and thus suffers from limited conclusive evidence in terms of internal branding benefits and practical implications.
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Natarajan, Thamaraiselvan, Senthil Arasu Balasubramaniam, and Thushara Srinivasan. "Relationship between Internal Branding, Employee Brand and Brand Endorsement." International Journal of Business and Management 12, no. 1 (December 28, 2016): 95. http://dx.doi.org/10.5539/ijbm.v12n1p95.
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Efficient internal branding practices give service organisations competitive advantage. While the impact of internal branding on employees behaviours has already been examined by academicians and practitioners, its role in developing a favourable employee brand remains unexplored. This article aims to analyse the influence of internal branding activities on employees’ brand knowledge, commitment and employee brand in higher education institutions in India and United States of America. Further the relationship between employee brand and brand endorsement is also examined. Using an online survey, data were collected from the teaching faculty members of higher educational institutions in India (274 samples) and the United States of America (274 samples). The partial least squares structural equation modelling (PLS-SEM) results showed that internal branding influence employees’ knowledge, commitment and image of the brand. The results also proved that employee brand significantly influences employees’ brand endorsement in both countries. The administrators of the institutes in both countries should strengthen the internal branding activities by enhancing brand-centric rewards and promotions to motivate employees to deliver the desired brand image to students and other stakeholders. They must get feedback from employees at regular intervals to know their perception regarding the brand and its image to maintain favorable employee brand.
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Sinčić Ćorić, Dubravka, and Anja Špoljarić. "The origins of internal communication and employer branding in marketing theories." Communication Management Review 06, no. 01 (July 28, 2021): 30–45. http://dx.doi.org/10.22522/cmr20210163.
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Internal communications and employer branding are recognized as important tools for achieving an inspirational working environment, which is both an aim and a means of differentiation between organisations. A growing number of studies demonstrate a connection between internal communication and employee identification with the organisation they work for, as well as with their perception of employer’s brand. The aim of this theoretical paper is to identify and elaborate theoretical foundations that contributed to the development of these two concepts. For that purpose, marketing schools of thought, primarily social exchange school of marketing thought and relationship marketing are analysed and related to the concepts of internal communication, and employer branding. The analysis shows that social exchange school theories can be applied to describe values that are exchanged through internal communication and employer brand activities, while relationship marketing principles are used when implementing these activities in order to develop positive employee relationships.
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Pinar, Musa, Tulay Girard, Paul Trapp, and Zeliha Eser. "Services branding triangle." International Journal of Bank Marketing 34, no. 4 (June 6, 2016): 529–49. http://dx.doi.org/10.1108/ijbm-04-2015-0043.
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Purpose – The purpose of this paper is to examine customer, management, and contact personnel perceptions of consumer-based brand equity (CBBE) and its dimensions utilizing a services branding triangle framework in the banking industry. Design/methodology/approach – Data were collected from customers, managers, and contact personnel of three types of banks in Turkey – state, private, and foreign. Findings – The study finds significant external branding gaps between the perceptions of managers and customers and interactive branding gaps between the perceptions of contact personnel and customers, but no internal branding gaps between the perceptions of managers and contact personnel with respect to CBBE dimensions. Research limitations/implications – The sample was limited to Turkish adult citizens of a single major metropolitan area in Turkey and bank personnel in three cities. Originality/value – The services branding triangle framework used in this study allows service brand managers to understand not only the differences in the perceptions of brand equity dimensions of bank customers, managers, and contact personnel, but also provides an opportunity to identify the external, internal, and interactive branding gaps of each of the brand equity dimensions. The findings provide an empirical test for the three promises theory and identifying potential branding gaps resulting from differences between consumer, management, and contact personnel perceptions of CBBE and its dimensions. The paper discusses the implications of the findings in developing a strong services brand and brand equity.
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Scridon, Mircea-Andrei. "Internal Branding: Antecedents of Employee Attitudes, Satisfaction, and Organizational Loyalty." Studia Universitatis Babes-Bolyai Oeconomica 65, no. 3 (December 1, 2020): 27–38. http://dx.doi.org/10.2478/subboec-2020-0013.
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Abstract As competition between employers has become more intense in recent years, employee-based differentiation has become one of the strategic solutions for many organizations. The objective of this paper is to test a nomological model between internal branding, attitude, satisfaction, and loyalty. Data were collected through a survey among employees of a leading electronics conglomerate from Romania. While the relationship between attitudes and loyalty is partially mediated by satisfaction, the relationship between internal branding and satisfaction is indirect, with full mediation by attitudes being detected. The results of the study agree with previous studies, which suggested that internal branding influenced certain employee behaviors, such as positive attitudes, satisfaction, or loyalty.
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Oliveira, Abílio, Sérgio Moro, and Pedro Torres. "Psychological Contract, Internal Branding and Employee Turnover in an IT Company." Academic Journal of Interdisciplinary Studies 8, no. 1 (March 1, 2019): 9–18. http://dx.doi.org/10.2478/ajis-2019-0001.
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Abstract We are living in a time of huge competitiveness, where many institutions fight hard for their survival. Unemployment, exclusion, xenophobia, poverty and disrespect towards nature and our peers are causing unbearable impact to humanity. This situation is challenging us to retrieve and keep alive the true values, without any distinction of cultures, religions and ways of thinking. Only this way we can contribute to a fairer, inclusive and better society. A corporation can contribute to the employees' well-being, personal and professional fulfillment. The present study is focused in the employee turnover and how it is affected by the internal branding and the psychological contract, in a company of informatic services – in which we mainly considered its organization and human resources. So, we aimed to contribute to the understanding of: internal branding and psychological contract, and their interrelation; effects of internal branding and psychological contract in employees; the turnover (common in this company of informatics services). A questionnaire was developed to measure the internal branding and employees' psychological contract. We used several statistical techniques to analyze the data, namely, descriptive statistics analysis, factorial analysis in principal components, comparison of means and correlations among the resulting dimensions. Findings reveal low values for the internal branding and psychological contract, although, men feel slightly more satisfied with their situation than women. A positive association was found between the internal branding and the psychological contract, admitted as a possible cause of turnover. Anyway, results denote an insufficient concern of the company towards its human resources.
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Chan, Arianis, Rivani ., and Siti Fajarwati Azzahra. "EMPLOYER BRANDING PT. ASTRA INTERNASIONAL." AdBispreneur 4, no. 2 (January 21, 2020): 123. http://dx.doi.org/10.24198/adbispreneur.v4i2.22547.
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This study aims to analyze the implementation of employer branding implemented by PT Astra International. The research method used in this study is a qualitative method with descriptive type. The object of this research is Employer Branding. The results of the study provide information that innovation is the main key for PT. Astra International to survive in this competitive era, innovation is always supported by companies. Support is provided through the provision of innovation development platforms in the form of internal competition. In addition to the employer branding program implemented through internal employees, the employer branding program in the education pillar is carried out not only for universities, but also for all levels of education. The conclusion of this study is Employer Branding at PT. Astra International is implemented seriously and deeply because of the goals of the company's Employer Branding. PT Astra International has a strategic framework of "Winning Concept, Winning System & Winning Team", Astra is trying to improve the quality of Astra's people so that they can contribute and develop themselves to the maximum. Penelitian ini bertujuan untuk menganalisis implementasi employer branding yang dterapkan oleh PT Astra International. Metode penelitian yang digunakan dalam penelitian ini adalah metode kualitatif dengan jenis deskriptif. Objek dari penelitian ini adalah Employer Branding. Hasil penelitian memberikan informasi bahwa inovasi merupakan kunci utama bagi PT. Astra International untuk tetap bertahan di era kompetitif ini, maka inovasi merupakan hal yang selalu didukung oleh perusahaan. Dukungan yang diberikan melalui penyediaan wadah pengembangan inovasi dalam bentuk kompetisi internal. Selain program employer branding yang diterapkan melalui karyawan internal, program employer branding dalam pilar pendidikan dilakukan tidak hanya untuk perguruan tinggi, tetapi juga ke seluruh jenjang pendidikan. Kesimpulan dari penelitian ini adalah Employer Branding pada PT. Astra International diterapkan secara sungguh-sungguh dan mendalam karena tujuan dari Employer Branding perusahaan. PT Astra International memiliki kerangka strategis "Winning Concept, Winning System & Winning Team", Astra berusaha meningkatkan kualitas insan Astra sehingga mampu berkontribusi dan mengembangkan diri dengan maksimal.
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Burmann, Christoph, and Rico Piehler. "Employer Branding vs. Internal Branding – Ein Vorschlag zur Integration im Rahmen der identitätsbasierten Markenführung." Die Unternehmung 67, no. 3 (2013): 223–45. http://dx.doi.org/10.5771/0042-059x-2013-3-223.
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Kaur, Prabhjot, Keshav Malhotra, and Sanjeev K. Sharma. "Employer Branding and Organisational Citizenship Behaviour: The Mediating Role of Job Satisfaction." Asia-Pacific Journal of Management Research and Innovation 16, no. 2 (June 2020): 122–31. http://dx.doi.org/10.1177/2319510x20931716.
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Considering social exchange theory, the current research aimed to examine the mediating impact of job satisfaction in the relationship between internal branding and organisational citizenship behaviour. The data was collected from 187 employees in the private banking sector of Chandigarh, India. The results discussed that employer branding positively impacted job satisfaction and organisational citizenship behaviour. The results also suggested that internal branding impact organisational citizenship behaviour directly and indirectly.
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Kriyantono, Rachmat. "Aplikasi Teori Osgood untuk Evaluasi Pemaknaan Internal Strategi Komunikasi Pemasaran Co-branding." Jurnal Ilmu Komunikasi 17, no. 2 (September 2, 2020): 193. http://dx.doi.org/10.31315/jik.v17i2.2855.
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Penelitian ini bertujuan untuk menerapkan teori makna semantik (Semantic Meaning) dan skala diferensial semantik (Semantic Differential Scale) dari Osgood untuk mengevaluasi produk co-branding, sebagai strategi komunikasi pemasaran. Hipotesis pertama yang dirumuskan adalah produk co-brand memiliki makna yang berbeda dari konsumen potensial walaupun produk tersebut identik. Hipotesis kedua adalah merek induk mendapatkan makna yang lebih positif - evaluasi, aktivitas, potensi. Penelitian ini menggunakan metode kuantitatif dengan pendekatan survei terhadap 111 mahasiswa, hipotesis penelitian telah dibuktikan. Temuan ini juga mengonfirmasi beberapa faktor yang menentukan efektivitas strategi co-branding, seperti persepsi responden, merek induk, perusahaan atau ekuitas merek, dan kemampuan perusahaan untuk memenuhi produk dengan kebutuhan konsumen. Penelitian memberikan kontribusi untuk mengembangkan studi komunikasi pemasaran di Indonesia, khususnya subjek co-branding. Sangat sedikit penelitian empiris kuantitatif dari para akademisi di bidang ini meskipun co-branding telah digunakan sebagai stimulus eksternal kepada konsumen dalam komunikasi pemasaran.
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Anees-ur-Rehman, Muhammad, Ho Yin Wong, Parves Sultan, and Bill Merrilees. "How brand-oriented strategy affects the financial performance of B2B SMEs." Journal of Business & Industrial Marketing 33, no. 3 (April 3, 2018): 303–15. http://dx.doi.org/10.1108/jbim-10-2016-0237.
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Purpose This study aims to examine the relationship between brand orientation and financial performance in business-to-business (B2B) small- and medium-sized enterprises (SMEs). It examines the impact of brand-oriented strategy on financial performance through four branding constructs, namely, internal branding, brand communication, brand awareness and brand credibility. Design/methodology/approach A questionnaire-based survey was conducted to collect data from 250 Finnish B2B SMEs. Confirmatory factor analysis was performed to examine the validity of the constructs, whereas structural equation modeling was used to test proposed hypotheses of the study. Findings The results suggest that brand orientation improves the effectiveness of brand communication and internal branding in building brand awareness and credibility. Brand awareness emphasizes an external route through brand communication, whereas brand credibility emphasizes an internal route through internal branding. Brand awareness has a positive impact on brand credibility, and brand credibility has a positive impact on financial performance, highlighting the importance of both brand performance components for financial performance. Originality/value This study addresses the research gap in the B2B branding literature regarding the role of branding in enhancing financial performance. The results suggest that brand-oriented strategy can contribute to financial performance through brand awareness and brand credibility in the context of B2B SMEs.
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Erygina, Anna. "Tools to Build an External and Internal HR Brand." Management of the Personnel and Intellectual Resources in Russia 9, no. 4 (October 7, 2020): 79–83. http://dx.doi.org/10.12737/2305-7807-2020-79-83.
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This article addresses a corporate HR brand concept. It presents the interrelation between HR branding components and determines the importance of external and internal branding. Key aspects of these types of HR branding are highlighted. They include goal, tools and result. Their elements are described. It is stated that successful development of a company brand requires an equal focus on external and internal tools. Therefore, we need a strong focus on the factors that can be used to build a positive image of a company. The article reviews the case studies of companies with a well-developed HR brand that have completed all challenging stages of planning, arrangement and implementation of the employer's brand. Necessary actions and tools have been identified to promote the HR brand along with the ways to assess the efficiency of their implementation.
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Wiyono, Bagus, Andre Rahmanto, and Prahasitiwi Utari. "The Role of Stakeholders in the City Branding Policy “Madiun Karismatik” Madiun City Government." International Journal of Multicultural and Multireligious Understanding 8, no. 1 (February 20, 2021): 510. http://dx.doi.org/10.18415/ijmmu.v8i2.2397.
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Conducting branding is now increasingly needed in government management. The main purpose of city branding is to bring out the regional identity and place a certain positioning of the area in order to compete with other regions. For a city branding strategy to be successful, it must involve various stakeholders in the city / region. City stakeholders are defined through the ABCGM concept, namely Academics, Business Sector, Communities, Government, and Media. Madiun City as one of the developing cities in the western part of East Java Province also develops city branding as a way to increase regional competitiveness in front of other regions. Madiun Charismatic was chosen to be the tagline for the city branding of Madiun. This study aims to determine the role of internal stakeholders of Madiun city in implementing the city branding strategy of Madiun City. The research method used is a case study method and uses data collection techniques through interviews, observation, and document searches. The results showed that the internal stakeholders of the city of Madiun have different roles in supporting this city branding policy. The involvement of the five internal stakeholders of the city of Madiun in this city branding program also complements one stakeholder with another so that it has a positive effect on the development of the city of Madiun.
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Vironika, Veny, and M. N. Reza Pradana. "Pengaruh Internal Branding pada Customer Based Brand Equity dengan Mediasi Loyalitas Organisasi." JURNAL AKUNTANSI, EKONOMI dan MANAJEMEN BISNIS 8, no. 1 (July 30, 2020): 29–38. http://dx.doi.org/10.30871/jaemb.v8i1.1803.
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Branding telah menjadi bagian dari keunggulan kompetitif setiap perusahaan. Tujuan penelitian ini untuk mengukur sejauh mana pengaruh internal branding pada customer based brand equity dan efek mediasi loyalitas organisasi pada toko - toko ritel yang berkembang di Kota Batam. Penelitian ini menggunakan data kuesioner yang dikumpulkan dari karyawan front-line dan pelanggan dari toko ritel tertentu dengan purposive sampling. Analisis kolerasi, mediasi dan teknik analisis data uji t sampel independen diterapkan melalui smart PLS dan SPSS. Hasil penelitian mengungkapkan bahwa internal branding mempengaruhi customer based brand equity secara langsung tanpa memerlukan loyalitas organisasi sebagai variabel mediasi. Hasil ini dapat membantu sektor industri toko ritel dengan bukti empiris untuk menerapkan internal branding di organisasi mereka untuk menciptakan ekuitas merek antara toko dan pelanggan melalui karyawan front-line. Kontribusi penting studi ini terhadap dunia industri dan akademik adalah dukungan empirisnya untuk hubungan antara IB dan CBBE pada toko ritel di Kota Batam.
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Eid, Riyad, Amna Al Zaabi, Rashed Alzahmi, and Yasmeen Elsantil. "Integrating internal branding antecedents, customer and job satisfaction in the public sector." International Journal of Organizational Analysis 27, no. 5 (November 4, 2019): 1480–503. http://dx.doi.org/10.1108/ijoa-09-2018-1548.
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Purpose The implementation of marketing concepts to the public sector is still a relatively new topic for researchers and practitioners. Moreover, although branding has become more prominent in the public sector, its role with employees is under explored. Following a review of internal branding and marketing literature in the private sector, the purpose of this study is enrich and contribute to the internal branding concept and the literature by expanding its insightful knowledge beyond that of the Western school of thought to the UAE government sector. Design/methodology/approach The paper is based on a quantitative survey conducted among 304 public sector employees. These were measured on a five-point Likert scale. To test the model and the hypothesized relationships among the constructs of the model, structural equation modeling was used. Findings The strength of the relationship between the constructs indicates that features of the suggested internal branding model are crucial to achieving both employee and customer satisfaction in the public sector. Originality/value This study provides new theoretical grounds for studying internal branding in the public sector. It also supplies public sector organizations with a number of operative factors that may be essential if they are to provide enhanced satisfaction to public needs. It further contributes to the existing body of knowledge by expanding its knowledge beyond the Western school of thoughts as the study is about a non-Western government culture. Finally, it is probably the first to provide an integrative perspective of internal branding constructs in the public sector.
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Dholakia, Ruby Roy. "Internal Stakeholders' Claims on Branding a State University." Services Marketing Quarterly 38, no. 4 (September 22, 2017): 226–38. http://dx.doi.org/10.1080/15332969.2017.1363580.
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Biedenbach, Galina, and Siarhei Manzhynski. "Internal branding and sustainability: investigating perceptions of employees." Journal of Product & Brand Management 25, no. 3 (May 16, 2016): 296–306. http://dx.doi.org/10.1108/jpbm-06-2015-0913.
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Purpose The purpose of this paper is to investigate perceptual differences between employees characterized by various levels of internal brand commitment and sustainability importance. The identified clusters of employees are compared considering the main determinants of internal brand commitment and their evaluations of a company’s sustainability performance. Design/methodology/approach The study was conducted among employees of industrial companies operating in Belarus. Two hundred thirty-eight responses were analyzed by using the K-means cluster analysis. The analysis of variance was applied for evaluating differences between the three identified clusters. Findings Based on internal brand commitment and sustainability importance, the paper identifies three alternative clusters of employees: uncommitted sustainability laggards, committed sustainability followers and committed sustainability leaders. The results show that the three clusters differ in regard to the main determinants of internal brand commitment, which are brand orientation, internal brand knowledge and internal brand involvement. The findings demonstrate significant perceptual differences between the three clusters regarding their evaluations of a company’s sustainability performance. The assessment of sustainability performance focuses on sustainability objectives, sustainability policies and sustainability decision-making and disclosure. Research limitations/implications The study was conducted in the context of a transition economy. Future studies are recommended to develop a cross-cultural comparison of relationships between employees’ perceptions about sustainability performance, different determinants and the outcomes of internal brand commitment. Originality/value The paper makes a theoretical contribution to research on internal branding and sustainability by examining the potential interrelationships between internal branding strategies and sustainability performance.
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Whisman, Rex. "Internal branding: a university's most valuable intangible asset." Journal of Product & Brand Management 18, no. 5 (August 21, 2009): 367–70. http://dx.doi.org/10.1108/10610420910981846.
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Bergstrom, A., D. Blumenthal, and S. Crothers. "Why Internal Branding Matters: The Case of Saab." Corporate Reputation Review 5, no. 2-3 (October 2002): 133–42. http://dx.doi.org/10.1057/palgrave.crr.1540170.
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Du Preez, Rose, and Michael Bendixen. "Outsourcing contact centers: internal branding challenges and consequences." Journal of Business & Industrial Marketing 34, no. 5 (June 3, 2019): 921–30. http://dx.doi.org/10.1108/jbim-10-2018-0311.
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Purpose The purpose of this paper is to develop a deeper understanding of the philosophy adopted by organizations in making the decision to outsource contact centers or not. Design/methodology/approach A phenomenological study was used to develop an understanding of industry participants’ experience of the outsourcing of contact centers in South Africa. Ten in-depth interviews were conducted. Content analysis identified key thoughts and common themes. This was used to develop a model for outsourcing. Findings Evidence was found to support three propositions developed from the literature regarding the reasons for and the unintended consequences of outsourcing. A model was developed to illustrate how costs can be reduced by outsourcing under different conditions of “headcount constraints” and “failure costs” of customer relationship management. Research limitations/implications The study was conducted in a single emerging market. Future research should confirm the validity of this model in other markets. Practical implications Outsourcing contact centers can lead to a loss of control over CRM and internal brand management. This can be avoided by paying considerable attention to the governance of the contract. There are two key messages for managers: to resist the short-term attraction of potential cost savings and marketing must play an active role in the outsourcing decision. Originality/value New knowledge is provided about the philosophy adopted by organizations when outsourcing contact centers. A model is presented to guide managers in the outsourcing decision-making process.
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Merrilees, Bill, and Lorelle Frazer. "Internal branding: Franchisor leadership as a critical determinant." Journal of Business Research 66, no. 2 (February 2013): 158–64. http://dx.doi.org/10.1016/j.jbusres.2012.07.008.
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Zhang, Hui, and Honggang Xu. "Improving internal branding outcomes through employees’ self-leadership." Journal of Hospitality and Tourism Management 46 (March 2021): 257–66. http://dx.doi.org/10.1016/j.jhtm.2020.12.013.
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Kashive, Neerja, and Vandana Tandon Khanna. "Impact of Internal Branding (IB), Brand Commitment (BC) and Brand Supporting Behavior (BSB) on Organizational Attractiveness (OA) and Firm Performance(FP)." International Journal of Human Resource Studies 7, no. 2 (April 25, 2017): 155. http://dx.doi.org/10.5296/ijhrs.v7i2.11113.
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This paper explores the various dimension of Internal Branding like training, orientation and briefing and its impact on Brand commitment and Brand supporting behavior (like brand allegiance, brand endorsement and brand citizen behaviour).The study shows that training, orientation and briefing of Internal Branding (IB) does impact Brand commitment(BC) and brand supporting behavior(BSB). Internal Branding impact both organizational attractiveness and Firm performance while brand commitment only impact organizational attractiveness. With respect to brand supporting behaviour, brand citizen behaviour (BCB) and brand allegiance (BA) impact Organization attractiveness, while brand citizen behaviour (BCB) and brand endorsement (BE) impact firm performance.
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Ngo, Liem Viet, Nguyen Phong Nguyen, Kim Thien Huynh, Gary Gregory, and Pham Hung Cuong. "Converting internal brand knowledge into employee performance." Journal of Product & Brand Management 29, no. 3 (July 19, 2019): 273–87. http://dx.doi.org/10.1108/jpbm-10-2018-2068.
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Purpose Internal branding efforts are essential in improving employee performance in services marketing. Drawing on reformulation of attitude theory, this paper aims to contribute to the internal branding literature by positing that while internal brand knowledge (IBK) is essential for transforming brand vision into brand reality, it is not brand knowledge per se but its integration with other brand- and customer-related aspects that drive superior employee performance. In particular, this paper develops a cognitive-affective-behaviour model of internal branding proposing that IBK results in higher levels of employee brand identification (EBI); this sense of identification then motivates employees to engage in both employee-related and brand- and customer-focussed behaviours (i.e. brand citizenship behaviour [BCB] and customer-oriented behaviour [COB]), which in turn foster employee performance. Design/methodology/approach The hypotheses were empirically tested using a sample of 697 from services industry in Vietnam. Findings The findings indicate a sequential mediation model in that employee brand knowledge affects employee performance (both objective and subjective measures) through EBI, BCB and COB. Employee brand knowledge results in higher levels of EBI; this sense of identification then motivates employees to engage in employee-related brand and customer-focussed behaviours (BCB and COB), which in turn foster employee performance. Practical implications Firms should understand that IBK may not directly result in high levels of service performance, and instead should embrace the culture of self-driven positive brand-connection attitudes that motivate employees to engage in BCB and COB that are consistent with their sense of self. Originality/value This study makes a unique contribution to the internal branding literature by unravelling a pathway that integrates employees’ self-related psychological mechanism (EBI) and employee-related brand and customer-focussed behaviours (BCB and COB) through which employee brand knowledge is converted into employee performance.
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Fernández Burgos, Roger Freddy, Alberto Magno Cutipa-Limache, Walker Ernesto Aragón Cruz, Rocio Norma Mamani Alanoca, and Eva Puma Quecaño. "EL BRANDING INTERNO Y POSICIONAMIENTO EN UNA UNIVERSIDAD PÚBLICA DE PUNO-PERÚ." Investigación & Negocios 13, no. 22 (November 4, 2020): 127. http://dx.doi.org/10.38147/invneg.v13i22.107.
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El objetivo del estudio fue determinar la relación que existe entre el branding interno y el posicionamiento de la Escuela Profesional de Ciencias de la Comunicación Social de la Universidad Nacional del Altiplano (UNA) durante el año 2019. Es una investigación cuantitativa de diseño no experimental, transeccional. La muestra es no probabilística intencional a 35 colaboradores; se utilizó como instrumento un cuestionario. Los resultados revelan que existe una relación directa y estadísticamente positiva muy alta (r=87.2% y R2=76%) entre la variable branding interno y el posicionamiento de la Escuela Profesional de Ciencias de la Comunicación Social de la UNA Puno. Es decir, que las características del branding interno, identidad de los colaboradores, el trabajo en equipo, la adecuada gestión de la comunicación de marca y la interiorización de la misión, visión y valores generan un posicionamiento favorable a la escuela.Palabras clave: Branding interno, Identidad corporativa, Comunicación de Marca, Posicionamiento.
AbstractThe objective of the study was to determine the relationship between internal branding and the positioning of the Professional School of Social Communication Sciences of the National University of the Altiplano (UNA) during 2019. It is a quantitative investigation of non-experimental design, transectional. The sample is intentional non-probability to 35 collaborators; A questionnaire was used as an instrument. The results reveal that there is a very high direct and statistically positive relationship (r = 87, 2% and R2 = 76%) between the internal branding variable and the positioning of the UNA Puno Professional School of Social Communication Sciences. In other words, the characteristics of internal branding, the identity of the collaborators, teamwork, the proper management of brand communication and the internalization of the mission, vision and values generate a favorable position for the school.Keywords: Brand Communication, Corporate identity, Internal Branding, Positioning.
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Kang, Doo Syen. "Turning inside out: perceived internal branding in customer-firm relationship building." Journal of Services Marketing 30, no. 4 (July 11, 2016): 462–75. http://dx.doi.org/10.1108/jsm-07-2015-0229.
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Purpose This paper aims to examine the strategic importance of perceived internal branding in building symbolic and behavioral relationships with a corporate in the service sector. Research on internal branding has been confined only to how internal staff understand brand values. Despite the importance of alignment between internal and external communication, little emphasis has been placed on consumers’ perception of how internal staff understand brand values. Even before experiencing service, consumers can shape their overall evaluation on service based on external communication about internal training and its congruence with brand values. Design/methodology/approach The theoretical model of cognitive, affective and behavioral responses is empirically tested using the structural equation modeling approach with a sample of 258 adults. Multiple group comparison is also conducted to identify the difference between user and non-user groups. Findings The findings indicate that perception of employees’ training and its congruence with external communication enables consumers to shape their cognitive and affective response toward a corporate, which is a source of future purchase intention. How consumers think about internal branding forms their attitudes and images of business and social conduct and enhances their behavioral intention. Practical implications The results imply that internal branding should not be limited to organizational communications but should be stretched into a critical topic for external communications. In particular, notable differences between user and non-user groups determined in the model provide further implications for corporate communication. Originality/value This paper stretches the concept of internal branding into the area of public interest. Theoretically, it tests a dual process model that suggests cognitive and affective antecedents in predicting consumer intention. Practically, it provides new ground for viewing internal affairs as part of a continuum of external communication and not a separate element of a corporation. The results are conducive to robust customer-firm relationship building in the service sector.
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Galyna, PIATNYTSKA. "HIGHER EDUCATION BRANDING." Herald of Kyiv National University of Trade and Economics 138, no. 4 (September 10, 2021): 118–36. http://dx.doi.org/10.31617/visnik.knute.2021(138)10.
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Background. The increasing intensity of competition in the international market for higher education services leads to an increase in the importance of brands of higher education institutions (HEIs) and the branding of national higher education in general. The aim of this study is to determine the target setting and the main objectives of the country’s higher education branding in the international market of educational services. Materials and methods. Methods of comparative and critical analysis, analytical processing of the collected data, graphical display of trends and interrelations, synthesis, etc. are used to achieve the purpose and accomplish the assigned tasks. Results. Analysis of the dynamics of appeals to the Google-system with queries to search for such words and phrases as: "Brand"; "Higher education"; "University" showed that after a sharp decline in the number of brand and branding queries in March 2020, the trend of increasing attention to this concept among Internet users began to grow again. At the same time, in the last months of 2021, there is a trend towards a decline in requests for higher education and universities. The risk of such a situation for the development of existing universities lies in the fact that the latter is happening against the background of the periodic introduction of quarantine restrictions and the loss of the opportunity to establish constant offline communications with students and youth audience. On the basis of a critical analysis, comparison and systematization of the existing definitions of the concepts of "branding of higher education" and "brand of higher education", it is proposed to understand the process of "branding of higher education" as a process aimed at implementing the strategy for the development of higher education, strengthening the identity of the higher education system of the country in the international market of educational services, support competitiveness of the higher education sector by establishing effective communications with all stakeholder groups both within the country and abroad. It has been substantiated that the "brand of a higher education institution" should be understood as a specific model of ideas and value characteristics about the HEI and its educational services in the minds of stakeholders. It is emphasized that the process of the higher education branding should be aimed at forming the value of the brand. This requires the following tasks, the implementation of which: 1) will create a strong competitive brand of higher education in the country, which will help solve educational problems and meet the needs of the labor market, especially within the country; 2) provide preconditions for further geographical diversification in the provision of educational services of the country’s HEIs; 3) will increase the volume of foreign and domestic investment in the educational and scientific space of the country. Along with this, the factors that should be paid attention to in the process of higher education branding and which were formed under the influence of Globalization 4.0 and the manifestation of the consequences of the COVID crisis were identified. Considering the level of development of the higher education system in the country, the choice of one of the following branding strategies for higher education is envisaged: internal orientation; internal-external orientation; external-internal orientation. It is established that Ukraine must now implement a strategy of internal-external orientation of higher education branding. It was noted that it would be better to track the results of higher education branding through special assessment and monitoring of changes in the Global Tertiary Education Brand Index and by region. Conclusion. The problem of the higher education branding, as evidenced by the results of the study, is far from simple and requires the setting of specific tasks, the completion of which should contribute to the achievement of the goal of maximizing the value of the country’s higher education brand. In the process of higher education branding and specific HEIs branding the interests of various groups of stakeholders as well as changes that taking place in the international market of educational services (including due to Globalization 4.0 and the effects of the pandemic) should be taken into account. The results of the study can be further used to develop and substantiate methodological approaches to determining the Global Tertiary Education Brand Index and the corresponding country indices, by which it will be possible to track imbalances and competitive advantages in the development of higher education in the regions of the country. Keywords: branding, brand management, higher education, brand of higher education institution, risks, strategies of higher education branding, digitalization, the market of educational services.
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Panda, Tapan K. "Creating Customer Value Focused Organization Through Employment Branding." Management and Labour Studies 27, no. 3 (July 2002): 199–204. http://dx.doi.org/10.1177/0258042x0202700305.
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In today's business world, brand managers have two branding missions. They are product branding and employment branding. Product branding deals with creating a distinction in the market place for the product or service offered to the external customers. Product branding provides a mental patent against consumer apprehensions and hence creates a sustainable competitive advantage for the organization. On the other hand employment branding deals with an internal as well as external marketing orientation for hiring and keeping the best talents at the market place. By employment branding process the organization creates an image of the organization as the dream corporation to work for. Employment branding as a process is a recent phenomenon where organizations try to go beyond a recruitment advertisement and try to create an atmosphere in the work place that enhances the value delivered to the customer. This research paper deals with the strategic issue of employment branding and its relevance in the age of talent hunt. Every branding process involves a brand promise and brand character. While product branding takes care of the brand promise, it is the employment branding that looks in to the issue of brand character. A brand character is built at the customer interaction point where the customer also looks at the kind and level of motivation of employees with whom he deals during the transaction process. This paper highlights various approaches in employment brand building and also looks at the performance technology issue by which the internal customers web themselves around the brand promise and character to deliver a higher customer value.
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Sarasvuo, Sonja. "Are we one, or are we many? Diversity in organizational identities versus corporate identities." Journal of Product & Brand Management 30, no. 6 (June 3, 2021): 788–805. http://dx.doi.org/10.1108/jpbm-03-2020-2827.
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Purpose The implications of multiple organizational identities for branding research have been scarcely considered. This paper aims to explore what sources of identity internal stakeholders use to construct organizational identities and corporate identities, and identify how diversity emerges in the perceived identities across various stakeholders. Design/methodology/approach The empirical study includes 59 in-depth interviews with internal stakeholders in a business-to-business service company. Findings Employees may perceive identity diversity as a strategic benefit for the company, and employees may not identify with a uniform corporate identity. The corporate identity could become more identifiable for employees through managerial recognition of different dimensions of identity diversity, such as multiple professional and locational identities. Originality/value The study bridges insights between organizational identity and corporate identity and problematizes identity coherence and consistency as strategic principles for corporate branding by proposing an alternative approach guided by identity diversity. Additionally, the study discusses identity diversity-based approaches to internal branding and co-creation in branding.