A brand within a brand: an integrated understanding of internal brand management and brand architecture in the public sector

Abstract

Branding in the public sector is emerging as an interesting area of research, as diverse organisations find themselves using branding principles to promote a consistent, clear brand. However, very little is known how public organisations could, or should, manage their brands. The purpose of this research, therefore, is to explore brand management processes in the public sector, and its implication for brand architecture, from an employee perspective. With a qualitative approach the study argues that branding is important not only for the organisation, but for individual departments. Further, unlike branding in the private sector, public organisations may be more concerned with supporting a positive perception and organisational attractiveness rather than a unique and differentiated brand. This may have implications for brand architecture. By allowing individual departments to manage their brand with support from organisational structures that provide alignment and focus, organisations can form a brand architecture that supports a strong organisational brand and employee brand commitment.

What about context in internal brand management? Understanding employee brand commitment in the public sector

“…However, research on internal brand management in public sector organisations is still quite underdeveloped (Leijerholt, Biedenbach et al, 2019). Existing studies provide insight into aspects such as the role of brand architecture (Leijerholt, Chapleo et al, 2019) and how to manage a rebranding process (Chapleo & Clark, 2016;Kuoppakangas et al, 2020), including the need for organisations to involve and empower employees in order to manage the rebranding process (Kuoppakangas et al, 2020). Studies have also highlighted the role of the employee experience in internal brand management: organisations need to recognise the significance of the employees' experiences of the brand (Juntunen et al, 2013) and how this brand experience and social interaction co-create brand meaning (Dean et al, 2016).…”

“…Some of these differences relate to brand identity (Waeraas & Byrkjeflot, 2012;Waeraas & Solbakk, 2009) and cultural challenges regarding employee relationships with the brand (Chapleo, 2015a(Chapleo, , 2010. The complexity of gaining internal brand support in public sector organisations should not be underestimated (Chapleo, 2015b;Leijerholt, Chapleo et al, 2019;Waeraas & Solbakk, 2009); it has been suggested that organisations may fail to support integration of brand values in the minds of employees (Leijerholt, Chapleo et al, 2019). This may not solely be about a lack of sufficient internal brand management but about underlying motivational forces among employees that impact the employee-brand relationship (Leijerholt, Chapleo et al, 2019).…”

“…Further, there is cause to question whether theories and models from the private sector can be directly transferred to a public context. While similarities exist between the two sectors, for example, the perceived usefulness of marketing and branding (Gromark & Melin, 2013;Wright et al, 2012), differences are also evident (Leijerholt, Chapleo et al, 2019;Waeraas, 2008;Waeraas & Solbakk, 2009). For example, previous studies have highlighted the need to reconsider some core brand strategies (Leijerholt, Chapleo et al, 2019) and the role of consistency in identity structures (Waeraas, 2008;Waeraas & Solbakk, 2009).…”

Understanding employee brand trust and internal Brand Communications & Training (BCT) effects on employee brand performance: a study of the banking industry

“…To achieve employee brand-consistent and service performance delivery objectives, companies usually employ all types of internal communication channels/or tools to transmit its core brand identity, values and messages; however, the two primary message delivery systems of IBC, as perceived by the employees are group meetings and brand-centred training and identified them as effective tools of internal communication practices and internal marketing campaigns (Leijerholt, Chapleo & O' Sullivan, 2019). By integrating IBC into overall corporate IBM and business strategy, service companies attempt to align its strategically important IBC with actual goals, values, products and services so that IBC fully integrated into the thoughts (cognition) and behaviors (actions) of the service personnel in order to 'live the brand' while interacting with external customers and champion the service brand they work for (Leijerholt et al, 2019).…”

Journal of Brand Management: year end review 2019

“…Relevant implications from a practitioner point of view are provided, and further research is called for in order to consider how the notion of organizational polyphony might offer additional insights in relation to the concept of 'brand co-creation'. Leijerholt et al (2019b) explore brand management processes in the context of the Swedish public sector, and its implication for brand architecture, from employee and middle managers perspectives. The research findings present some theoretical implications within the areas of brand architecture and internal brand management.…”