Brand Key Performance Indicators as a Force for Brand Equity Management

Rubinson, Joel; Pfeiffer, Markus

doi:10.1017/s0021849905050208

Cited by 11 publications

(8 citation statements)

References 2 publications

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“…Thompson and Hamilton, 2006; Janssens and De Pelsmacker, 2005; Lee and Labroo, 2004), purchase intentions, brand loyalty and brand equity (e.g. Madhavaram et al , 2005; Ratnatunga and Ewing, 2005; Rubinson and Pfeiffer, 2005). Therefore, we hypothesise:…”

Section: Conceptual Model and Hypothesesmentioning

confidence: 99%

Managing brand consistent employee behaviour: relevance and managerial control of behavioural branding

Henkel

Tomczak

Heitmann

et al. 2007

Journal of Product &Amp; Brand Management

179

122

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Purpose -This study aims to show that brand success can be improved if the brand promise that is communicated through mass media campaigns is lived up to by each employee of a company. The paper terms such brand consistent employee behaviour behavioural branding and identifies managerial instruments for its implementation and management. Design/methodology/approach -The model in the paper explains the brand's contribution to company success by brand consistent employee behaviour, functional employee performance and brand congruent mass media communication. Brand consistent employee behaviour and functional employee performance in turn are modelled as determined by formal and informal management techniques as well as employee empowerment. The model is tested on a sample of 167 senior managers using partial least squares and finds empirical support. Furthermore, practical implications are provided based on additional top management focus groups. Findings -The paper finds that behavioural branding determines the brand's contribution to company success. Further, the results show that informal management and employee empowerment have a far stronger impact on the brand consistency of employee behaviour than formal management instruments. Practical implications -Managers should spend more time explaining and discussing targets of behavioural branding, and they should create an organisational environment that enables employees to find their own individual ways of articulating a brand to customers. Originality/value -The framework in the paper integrates personal and non-personal facets of interaction for a holistic explanation of brand performance. It provides a broader understanding of factors affecting the accruement of a customer's brand experience and enables researchers and practitioners to develop more consistent and promising brand management activities.

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Section: Conceptual Model and Hypothesesmentioning

confidence: 99%

Managing brand consistent employee behaviour: relevance and managerial control of behavioural branding

Henkel

Tomczak

Heitmann

et al. 2007

Journal of Product &Amp; Brand Management

179

122

View full text Add to dashboard Cite

show abstract

“…In order to use performance measures effectively, corporate managers must be able to identify which performance measures can be used for monitoring trends in performance or for comparative analysis and benchmarking. Performance indicators can be used to evaluate companies' performances and to learn about and improve corporate policies and optimize management processes (Rubinson and Pfeiffer, 2005). More specifically, according to Behn (2003), performance measures are useful in achieving eight managerial purposes:…”

Section: Business Performance and Communicationmentioning

confidence: 99%

Transparency and performance communication: a case study of Dutch Railways

Galetzka

Gelders

Verckens

et al. 2008

Corporate Communications: An International Journal

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Purpose -In an attempt to gain insight into the effects of transparent communication on critical performances, this paper aims to explore performance measures and communication of a large-scale service organization, i.e. the Dutch Railways (Nederlandse Spoorwegen, (NS)). Design/methodology/approach -Semi-structured interviews with employees of NS and external stakeholders were analyzed to study which performances are measured by NS, why they are measured, and how they are communicated to the employees and stakeholders. Findings -An ambiguous view on transparency was observed. Although transparency is advocated by most employees and stakeholders, this study revealed the complexity of performance communication of a service organization. In this case, NS used to fully disclose performances but emphasized positive performances. This transparent communication strategy seemed to backfire and yielded a counterbalanced societal response from customer organizations which resulted in a strained relationship.Research limitations/implications -The findings are based on qualitative data of a limited number of interviews. Several types of actors were interviewed but not passengers of NS themselves. Practical implications -From a communicative point of view, it might be wise to publish negative aspects as well as the positive ones to promote trust and corporate credibility. Building trust involves investing in positive experiences for customers and promotion of realistic expectations. To enhance trust, organizations must not only inform stakeholders and citizens about their performances but also invest in direct communication with their stakeholders. Originality/value -This study explores performance communication of a service organization, and the ambivalent role of transparency of (internal and external) performance communication.

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“…The tenth factor "financial affairs" is also extremely important factor in assessment of performance of universities as affirmed by Rubinson and Pfeiffer (2005) and Carrin and James (2005). As in recent years there has been huge growth in the number of universities and regarding to the background of development of universities and shortage of educational resources, universities need to consider economic purpose to their goals in order to gain revenue through the provision of social services (Hung-Yi et al, 2011).…”

Section: Literature Review On Determining Key Performance Indicator (...mentioning

confidence: 99%

“…It discloses the growth of organization by revenue, payoff and consumption rate of benefits and so on (Table 1). 2010) and Lee (2010) Area and facilities Lee (2010) Research and scientific journals Busin (2003) Processes Birch (1977) and Hsieh (2004) Education and technology Eynde (2002) Social services Azma (2010) Faculty members Azma (2010) Employees Hallahan and Kauffman (1989) Student Hallahan and Kauffman (1989) Graduates Rubinson and Pfeiffer (2005) and Carrin and James (2005) Financial affairs Regarding to define the key performance indicators which are significance for university assessment, in the next step amount of their priority will be measured.…”

Section: Literature Review On Determining Key Performance Indicator (...mentioning

confidence: 99%

Marketization of Higher Education Institute; Identifying a Set of Performance Measurements Based on Analytic Hierarchy Process

Jalaliyoon¹,

Bakar²,

Taherdoost³

2014

RJASET

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Nowadays, Higher Education is bearing significant alters. These alters are in replying to diversity factors; the expansion of information and communication technologies, globalization, internationalization and regionalization, progress network society, developing information society, socio-cultural orientations and demographical orientations. The marketization in higher education leads to change the roles of Governments. 'Marketization' in universities and colleges is a famous feature of the current wave of answerability. On the other hand, since there has been massive growth in the number of universities during the past decades, under the precedent of an increasing number of universities and shortage of education source, universities have to consider economic aim into their purpose to achieve profits through exposure social services. As a result, encountering the high competitive condition of students' recruitment, all universities have to void with conservative management practice and sub it by applying implications of business operations to attain the perdurable development and permanence. The main reason of this study is to introduce the Key Performance Indicators (KPI) measurement in higher education institution and determining their importance based on the opinion and experience of previous researchers. Furthermore, this study suggests a methodology to determine the weight and amount of significance of each measurer by using Analytic Hierarchy Process (AHP) technique which is one of the techniques in Multi-Criteria Decision Making (MCDM). The AHP, as a reparative method, supposes full aggregation among criteria and expands a linear increasable model. The weights and scores are achieved mainly by pair wise comparisons among all options.

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Brand Key Performance Indicators as a Force for Brand Equity Management

Cited by 11 publications

References 2 publications

Managing brand consistent employee behaviour: relevance and managerial control of behavioural branding

Managing brand consistent employee behaviour: relevance and managerial control of behavioural branding

Transparency and performance communication: a case study of Dutch Railways

Marketization of Higher Education Institute; Identifying a Set of Performance Measurements Based on Analytic Hierarchy Process

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