Building brand commitment: A behavioural approach to internal brand management

Burmann, Christoph; Zeplin, Sabrina

doi:10.1057/palgrave.bm.2540223

Cited by 510 publications

(768 citation statements)

References 3 publications

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“…Therefore, employees play a key role in influencing how the external market makes sense of the brand (Wangenheim, Evanschitzky, & Wunderlich, 2007). Studies (Aurand, Gorchels, & Bishop, 2005;Burmann & Zeplin, 2005;Punjaisri & Wilson, 2011) illustrate that when employees have a shared brand meaning, they become identified with the brand and are committed to deliver the brand promise to the external stakeholders. Papasolomou and Vrontis (2006) add that employees provide a personal connection between the brand and customers, thus, enhancing customer brand loyalty.…”

Section: Internal Brandingmentioning

confidence: 99%

Internal brand co-creation: The experiential brand meaning cycle in higher education

Dean

Arroyo-Gamez

Punjaisri

et al. 2016

Journal of Business Research

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Higher education (HE) institutions need to adapt to the global environment but the complex nature of HE highlights the role of marketing and the internal market in realizing the brand identity, creating a challenge for developing a shared brand meaning. This research explores how employees co-create brand meaning through their brand experiences and social interactions with management, colleagues and customers. Using a phenomenological approach, the findings highlight that brand meaning commences from historical, superficial brand interactions. Employees then develop brand meaning further through a series of brand interactions and social interactions. Bridging the internal branding and the co-creation literature, this study conceptualizes the evolving, co-created nature of employees' brand meaning in the experiential brand meaning cycle. This study extends Iglesias and Bonet's (2012) work and illustrates the function of employees as readers and authors of brand meaning, emphasizing the crucial role of brand co-creation in guiding employees' brand promise delivery.

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Section: Internal Brandingmentioning

confidence: 99%

Internal brand co-creation: The experiential brand meaning cycle in higher education

Dean

Arroyo-Gamez

Punjaisri

et al. 2016

Journal of Business Research

View full text Add to dashboard Cite

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“…Conversely, the success of a place brand depends on the effectiveness of leadership in generating brand commitment (Burmann & Zeplin, 2005). Typically, leadership seeks to cultivate this commitment through stakeholder discussions that aim to identify brand values that would benefit the place brands' multiple stakeholders (Moilanen & Rainisto, 2009).…”

Section: Stakeholder Engagementmentioning

confidence: 99%

“…Hankinson (2007Hankinson ( , 2009) asserts that in order to engage stakeholders, place brand managers need to provide focus and strategy, whilst Burmann and Zeplin (2005) For engagement to function efficiently, stakeholders must identify with the brand corevalues so that they do not feel imposed upon (P1, P7). However, place brand managers, whilst engaging with and responding to multiple stakeholders, must ensure that the brand core-values are not diluted.…”

Section: Stakeholder Engagementmentioning

confidence: 99%

Towards a model of the Place Brand Web

Hanna

Rowley

2015

Tourism Management

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This article contributes to theory concerning the relationship between the brands associated with a place, through a two-stage mixed method study involving interviews with place brand practitioners and web content analysis. The article, first reports on the challenges associated with managing place brand relationships and, then, discusses various aspects of the brand webs associated with places. On this basis, the article proposes, exemplifies and discusses the Place Brand Web Model. This model, which responds to the complex nature of the relationships between the brands associated with a place, is presented in two instantiations, the DMO perspective, and the more generalised perspective that views brands with associations with a place as contributing to the co-creation of the perceptual entity, THE Place Brand. The model is exemplified and discussed and with reference to a major UK city.Keywords Place branding; brand architecture; brand leadership; stakeholders; place brand web.

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“…Internal branding requires a broad integrative framework across marketing, corporate management and human resource management (Khan, 2009;Punjaisri, 2007). If firms can provide the alignment of marketing and HR processes, employees can better identify themselves with the brand values and project these in their attitudes and behaviors (Vallaster & De Chernatony, 2003;Burmann & Zeplin, 2005).…”

Section: The Role Of Human Resources In Internal Brandingmentioning

confidence: 99%

Engagement and Retention of the Millennial Generation in the Workplace through Internal Branding

Özçelik¹

2015

IJBM

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Within the strong competitive world of organizations, the provision of exceptional customer experience is the key driver of performance. In this context, many organizations invest in their brands and, try to create a positive image of them, not only in the minds of their external customers, but also in those of their employees, because they are conceptualized as internal customers. Effective involvement of the human resources function for helping them to internalize the brand identity in their work behaviors has been an emerging area of study over the last decade. This has brought forward the notion of internal branding-a strategy through which organizations encourage all their employees to become involved in the nurturing of a brand through their engagement. Meanwhile, the organizational workforce is dynamic and constantly changing owing to a younger cohort entering the workplace. This renewal in the workforce demographics has led to differences in their characteristics and work orientations and consequently, has changed the rules of engagement. This paper outlines some emerging evidence about the HR-internal branding relationship. It brings together diverse sources of literature from organizational and generational studies to illustrate the characteristics and work orientations of the Millennials and the potential challenges posed by this generation. This article also provides the readers with specific recommendations for developing new practices and policies designed to attract, develop and retain this cohort so that it contributes internally to strong brand engagement.

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Building brand commitment: A behavioural approach to internal brand management

Cited by 510 publications

References 3 publications

Internal brand co-creation: The experiential brand meaning cycle in higher education

Internal brand co-creation: The experiential brand meaning cycle in higher education

Towards a model of the Place Brand Web

Engagement and Retention of the Millennial Generation in the Workplace through Internal Branding

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