Internal Branding — Relevance, Management and Challenges

Piehler, Rico; Hanisch, Stephan; Burmann, Christoph

doi:10.1007/s11621-015-0506-8

Cited by 46 publications

(31 citation statements)

References 20 publications

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“…Regarding employee-related IBM outcomes, recent research highlights the affective dimensions of commitment (King 2010;King and Grace 2010;Punjaisri and Wilson 2011) and identification (Piehler et al 2016) and multidimensional perspectives for brand understanding/knowledge (Xiong et al 2013;Piehler et al 2016) and brand-related behaviour (Burmann and Zeplin 2005;Burmann et al 2009;Shaari et al 2011;Chang et al 2012;Porricelli et al 2014;Nyadzayo et al 2015Nyadzayo et al , 2016Piehler et al 2015Piehler et al , 2016. Future research should continue to develop the dimensionality of these IBM outcomes and deliver further empirical validation (Burmann et al 2009;Terglav et al 2016).…”

Section: Directions For Future Researchmentioning

confidence: 99%

Internal brand management: introduction to the special issue and directions for future research

2018

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This special issue of the Journal of Brand Management has been developed in consideration of the existing gap between the relevance of and research attention to internal brand management (IBM). Despite its relevance, research dealing with brand management in the context of internal stakeholders is still limited. Therefore, we identify five directions for future research after an introduction to the topic. Future research should (1) validate the relevance of IBM, (2) increase the generalizability of IBM research findings, (3) deepen and (4) broaden the IBM framework, and (5) extend methodologies in IBM research. This special issue addresses some of the identified areas for future research by including five articles covering a variety of IBM topics. It is our hope this special issue advances IBM research and encourages researchers to start and continue engaging in research in this important area.

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Section: Directions For Future Researchmentioning

confidence: 99%

Internal brand management: introduction to the special issue and directions for future research

2018

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“…Therefore, based on the commonly held view that employees could be the starting point for brand equity, it is appropriate to understand how employee based brand equity is built within the organizations. One way service firms could assure the consistent delivery of the brand is to transform brand information to employees (King and Grace 2010;Piehler et al 2015).…”

Section: Employee Based Brand Equity Processmentioning

confidence: 99%

“…Even though internal communication, either explicit or implicit, represents a crucial process to transform brand values to employees, it leads to a significant drawback, when considering a comprehensive approach to developing employee brand equity. It is for this reason that Miles and Mangold (2004) and Piehler et al (2015) emphasized the importance of external communications, namely the public relations and word of mouth, as the other sources of brand messages for employees. While public relation activities are the formal sources of information generated by companies to shape the brand image of different stakeholders, word of mouth refers to informal information from outside parties (Kotler 2003).…”

Section: Employee Based Brand Equity Processmentioning

confidence: 99%

“…In addition, as stated by King et al (2012), few studies have empirically examined what constitutes employee brand equity as well as how it is cultivated. Lastly, Piehler et al (2015) noted that internal brand management requires a more detailed investigation of specific mechanisms, such as internal communication and external communication, for their effect on employee-related outcomes.…”

Section: Introductionmentioning

confidence: 99%

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Managing Your Brand for Employees: Understanding the Role of Organizational Processes in Cultivating Employee Brand Equity

Erkmen

2018

Administrative Sciences

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The purpose of this study was to understand how employee brand equity is cultivated in services. Specifically, a conceptual model, adopted from brand equity literature, was developed and tested to analyze the internal brand building process. To achieve this, a quantitative research methodology, using structural equation modeling, was used to understand the role of brand building mechanisms, namely the internal communication, external communication, and employee experience with the brand, in building employee brand equity. As a part of the service industry, data were collected from hotel employees who have direct contact with customers. The findings evidenced the distinguished role of each mechanism to build employee brand equity. That is, while internal communication enhances brand knowledge and role clarity, external communication and employee experience with the brand positively affect the brand commitment of employees. Therefore, as being the first study adopting customer service brand equity to employee context, this research confirmed the effect of brand building mechanisms on employee brand equity. In addition, the study proposes practical implications for organizations to design a balanced branding approach both internally and externally through the means of communication.

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“…According to Piehler et al (2015) [I]t has become important for every employee to know how to fulfill his or her role in the brand's best interest in order to (1) minimize negative brand experiences and …(2) enable a consistent brand communication over all channels (p.53).…”

Section: Internal Brand Management (Ibm)mentioning

confidence: 99%

Outsourcing contact centers: internal branding challenges and consequences

Preez

Bendixen

2019

JBIM

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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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Internal Branding — Relevance, Management and Challenges

Cited by 46 publications

References 20 publications

Internal brand management: introduction to the special issue and directions for future research

Internal brand management: introduction to the special issue and directions for future research

Managing Your Brand for Employees: Understanding the Role of Organizational Processes in Cultivating Employee Brand Equity

Outsourcing contact centers: internal branding challenges and consequences

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