The behavioral consequences of internal brand management among frontline employees

Preez, Rose Du; Bendixen, Michael; Abratt, Russell

doi:10.1108/jpbm-09-2016-1325

Cited by 69 publications

(75 citation statements)

References 44 publications

(93 reference statements)

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“…It constitutes a central tenet in internal branding, as the consistent delivery of the brand promise to customers is unlikely without internal stakeholders' internalization of the company's values (Helm et al, ). Shedding light on the mechanism through which brands are interpreted from the employee's point of view and how this interpretation translates to brand and/or customer‐related behaviors is key for internal branding success, as customers' experience with the brand promise will remain ineffective without internal stakeholders' alignment with the company's values (Helm et al, ; Du Preez et al, ).…”

Section: Introductionmentioning

confidence: 99%

Investigating Key Antecedents and Outcomes of Employee‐based Brand Equity

Boukis

Christodoulides

2018

European Management Review

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A wealth of research examines firm or consumer-based brand equity but largely ignores internal stakeholders' perceptions of the brand asset. The present study focuses on service employees who affect both internal (i.e. other employees) and external (i.e., customers) stakeholders through their interactions. The study draws on cognitive psychology and social identity theory to develop and empirically test an integrated model of antecedents and consequences of employee-based brand equity (EBBE) that distinguishes between a cognitive and an affective route for its development via brand knowledge and brand identification respectively. The research extends the limited work on EBBE by examining how perceptions of employees about their supervisors' brand leadership behaviors and their supervisors' focus on their subordinates significantly drive employees' responses to the internal brand. The proposed model also highlights the significant role of EBBE vis-à-vis two citizenship behaviors, namely brand value dissemination and customer orientation.

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Section: Introductionmentioning

confidence: 99%

Investigating Key Antecedents and Outcomes of Employee‐based Brand Equity

Boukis

Christodoulides

2018

European Management Review

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“…Este estudio contribuye a la literatura de branding interno al ser de los primeros practicados en la industria de comercio minorista (Porricelli et al, 2014;Du Preez et al, 2017;Itam & Singh, 2017). Es además, el primer estudio practicado en una organización minorista mexicana, utilizando un marco teórico y constructos originados en la literatura de branding interno.…”

Section: Discusión E Implicacionesunclassified

Branding interno en organizaciones de comercio minorista: un estudio en una cadena de farmacias

Murillo

2020

myn

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El objetivo del artículo es introducir el concepto de branding interno en la literatura organizacional publicada en México, distinguiéndolo de conceptos relacionados como el marketing interno y el branding del empleador. El método consistió en la estimación de un modelo de ecuaciones estructurales usando Mínimos Cuadrados Parciales con una muestra de 310 encuestas de empleados de una cadena grande de farmacias. Los resultados muestran una relación positiva entre el ajuste con los valores de marca de los empleados y su satisfacción laboral, intención de permanencia y conducta alineada con la marca. El hallazgo principal es que el branding interno rebasa el ámbito exclusivo del marketing e incide también en objetivos tradicionales de recursos humanos, como la satisfacción e intención de permanencia de los colaboradores.

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“…This stimulates the psychological attachment of employees to the brand and to extra-role brand behavior (brand citizenship behavior), and positively impacts job satisfaction. (Du Preez et al 2017, Du Preez and. The authors postulate three levers driving internal brand management: brand identity which refers to the extent to which employees comprehend the brand message; brand leadership which refers to the knowledge that employees have of the brands origin, values, vision and competencies and brand communication which refers to employees' familiarity with internal and external communications concerning the brand.…”

Section: Internal Brand Management (Ibm)mentioning

confidence: 99%

“…Du Preez, R., Bendixen, M. and Abratt, R. (2017), "The behavioral consequences of internal brand management among frontline employees", Journal of Product & Brand Management,Vol. 26 No.…”

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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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The behavioral consequences of internal brand management among frontline employees

Cited by 69 publications

References 44 publications

Investigating Key Antecedents and Outcomes of Employee‐based Brand Equity

Investigating Key Antecedents and Outcomes of Employee‐based Brand Equity

Branding interno en organizaciones de comercio minorista: un estudio en una cadena de farmacias

Outsourcing contact centers: internal branding challenges and consequences

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