See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/247478547

Internal branding: Exploring the employee's perspective

Article  in  Journal of Brand Management · May 2008

DOI: 10.1057/palgrave.bm.2550136

CITATIONS READS

184 4,156

2 authors:

Ceridwyn King Debra Ann Grace

Temple University Griffith University
71 PUBLICATIONS   2,449 CITATIONS    89 PUBLICATIONS   2,986 CITATIONS   

SEE PROFILE SEE PROFILE

Some of the authors of this publication are also working on these related projects:

Brand Orientation View project

Internal Brand Management View project

All content following this page was uploaded by Debra Ann Grace on 21 November 2014.

The user has requested enhancement of the downloaded file.

 I
nte
rnalBr
andi
ng:Expl
ori
ngt
heEmpl
oye
e’sPe
rspe
cti
ve

Ceridwyn King
Lecturer
Department of Tourism, Leisure, Hotel and Sport Management
Griffith Business School
Griffith University
Gold Coast

Debra Grace (PhD)

Senior Lecturer
Department of Marketing
Griffith Business School
Griffith University
Gold Coast

SUBMITTED TO: Journal of Brand Management

Send all Correspondence to:

Debra Grace (PhD)
Department of Marketing
Griffith Business School
Griffith University
PMB 50
Gold Coast Mail Centre 9726
Queensland, Australia
Email: [email protected]

0
 BIOGRAPHICAL DETAILS OF AUTHORS

Ceridwyn King is a lecturer at Griffith University, Gold Coast, Australia. She holds a
Masters of Marketing Management with Honours and has had several years of
strategic brand management experience in a range of industries. As an early career
researcher, Ceridwyn has successfully published several papers in the area of internal
brand management and continues to pursue this area of research in line with both
academic and practitioner interest.

Dr Debra Grace is a senior lecturer in marketing at Griffith University, Gold Coast,

Australia. She holds a Bachelor of Business with Honours in Marketing and
Management and a PhD in Marketing. Her research and teaching interests lie within
the services marketing, branding and consumer behaviour areas. As such, she has a
number of publications within journals that have their focus in these areas such as
Journal of Service research, Journal of Services Marketing, European Journal of
Marketing, Journal of Retailing and Consumer Services.

1
 ABSTRACT
The creation of a strong brand and the deliverance of perceived service quality are
pr
emi
sedbye
mpl
oye
es’a
bil
it
ytode
live
ronc
ust
ome
rexpe
cta
tions
.Howe
ver
,the
re
de
has been no consi r
ati
ong
ive
ntounde
rst
andi
ngt
he“
adde
dva
lue
”enc
aps
ula
tedi
n
a
nor
gani
sat
ion’
sbr
anda
sar
esul
toft
heope
rantr
esour
ces(
ski
ll
sandknowl
edge
)
s
uppl
iedbyt
heor
gani
sat
ion’
shuma
nca
pit
al.Thi
sar
ti
cle
,the
ref
ore
,expl
ore
sthe
differential effect tha
tint
erna
llyo
rie
nte
dini
ti
ati
vesha
veona
nor
gani
sat
ion’
shuma
n
c
api
tala
ndi
tss
ubs
eque
nti
mpa
ctont
heor
gani
sat
ion’
sbr
and,f
rom t
hee
mpl
oye
e’s
perspective. In-depth interviews were conducted with employees across a range of
service industries and the results provide insight into the creation of employee brand
commitment. Furthermore, this exploratory study provides a solid platform for future
research in this area.

2
 INTRODUCTION

Or
gani
sat
ions
,int
oda
y’sc
ompe
tit
ivee
nvi
ronme
nt,c
ont
inuei
nthe
ir struggle to carve
out their competitive niche in the marketplace. In many cases, this struggle has
manifested itself in the provision of exceptional service, regardless of whether the
or
gani
sat
ion’
scor
epr
oduc
tisaphy
sic
alg
oodoras
ervi
cei
nisownright1. Thus, we
t
see a shift in thinking toward the new dominant logic for marketing, one in which the
service (as manifested through operant resources), as opposed to the provision of
physical goods (operand resources), is the basis for economic exchange2. Consistent
wi
tht
hepr
ovi
si
onofe
xce
pti
ona
lse
rvi
ce,i
nve
stme
nti
ntheor
gani
sat
ion’
sbr
andi
s
considered to be a strategic weapon in the quest for an edge over competitors3. The
creation of a strong brand and the deliverance of perceived service quality are
pr
emi
sedbye
mpl
oye
es’a
bil
it
ytode
live
ronc
ust
ome
rexpe
cta
tions
.Thus
,adopt
ion
of internal oriented initiatives4, directed at employees improving service quality and
bringing the brand to life, is advocated. However, there has been no consideration
g
ive
ntounde
rst
andi
ngt
he“
adde
dva
lue
”enc
aps
ula
tedi
nanor
gani
sat
ion’
sbr
anda
sa
r
esul
toft
heope
rantr
esour
ces(
ski
ll
sandknowl
edg
e)s
uppl
iedbyt
heor
gani
sat
ion’
s
human capital. This article, therefore, explores the differential effect that internally
or
ient
edi
nit
iat
ive
sha
veona
nor
gani
sat
ion’
shuma
nca
pit
ala
ndi
tss
ubs
eque
nti
mpa
ct
ont
heor
gani
sat
ion’
sbr
and.Mor
eove
r,t
hisi
nfor
mat
ioni
sgl
eane
dfr
om t
he
employees perspective, rather than the commonly used perspectives of
brand/marketing practitioners5, 6, 7.

LITERATURE REVIEW

The resource-based view of competitive advantage first appeared in the management

literature over 20 years ago with a well-known article by Wernerfelt8. Fundamentally,
this view advocates that it is the superior resources and capabilities of an organisation
that accommodates sustainability of competitive advantage. Resources are defined as
9
“
ele
ment
s,i
nput
sorf
act
ors
,fr
omwhi
cht
hef
ir
m pe
rfor
msi
tsa
cti
vit
ies
” (p. 325).
They are static by nature and, as such, they do not evolve but rather they wear out
after continued use10. Capabilities, on the other hand, arise from the combination and
coordination of different resources11 and are embedded in organisational processes or

3
routines12. They emerge via a system of social interactions, which represent
continuous feedback between tacit and explicit knowledge13. Unlike resources, they
arise from conditions of uncertainty and complexity and, as a result of their dynamic
nature; they can remain unchanged or improve through their use14.

The new service-centered dominant logic of marketing, promoted by Vargo and

Lusch2, fundamentally, is based on a similar line of resource-based thought. Vargo
and Lusch2, make a clear distinction between operand and operant resources.
Ope
randr
esour
cesa
re“
thos
ere
sour
cesonwhi
cha
nope
rat
ionora
cti
spe
rfor
medt
o
2
pr
oduc
eane
ffe
ct” (p. 2). Operant resources, however, are resources that produce
effects15.The
yar
eint
ang
ibl
eandof
tenma
nif
est
eda
sthef
ir
m’sc
orec
ompe
tenc
iesor
processes2.The
sei
nimi
tabl
ere
sour
ces
,imbe
dde
dwi
tha
nor
gani
sat
ion’
scul
tur
eand
capabilities16, demand a strategic focus if competitive advantage is to be realised. As
such, operant resources, as opposed to operand resources, are argued to be the primary
unit of a marketing exchange and source of economic growth via the application and
exchange of specialised knowledge and skills17, 2. This is supported by the
management literature18, 19 whe
rei
t“ha
sbe
enr
ecog
nis
edf
oral
ongt
imet
hat
economic wealth comes from knowledge assets –intellectual capital –and its useful
9
a
ppl
ica
tion” .

Operant Resources
People possess skills, knowledge and experiences and, therefore, are of significant
economic value to organisations. As these skills, knowledge and experiences enhance
productivity, they represent capital that is too valuable to be lost. In fact, Ramlall20
stresses how important it is to recognise the commitment of individuals to the firm as
well as providing an environment that is one in which individuals chose to stay.
Thus, organisations must create an environment that supports its intellectual capital
through the effective transmission of knowledge. Failure to do so may well result in
the loss of valuable individual knowledge that has been developed through the length
oft
hes
ervi
ce.“
Thi
sde
epknowl
edgei
swha
tma
nybe
lie
vewi
llhe
lpt
ome
ett
hene
eds
and expectations of the customers and to create and sustain a competitive advantage
20
within the global economy in which organisations are competing int
oda
y” (p. 53).
One way to efficiently utilise knowledge in order to satisfy customer needs is through
effective brand management.

4
Branding
From an external market perspective, branding involves the creation of mental
structures that helps the target audience to organise their knowledge with respect to
that particular product/organisation. In doing so, the target audience is able to clarify
their decision making with respect to that product/organisation and, in turn, this
process provides value to an organisation through improved customer buying habits21.
However, branding is not only an opportunity to shape customers perceptions with
respect to the organisation; it is also an opportunity to shape employee perceptions as
well22. In fact, according to Jacobs23, a brand represents the relationship an
organisation has with its employees just as much as it represents the relationship that
it has with its customers.

In the context of pure services, it is the actual experience with the brand that
dominates customer brand perceptions, of which employees play a major role24. As
such, regardless of how well the brand is presented, nothing will salvage a weak brand
experience22. Similarly, in relation to the marketing of physical goods, it is the
employees who must understand what the brand means, and how it provides value to
consumers, in order for its tangible and intangible components to be developed and
delivered accordingly. It is for this primary reason that internal brand management is
seen as a significant strategic organisational initiative. There is an inherent power in
having an informed workforce that is both able and committed to delivering the brand
promise25. Without such brand knowledge, employees are unable to transform the
brand vision into the brand reality26.

Internal brand management

At a basic level, Webster27 a
rgue
stha
t‘huma
nsy
ste
ms’ore
mpl
oye
esr
equi
re‘
glue
’–
a central theme upon which the employee can shape their behaviour so as to be
consistent with consumer and organisational expectations. In the absence of such a
bonding agent, employees may be directionless, struggling with knowing when, how
and to whom to direct their energies28, 27. In contrast, organisations that implement an
employee-or
ient
eds
ervi
cec
ult
ureor“
int
erna
lse
rvi
ce”a
rea
blet
opos
it
ive
lyi
mpa
ct
consumer confidence as a result of employees treating customers with greater

5
respect29.Thi
sisa
ttr
ibut
edt
oemp
loy
ees
’the
mse
lve
sfe
eli
ngmor
ere
spe
cte
dand
appreciated30 within their work environment.

nc
Therefore, one ca onc
ludet
hatac
ent
ralc
ompone
ntt
oma
nag
ingac
ust
ome
r’s
experience with a brand and their subsequent perceptions is to effectively manage
e
mpl
oye
es’e
xpe
rie
nce
swi
thi
nthe
irownor
gani
sat
ion.Thr
oug
hthei
nte
rna
lis
ati
onof
the brand, employees are better equipped to fulfil the explicit and implicit promises
inherent in the brand22, 26 and, therefore, expected by customers. This is because the
desired brand values, practices and behaviours are clarified and defined, providing a
clear direction for all organisational efforts31. Without such internalisation, the ability
for employees to deliver the appropriate customer experience is unlikely. In situations
such as this, any external brand-building program is likely to be unsuccessful23.
Without such brand knowledge, employees are unable to transform the brand vision
into the brand reality22, 26.

Realisation of human capital that is brand aware but, more importantly, able to deliver
the brand promise demands the creation of a work environment that fosters
e
ncour
age
menta
swe
lla
sana
ppr
eci
ati
ona
ndunde
rst
andi
ngoft
heor
gani
sat
ion’
s
employees32 .I
nfa
ct,O’
Rei
ll
yII
IandPf
eff
er19
argue that effective strategy
implementation not only requires the attraction and retention of great people, but
more importantly, the creation of a culture and a system that enables such employees
to use their talents. Furthermore, such an environment facilitates organisational
19
l
eve
rageofe
mpl
oye
eknowl
edge
,wi
sdoma
ndi
nsi
ght(
O’Re
ill
yII
IandPf
eff
er , that
is necessary for enhanced organisational decision making. Effective management,
therefore, of employees, requires an internal market orientation (IMO), in the same
way that managing the organisation-customer relationship requires an external market
orientation. According to Lings4 (
p.291)
,“I
MOi
nvol
vest
hege
ner
ati
ona
nd
dissemination of intelligence of information pertaining to the wants and needs of
employees, and the design and implementation of appropriate responses to meet these
wa
ntsa
ndne
eds
.”Suc
hani
nte
rna
lapproach to market orientation has emerged from
the externally oriented market orientation literature (see for example33, 34, 35). Given
the emphasis placed on the employee market in the realisation of organisational goals,
expansion of the market orientation concept to incorporate internal, as well as external
markets, is deemed to provide for a more holistic modern marketing model4. As a

6
result, realisation of an IMO results in the development of employee brand knowledge
that enables the attraction and retention of, as well as motivation for, employees to
deliver the brand promise.

According to Reichheld and Rogers36 (

p.20)
,“g
ett
ingt
her
ightpe
opl
eonboa
rd–and
then all enthusiastically pulling in the right direction –has bedevilled organisations
since the time of wooden ships, when the most popular form of motivation left lash
ma
rks
.”Not
wit
hst
andi
ngt
hec
rue
ltyofs
uchamot
iva
tiona
lte
chni
que
,thee
sse
nceof
t
hea
ct,
tha
tbe
ingt
o,f
igur
ati
vel
yspe
aki
ng,‘
kic
ksome
onei
nthepa
nts(
KITA)
’,a
s
coined by Herzberg, is believed not to lead to motivation, but rather to movement37.
Such movement is not sustainable, nor does it lead to the much-coveted competitive
19
a
dva
nta
ge.I
ncont
ras
t,O’
Rei
ll
yII
IandPf
eff
er promote engaging employees in the
business as an alternative to destroying their energy, knowledge and talent as a result
of‘
KITA’
.Suc
hana
ppr
oac
hre
qui
resi
nspi
ri
nge
mpl
oye
est
hroug
hse
tti
ngc
lea
r
goals36 that are well articulated, widely shared amongst the organisation and act as the
19
foundationuponwhi
cht
heor
gani
sat
ion’
scompe
tit
ivea
dva
nta
gei
sbui
lt . Given that
internal brand management is argued as being such a resource that engages and
inspires employees to deliver the brand promise, and, therefore, deliver a competitive
advantage, several research questions are posed to further understand of how
organisations engender an IMO. More importantly though, such exploration will
afford greater insight into the impact of these actions on the employee –brand
relationship.

Therefore, the following research questions are posed.

RQ1. Towhate
xte
ntdoe
mpl
oye
esunde
rst
andwhatt
hei
ror
gani
sat
ion’
sbr
and
represents?
RQ2. How do employees acquire organisational knowledge to help them carry out
their roles and responsibilities in accordance with t
hei
ror
gani
sat
ion’
sbr
and
promise?
RQ3. What factors are considered by employees to be necessary for them to
s
ucc
ess
ful
lyde
liv
ert
hei
ror
gani
sat
ion’
sbr
andpr
omi
se?

7
RQ4. Howdoe
stheor
gani
sat
ion’
sint
ernalmar
ketor
ient
ati
oni
mpac
templ
oye
es’
relationship with the brand?

The articulation of these research questions provides the necessary guidance to

understand different organisational approaches to IMO and the subsequent results of
such efforts. In doing so, further contribution to the existing body of knowledge with
respect to internal brand management is realised.

RESEARCH DESIGN

The discovery-oriented nature of this research demanded a phenomenological

a
ppr
oac
htoda
tag
athe
ring
.Thepur
pos
eoft
hiss
tudywa
stoe
xpl
oree
mpl
oye
es’
perceptions of t
hei
ror
gani
sat
ion’
sbr
anda
ndhowt
hatr
ela
test
othe
irr
ole
sand
responsibilities. Therefore, a qualitative approach was adopted due to it ability to
obtain first-hand description of a specified domain of experience39, 40. In this sense,
understanding is derived from information gained directly from the employee, rather
than from the direction of theories, laws and concepts41.

Data Collection
The selection of in-depth interviews was deemed to be the most effective method of
data collection to address the research questions due to the ability to get large amounts
of data quickly, the ability to follow up and seek clarification and the need to rely
only on a single primary method for gathering data42. In addition, researchers in this
area of study have extensively used in-depth interviews43,7, 44, 45. As the objective of
t
hiss
tudyi
stounc
ove
randde
scr
ibet
hepa
rti
cipa
nts
’pe
rspe
cti
ves
,empl
oyme
ntofi
n-
depth interviews as the sole way of gathering data is deemed as an appropriate and
sufficient methodology42.

So as to ensure this study answered the research questions, as well as to ensure

consistency amongst the interviews, a measurement instrument, in the form of a semi
structured interview protocol, was developed. Based on the review of the literature,
eight umbrella and thirty-two probing questions were developed to aid in the
collection of data. The research questions along with the corresponding umbrella
questions are shown in Table 1. Following a similar line of thought to that of

8
Hastings and Perry40, a convergent interviewing technique was used, whereby the
interviews continued until there was zero sum gain from conducting anymore.
The interviews were audio taped and transcribed for ease of comprehensive and
42
systematic analysis. This includedapr
oce
ssof“
reduc
tion”a
nd“
int
erpr
eta
tion” .

----- Insert Table 1 here -----

Participants
Ten interviews were conducted with employees of organizations within the service
industry. In particular, four interviews were conducted with employees who worked
in the financial services industry. Of the four employees interviewed, three held
middle management positions and one was classified as holding an entry-level
position. An additional two interviews were conducted with employees who worked
in hospitality and both of these employees were considered to be front line or entry-
level employees. The remaining four interviews consisted of two from the banking
industry and two from private education. With respect to both industries, a middle
level management employee was interviewed as well as an entry-level employee.

RESULTS AND DISCUSSION

RQ1.Towhate
xte
ntdoe
mpl
oye
esunde
rst
andwhatt
hei
ror
gani
sat
ion’
sbr
and
represents?

In general, the majority of participants were able to articulate (in varying degrees)
wha
tthe
iror
gani
sat
ion’
sbr
andr
epr
ese
nts
.Fore
xampl
e,s
ixpa
rti
cipa
ntswe
rea
blet
o
a
dequa
tel
yde
scr
ibewha
tthe
iror
gani
sat
ion’
sbr
andr
epr
ese
nte
d,a
ndoneoft
hes
e
participants was also able to elaborate on how their organisation differentiates itself
from competitors. However, the remaining four participants struggled to describe their
or
gani
sat
ion’
sbr
andorhowt
heyt
houg
htc
ust
ome
rsdi
ff
ere
nti
ate
dthe
iror
gani
sat
ion
from competitors. In particular, one respondent felt that the brand was, in fact, the
profession, believing there was limited difference in the various organisations
operating within a profession. For example:

9
 Yeah –this industry I guess is a little bit different to some others in that it is a
pr
ofe
ssi
ononi
t’
sowns
oyouhav
efew brands really –you have the major
brand that most people work under–chartered accountants membership so
t
hati
sre
all
yourpr
imar
ybr
andf
romane
mpl
oye
espe
rspe
cti
ve….
.Al
otoft
he
f
ir
ms’br
andi
ngIs
uppos
ere
lie
she
avi
lyont
hec
har
ter
edac
count
ant
’sbr
and.

Furthermore, with respect to the participants who could not succinctly articulate their
brand, there appeared to be a theme that emerged from participants that worked in
traditional, professional services such as education and accounting. As was evident in
t
hec
omme
nta
bove
,ther
esponde
nt’
sexpl
ana
tionoft
hebr
andwa
sinf
actt
he
functional aspects of their profession, which was seen as quite separate from the
actual organisation they worked for.

Collectively though, the majority of the respondents were able to articulate certain
aspects of their organisation that contribute to its overall brand image. The difference
amongst the participants was in the detail provided. There was a clear distinction
between the amount of content provided, with several participants launching into a
lengthy explanation as opposed to others who provided a one sentence response.

RQ2. How do employees acquire organisational knowledge to help them carry

out their roles and responsibilities in accordance with their or
gani
sat
ion’
sbr
and
promise?

In relation to the way in which employees acquire organisational knowledge for the
purpose of carrying out their roles and responsibilities, the results revealed three
strong themes, i.e., training, customer/market information and work environment (co-
workers).

Training: There was overwhelming consistency amongst participants that

organisational training was not only provided, but was also deemed important for the
employees to be successful. For example, one participant commented

They do a lot of training and spend time trying to get everyone to think the
same way.

10
When exploring the content provided in the formalised training sessions mentioned by
pa
rti
cipa
nts
,itwa
sobvi
oust
hat‘
tec
hni
caldi
rec
tion”wa
sthema
jorf
ocus
. In other
words, a very structured, systems and procedures type approach to knowledge
building was adopted, with the desired outcome being a satisfactory level of skill
competency. For example, one respondent, who was employed in the gaming
industry, when asked whether additional information (over and above skill training)
was provided in their training sessions commented:

al
it
tl
ebi
t……i
t’
ssor
tofj
ustbr
ushe
dov
err
eal
ly,umt
heymi
ghts
pend5
minutes on it when, you know, they give you that orientation book. They spend
mor
eti
meonhowt
osor
tcoi
ns.I
t’
smos
tl
yte
chni
cal….
the
ydon’
tdoany
thi
ng
else.

As such, all participants saw the provision of training as something that their
organisations did for the purpose of ensuring that employees have the necessary skills
to satisfactorily perform their roles. This is not surprising given that such training
initiatives are seen as a means by which organisations can increase the consistency of
the service provided, thereby increasing their control over the service encounter.

Customer/Market Information: Six of the participants reflected that, in addition to the

training, their organisations give them the opportunity to be exposed to customer and
market related information, whether that be in the form of customer feedback,
customer initiatives employed by the organisation or competitors activities. For
example, one participant, when asked whether there was regular communication to
employees about customers and general organisational information, commented:

Every month - they share that information –the whole firm gets together and
talks about new clients that have been approached, new clients that have come
onboar
d,ne
wcl
ient
sthathav
ebe
ent
arge
ted,c
lie
ntst
hatc
an’
tbet
arge
ted
etc. They talk about many different things –it is all put out there.

11
At the other extreme, the remainder of participants commented that they were never
exposed to additional information beyond the technical information. For example, one
casino employee commented:

Idon’
thav
eac
lueaboutwhati
sgoi
ngoni
ntha
tcas
ino,noi
dea….
The
ywi
ll
hav
epr
omot
ionsandpe
opl
ewi
llc
omet
omeandas
ked‘
whe
re’
sthebar
relt
o
putt
hist
ick
eti
n’andIwi
lls
ay‘
Idunno’
.If
eelr
eal
ly,r
eal
lyr
udedoi
ngt
hat
.I
think we should be informed on different promotions and what is actually
going on, more than what they do.

Despite the literature suggesting that employees devoid of brand knowledge are
unable to transform the brand vision into the brand reality22, 26, evidence presented
here suggests that there is still an inconsistent practitioner approach to the provision
of employee relevant brand information. This is somewhat surprising given that it is
apparent from the comments provided by the participants who lacked customer or
market information, that employee satisfaction and their ability to successfully carry
out their roles and responsibilities is adversely impacted. Despite the speed with
which business decisions need to be made today in order to remain competitive,
individuals within organisations are still not being given the support and skills they
feel are necessary for them to respond effectively to the business challenges of
today46. The findings of this study suggest that 14 years on, such a reality is still
prevalent in some organisations.

Work environment –co workers: Whether the organisation was perceived to be

vigilant in the provision of information necessary for employee success, all
participants (with the exception of one) reflected on the significance of their work
environment in helping them to do their job. The role of co-workers in helping the
organisational socialisation process was deemed to be significant. In particular,
making the transition from new employee to productive employee was very much
dependant on the employees work environment. This is evidenced by the following
comments:
I guess when you leave one firm and go to another there are a lot of
unknowns, a lot of uncertainties –y
oudon’
tre
all
yknowwhatt
oex
pec
t,y
ou
don’
tre
all
yknowwhati
tisgoi
ngt
obel
ike….t
hatt
ake
sawhi
let
ole
arn.I
tis

12
 really just your experience and exposure to that and there is only so much you
can read about and often things are written the way people want them to be
and not necessarily the way they are –that can be a gap there –but you need
to really need to get a feel for how the firm operates and I guess you have your
antennas up when you first start and you really take in a lot of that
information.

I
t’
sok
ayt
ohav
ethec
ult
urewhe
elont
hewal
lbutt
hey(
empl
oye
es) need to be
exposed to how the current staff interact and go about their day.

While the majority of the respondents indicated that their exposure to training and
their work environment, in general, was productive in helping them to understand
what they needed to do as an employee, there were differences in the extent to which
they were exposed to customer or market information. Employees that did not receive
this type of information indicated a desire to do so in order for them to do their job
better. For example, a comment provided by one of the participants clearly reflects a
personal level of dissatisfaction and frustration but also alludes to having an impact
on organisational success and customer service levels.

Iwi
shIdon’
thav
etoc
hec
kwi
thmys
upervisor because the customer will be
l
ike‘
ohy
ou’
reane
wst
affme
mbe
rhe
re’andI
’ml
ike‘
noIhav
ebe
enhe
ref
or
ay
ear
’butt
her
eas
omuc
hthi
ngsgoi
ngonhe
rei
tishar
dtok
eept
rac
kof
.

RQ3. What factors are considered by employees to be necessary for them to

s
ucc
ess
ful
lyde
live
rthe
iror
gani
sat
ion’
sbr
andpr
omi
se?

The results of the interviews revealed a number of factors that were considered by
respondents to be critical factors that needed to be present for them to be successful.
Despite the differences in the knowledge that each respondent had with respect to
their brand, there was a consistent theme flowing through all critical factors, that
being, the adoption of humanitarian approach to employees. In other words,
respondents overwhelming noted that while the provision of information, whether
than be in the form of training or customer/market communication, is important, what
t
heype
rce
ivet
obec
rit
ica
linor
dert
obes
ucc
ess
fuli
sthe‘
huma
nfa
ctor
’.For

13
example, respondents identified being acknowledged for your work was important for
them to be successful, as is evident in the following comments:

It (acknowledgement) is what makes you feel wanted and special I guess and
al
soIgue
ssf
romane
mpl
oye
e’spe
rspe
cti
vef
romy
ourmanage
mentandthe
people you work for you want to know that there is a care factor there.

The people thing is necessary in order for me to do my job well.

What cements it for me is that I have the people there and that I can see a
clear future and a future that I want to be part of.

The attainment of favourable outcomes, (for example, employees able to deliver the
brand promise) by the organisation, is engendered through an exchange process
between the employer and the employee47. As such, it is only through the appropriate
treatment of employees by the organisation that such outcomes are likely to be
realised. Therefore, as the previous comments indicate, simply giving employees
information is deemed to be insufficient to attract, retain and motivate employees to
be brand champions. Rather the development of long term, mutually beneficial
relationships between an employer and employee48, 49 is advocated.

RQ4.Howdoe
stheor
gani
sat
ion’
sint
ernalmar
ketor
ient
ati
oni
mpac
t
e
mpl
oye
es’r
elat
ions
hipwi
tht
hebr
and?

When exploring the impact that the various IMO initiatives had on the employees, all
r
espond
ent
sus
edt
hee
sse
nceofc
ommi
tme
ntt
oexpl
ainhowt
hei
ror
gani
sat
ion’
s
actions have impacted them. In recognition of the relational association between the
employee and the organisation coveted by the respondents, as evidenced in the
responses to research question three, it is not surprising that commitment is identified
as a dominant impact. In fact, the importance placed on such a relationship from an
employees perspective, is commensurate to the effort desired to maintain it50. In other
words, if the employee perceives the relationship with the organisation to be a
positive one, worthy of maintaining, then the employee has a high level of
commitment to the organisation.

14
Of the ten interviews conducted, there were two distinct levels of commitment, with
only one participant indicating that they had no level of commitment whatsoever.
With respect to the nine respondents that indicated that they were committed, six were
strongly aligned to the organisation and its brand. Each of the respondents who
indicated they were committed to the brand were very enthusiastic and seemed
e
mot
iona
llya
tta
che
dtot
hei
ror
gani
sat
ion’
sbr
and.Suc
hove
rwhe
lmi
nga
tta
chme
nti
s
evidenced in the following comments

I love to be with this company –(

why
?)‘
caus
eIl
ovei
the
re.I
t’
shar
dtos
ay
be
caus
eIhav
ebe
env
eryh
appyi
nal
lthebr
anc
hesIhav
eev
erwor
kedi
n.I
’ve
never had any serious issues at all and if there ever has been any problems
they have always been dealt with immediately there is always someone to go
t
o….
Xcompanydol
ookaf
terme
.

X company spends a lot of time straight up talking about their philosophy and
they tell you a lot of good stories about existing community banks that have
donated so much to their local town it was quite powerful really to get you
t
hink
ing‘Iwoul
dn’
tmi
ndbe
ingapar
toft
hat–mak
ingadi
ff
ere
nce
’.

I
fIs
tuf
fupordon’
tgot
hee
xtr
ami
leandmak
ethec
ust
ome
rhappy–yeah I
feel bad, definitely - that I am not doing my job properly that I have been paid
for. I feel bad, personally, because you know this is the part of giving back to
what I have been given.

I
twa
sevi
dentf
rom t
hes
ixi
nte
rvi
ewe
est
hati
nadve
rte
ntl
y‘s
wor
eapl
edgeof
a
alleginc
e’t
othe
irbr
and,t
hatt
hei
ror
gani
sat
ionha
dbe
enve
rys
ucc
ess
fuli
nta
ppi
ng
into the motivational factors that Herzberg37 identified as needing to be intrinsic to the
job, namely achievement, recognition for achievement, the work itself, responsibility
and growth or advancement. In contrast, the remaining three interviews were void of
such intrinsic qualities.

15
With respect to the remaining three interviewees who indicated that they were
committed, the commitment was not so much for the brand but rather their profession.
For example, the following comment was noted:

Il
ovemyj
ob….
.i
tisbe
caus
eIampas
sionat
eaboutt
hei
ndus
tryt
houghnotB
Company

Commitment is considered to be a key variable in determining organisational

success50, as employees feeling of belonging influences their ability to go above and
51
be
yondt
hec
allofdut
yinor
dert
oac
hie
vet
heor
gani
sat
ion’
sgoa
ls . This is
supported consistently within the findings of this research as is evidenced in the above
comments. Failure to acknowledge the apparent linkage between the quality and
quantity of IMO initiatives could result in a detrimental flow on effect beyond
unsatisfied employees to dissatisfied, and ultimately defected, customers.

Summary of Results
The results of this study provide a platform upon which practitioners can build their
case for such an internal investment, by demonstrating the impact of IMO as
manifested in employee commitment. However, with the premise of IMO being to
align employee attitudes and behaviour for the ultimate benefit of the organisation, it
is important to recognise that such a process is not without cynicism and resistance or
the exhibition of negative attitudes from the target market (i.e. employees). In
acknowledging the need to accept that such attitudes exist, Thomson52 argues that it is
a requirement for IMO to tackle such attitudinal barriers in order to realise the coveted
outcomes. As such Table 2, created for the purpose of summarising the results,
enhances our understanding of how different organisational approaches engender
different employee outcomes. In particular, it serves to illustrate two distinct
differences that emerged from the data.

----- Insert Table 2 Here -----

The first group consists of respondents 1, 3, 4, 6, 7 and 8 while the second group
consists of respondents 2, 5 and 9. At first glance, the commonality that these
respective groups share can be classified in accordance with their level of

16
c
ommi
tme
ntorr
ela
tions
hipwi
tht
hei
ror
gani
sat
ion’
sbr
and.Ac
los
erl
ookwi
ll also
reveal another distinct difference between the groups, that being their exposure to
information that connects them to the brand, namely the customer/market information.
In all three cases where the respondents indicated, directly or indirectly, that they
were not exposed to this type of information, they could not articulate what their
or
gani
sat
ion’
sbr
andwa
sors
eea
nyr
ealdi
ff
ere
ncewi
thwha
tcompe
tit
orsof
fer
ed.
Furthermore, while the respondents indicated a level of commitment, it was inwardly
motivated, engendered through the synergy between their personal values and their
chosen profession, completely separate from the organisation. In other words, they
were all committed to doing a good job but it was motivated by the ability to develop
skills that would open more doors for them professionally, outside of their current
organisation.

This amplifies the thinking promoted by Reichheld and Rogers36 who suggest that
organisations wanting to inspire employees require the communication of clear goals
that are personal and immediate in order for employees to engage. Without answering
f
ort
hee
mpl
oye
es“
Wha
t’si
nitf
orme
?”t
hec
onne
cti
onbe
twe
ent
hebr
anda
ndt
he
employee is lost53. Sartain and Schumann53 (p. 42) believe employees must
understand thepur
pos
eoft
hebus
ine
ss“
wha
tdi
ff
ere
ncedoe
sthebus
ine
ssma
ket
oit
s
customers. Why you exist and how your business creates a relationship with its
c
ust
ome
rs”i
nor
derf
ort
hemt
obea
blet
osuppor
tthec
ust
ome
rst
rat
egya
nd,i
ntur
n,
feel valued and appreciated. From this perspective, it is suggested here, that there is a
link between employees being provided with customer/market information and
employee perception as to the extent to which the organisation values employee
contribution. By providing empl
oye
eswi
thi
nfor
mat
iont
hati
sbe
yondt
he‘
tec
hni
cal
’
requirements, employees interpret such action as being indicative of the
or
gani
sat
ion’
sre
spe
ctf
ore
mpl
oye
es’i
mpa
ctonor
gani
sat
iona
lout
come
s.
Consequently, employee effort, or commitment, is commensurate to the perceived
‘
car
efa
ctor
’oft
heor
gani
sat
ion.

As a result of the linkage between employee commitment and the provision of

information employees perceive to be necessary for the successful execution of their
job, the findings presented in Table 2 suggest that the adoption of a traditional human
resource approach to the development of skills and knowledge i.e. training, within an

17
organisation is insufficient. Concern for an employees ability (how the employee is
supposed to do their job) to perform, is often all that is considered important, or all
52, 46
t
hate
mpl
oye
es‘
nee
ds’
,todot
hei
rjobe
ffe
cti
vel
y However, in order to create a
synergy or bond between the employee and the organisation that is considered
significant enough for the employee to not only be able to, but more importantly,
motivated to deliver the brand promise, a more broader or richer approach to
knowl
edgec
rea
tioni
sre
qui
red.Suc
hana
ppr
oac
hac
knowl
edge
sane
mpl
oye
e’s
‘
nee
d’t
ogobe
yondability, to encapsulate attitude (how the employee feels about
what they are doing), as well as awareness (employee comprehension as to what they
are supposed to be doing) 52.

According to Thompson52 (
p.15)“
inor
dert
oent
icepe
opl
etodoa
nyt
hingt
hatne
eds
some form of persuasion, it is necessary to find out what creates or reinforces the
‘
nee
d’f
ort
hemt
owant t
oac
tinapos
it
ivea
ndmot
iva
tedwa
y.”Tha
tis
,empl
oye
es
need more information than just technical competency in order to deliver the brand
promise, as was evidenced in the findings of this study. Exposure to customer/market
information in conjunction with training and exposure to the general work
environment enables that depth of brand knowledge necessary to deliver the brand
promise. The provision of technical information as facilitated through training is still
a significant component for employee success. However, alone it does not deliver
long term benefits for the organisation, as employees seek to transport their enhanced
functional skills elsewhere. Rather, long-term benefits are bestowed upon an
organisation that adopts a broader or holistic approach to IMO through increased
employee commitment and emotional attachment to the brand. Just as the
or
gani
sat
ion’
sbr
andi
scons
ide
redt
obes
hor
tha
ndf
ora
nemot
iona
lconne
cti
onwith
customers, the brand internally is considered to possess the same short hand qualities
with employees53. It serves as the basis for motivating employees to want to deliver
the brand promise and, in turn, frames how to foster a working environment that
retains, as well as attracts, prospective employees53.

CONCLUSIONS AND IMPLICATIONS

Aswa
spr
emi
sedi
nthel
it
era
tur
ere
vie
w,i
nve
stme
nti
nanor
gani
sat
ion’
shuma
n
capital is a precursor for subsequent organisational success, especially in such a

18
competitive global market. While conceptually this appears to be a reasonable
assumption, the empirical evidence is limited to the validation of the link between
employee satisfaction and customer loyalty54. In particular, internal brand
management has been identified as a means to engender such outcomes (e.g.,
organisational success and employee satisfaction) yet there appears to be limited
understanding as to the impact of such efforts from an employee perspective. Without
such insight, attainment of a desired level of employee satisfaction could be
c
ons
ide
reds
ynony
moust
o‘f
lyi
ngbl
ind’
.Fur
the
rmor
e,i
tbe
come
sinc
rea
sing
ly
challenging to justify such an internal investment without evidence of the impact such
an investment has on the organisation as manifested in employee attitude and
behaviour.

The Employee Brand Commitment Pyramid (EBCP), shown in Figure 1, encapsulates

the contributions of this study through depicting the building blocks in creating
employee commitment to the brand. The foundation of the EBCP represents
rudimentary-level information such as technical (or task-associated) information
which, at minimum, needs to be provided to employees in order for them to undertake
the tasks associated with their jobs. Employees having access to adequate and
appropriate technical information is likely to result in employees having commitment
to their respective jobs but, at this point, nothing further. However, employees who
are then provided with appropriate brand-related information move to the top of the
pyramid as they develop a strong commitment to the brand. The degree to which
employees are supported by the organisation in their progression to the top of the
py
rami
dma
ywe
lldi
cta
tet
heor
gani
sat
ion’
song
oings
ucc
essa
nds
ust
aina
bil
it
yofa
strong brand.

----- Insert Figure 1 Here -----

It is evident from the results of this study that employee access to brand related
information, in addition to the more traditional forms of internally generated
organisational information, resulted in a strong allegiance to the organisation. As
such, the findings of this study indicate that there is a tangible benefit i.e. employee
brand commitment that accrues to an organisation that effectively adopts an internal
brand management philosophy. Just as customers having knowledge of the brand is

19
considered to be the driving force of organisational benefits, as manifested in brand
equity55 , employees having knowledge of the brand is also to considered to be
significant in deriving significant benefits for the organisation.

20
 REFERENCES

(
1)He
nkof
f,R.(
1994)"
Ser
vic
eise
ver
ybody
'sbus
ine
ss”
,Fortune, Vol. 129, No. 13,

pp. 48 - 54.

(2) Vargo, S. L. and Lusch, R.F. (2004) "Evolving to a New Dominant Logic for

Ma
rke
ting
”,Journal of Marketing, Vol. 68, No. 1, pp. 1 –17.

(3) Pappu, Ravi, Pascale G Quester, and Ray W Cooksey (2005) "Consumer-based

brand equity: improving the measurement - empirical evidence," The Journal of

Product and Brand Management, Vol. 14, No. 2/3, pp. 143 –154.

(4) Lings, Ian N. (2004) "Internal market orientation: Construct and consequences,"

Journal of Business Research, Vol. 57, No. 4, pp. 405-13.

(
5)Bur
mann,Chr
ist
ophe
randSa
bri
naZe
pli
n(2005)“
Bui
ldi
ngbr
andc
ommi
tme
nt:A

be
havi
our
ala
ppr
oac
htoi
nte
rna
lbr
andma
nag
eme
nt”
,Journal of Brand

Management, Vol. 12, No. 4, pp. 279 –300.

(
6)De
vli
n,J
ame
sF.a
ndSa
rwa
rAz
har(
2004)“
Lif
ewoul
dbeal
ote
asi
eri
fwewe
rea

Ki
tKa
t:Pr
act
it
ione
rs’vi
ewsont
hec
hal
lenge
sofbr
andi
ngf
ina
nci
als
ervi
ces

s
ucc
ess
ful
ly”
,Journal of Brand Management, Vol. 12, No. 1, pp. 12- 30.

(
7)deChe
rna
tony
,L.a
ndDa
ll’
OlmoRi
ley
,F.
,(1998)“
Mode
lingc
ompone
ntsoft
he

br
and”
,European Journal of Marketing, Vol. 32, No. 11/12, pp. 1074-1090

(
8)We
rne
rfe
lt,B.(
1984)“
Are
sour
ce-ba
sedvi
ewoft
hef
ir
m”,Strategic Management

Journal, Vol. 5, pp. 171 –180.

(9) Martin-de-Castro, G., Navas-Lopez, J.E., Lopez-Saez, P. and Alama-Salazar, E.

(
2006)“
Org
ani
zat
iona
lca
pit
ala
scompe
tit
ivea
dva
nta
geoft
hef
ir
m”,Journal of

Intellectual Capital, Vol. 7, No. 3, pp. 324 - 337.

(
10)Di
eri
ckx,I
.AndCool
,K.(
1989)“
Ass
ets
toc
kac
cumul
ati
ona
nds
ust
aina
bil
it
yof

c
ompe
tit
ivea
dva
nta
ge”
,Management Science, Vol. 35, pp. 1504 –1513.

21
(
11)Gr
ant
,R.
M.(
1996)“
Pros
per
ingi
ndy
nami
cal
ly-competitive environments:

t
organizational capabiliya
sknowl
edg
eint
egr
ati
on”
,Organization Science, Vol. 7,

No. 7, pp. 375 –388.

(12) Leonard-Ba
rton,D.(
1992)“
Cor
eca
pabi
li
ti
esa
ndc
orer
igi
dit
ies
:Apa
radoxi
n

ma
nag
ingne
wpr
oduc
tde
vel
opme
nt”
,Strategic Management Journal, Vol. 13,

pp. 111 –125.

(
13)No
naka
,I.(
1991)“
Theknowl
edg
e r
-cea
tingc
ompa
ny”
,Harvard Business

Review, Vol. 69, pp. 96 –104.

(
14)Pr
aha
lad,C.a
ndHa
mel
,G.(
1990)“
Thec
orec
ompe
tenc
eoft
hec
orpor
ati
on”
,

Harvard Business Review, Vol. 90, pp. 79 –91.

(15) Constantin, J.A. and Lusch, R.F. (1994) Understanding Resource Management,

Oxford, OH: The Planning Forum.

(
16)Pf
eff
er,J
.(1995)“
Peopl
e,c
apa
bil
it
yandc
ompe
tit
ives
ucc
ess
”,Management

Development Review, Vol. 8, No. 5, pp. 6 –11.

(
17)Ed
vins
son,L.(
1978)“
Thene
wbus
ine
ssf
ocus
”,The Services Industries Journal,

Vol. 7, No. 2, pp. 195 –206.

(
18)Pf
eff
er,J
.andVe
iga
,J.(
1999)“
Put
ti
ngpe
opl
efi
rstf
oror
gani
sat
iona
lsuc
ces
s”,

The Academy of Management Executive, Vol. 13, No. 2, pp. 37 –48.

(
19)O’
Rei
ll
yII
I,C.a
ndPf
eff
er,J
.(2000)“
Unl
ocki
ngt
hehi
dde
nva
luei
n

or
gani
zat
ions
”,Employment Relations Today, Vol. 27, No. 2, pp. 63 –80.

(
20)Ra
mla
ll,S.(
2004)“
Are
vie
wofe
mpl
oye
emot
iva
tiont
heor
iesa
ndt
hei
r

”
implications for employee retention within organizations,The Journal of

American Academy of Business, Vol. 5, No. 1/2, pp. 52 –63.

(21) Keller, K.L. (1998) Strategic Brand Management, Prentice Hall, Upper Saddle

River, New Jersey.

22
(
22)Be
rry
,Le
ona
rdL.(
2000)"
Cul
ti
vat
ings
ervi
cebr
ande
qui
ty”
,Academy of

Marketing Science. Journal, Vol. 28, No. 1, pp. 128 –137.

(
23)J
acobs
,R.(
2003)"
Tur
nempl
oye
esi
ntobr
anda
mba
ssa
dor
s”,ABA Bank

Marketing, Vol. 35, No. 3, pp. 22 –26.

(
24)I
nd,Ni
chol
as(
2003)“
Ins
ideout
:Howe
mpl
oye
esbui
ldva
lue
”,Journal of Brand

Management, Vol 10, No. 6, pp. 393.

(25) Aurand, T. W., Gorchels, L. and Bishop, T.R. (2005) "Human resource

management's role in internal branding: an opportunity for cross-functional

br
andme
ssa
ges
yne
rgy
”,The Journal of Product and Brand Management, Vol.

14, No. 2/3, pp. 163 –169.

(26) Miles, S.J. and Mangold, G. (2004) "A Conceptualization of the Employee

Br
andi
ngPr
oce
ss”
,Journal of Relationship Marketing, Vol. 3, No. 2/3, pp. 65.

(
27)We
bst
er,C.(
1992)“
Wha
tki
ndofma
rke
tingc
ult
uree
xis
tsi
nyour service firm?

Ana
udi
t”,Journal of Services Marketing, Vol 6, No. 2, pp. 54.

(
28)Be
rry
,Le
ona
rdL.
,Va
lar
ieZe
itha
mla
ndA.Pa
ras
ura
man(
1990)“
Five

i
mpe
rat
ive
sfori
mpr
ovi
ngs
ervi
cequa
lit
y”,Sloan Management Review, Vol 31,

No. 4, pp. 29.

,S.
(29) Kunda C.a
ndVor
a,J
.A.(
2004)“
cre
ati
ngat
ale
nte
dwor
kfor
cef
orde
live
ring

s
ervi
cequa
lit
y”,Human Resource Planning, Vol. 27, No. 2, pp. 40.

(
30)Ca
nnon,D.
F.(
2002)“
Expa
ndi
ngpa
radi
gmsi
npr
ovi
dingi
nte
rna
lse
rvi
ce”
,

Managing Service Quality, Vol. 12, No. 2, pp. 87.

(
31)To
sti
,D.
T.a
ndR.
D.St
otz(
2001)“
Bra
nd:Bui
ldi
ngy
ourbr
andf
rom t
hei
nsi
de

out
”,Marketing Management, Vol. 10, No. 2, pp. 28 –33.

23
(
32)Gr
onr
oos
,C.(
1990)“
Rel
ati
ons
hipa
ppr
oac
htoma
rke
tingi
nse
rvi
cec
ont
ext
s:

g
The marketing and orani
zat
iona
lbe
havi
ori
nte
rfa
ce”
,Journal of Business

Research, Vol 20, No. 1, pp. 3-11.

(
33)Na
rve
r,J
.C.a
ndSl
ate
r,F.(
1990)“
Thee
ffe
ctofma
rke
tor
ient
ati
ononbus
ine
ss

pr
ofi
tabi
li
ty”
,Journal of Marketing, Vol. 54, No. 4, pp. 16 –35.

(34) Kohli, A.a

ndJ
awor
ski
,B.
J.(
1990)“
Mar
ketor
ient
ati
on:Thec
ons
truc
t,r
ese
arc
h

pr
opos
it
ions
,andma
nage
ria
limpl
ica
tions
”,Journal of Marketing, Vol. 54, No.

2, pp. 1 –18.

(
35)Ko
hli
,A.a
ndJ
awor
ski
,B.
J.(
1993)“
Mar
ketor
ient
ati
on:Ant
ece
dent
sand

”
consequences,Journal of Marketing, Vol. 57, No. 3, pp. 53- 70.

(
36)Re
ichhe
ld,F.a
ndRog
ers
,P.(
2005)“
Mot
iva
tingt
hroug
hme
tri
cs”
,Harvard

Business Review, Vol. 83, No. 9, pp. 20 and 24.

(
37)He
rzbe
rg,F.(
2003)“
Onemor
eti
me:Howdoy
oumot
iva
tee
mpl
oye
es”Harvard

Business Review, Vol. 81, No. 1, pp. 86 - 96

(
39)Ha
ley
,E.(
1996)“
Expl
ori
ngt
hec
ons
truc
tofor
gani
zat
iona
ssour
ce:Cons
ume
r'
s

unde
rst
andi
ngofor
gani
zat
iona
lspons
ors
hipofa
dvoc
acya
dve
rti
si
ng.
”,Journal

of Advertising, Vol. 25, No. 2, pp. 19-29.

(40) Hastings, K and Perry, C.(2000) "Do services exporters build relationships?

Some qualitative perspectives." Qualitative Market Research: An International

Journal, Vol. 3, No. 4, pp.207-214.

(
41)Ma
sbe
rg,B.A.a
ndL.H.Si
lve
rma
n(1996)“
Vis
it
ore
xpe
riences at heritage sites:

Aphe
nome
nol
ogi
cala
ppr
oac
h”,Journal of Travel Research, Vol. 34, No. 4, pp.

20-28.

(42) Marshall, C. and Rossman, G. B. (1999), Designing Qualitative Research- 3rd

Edition, Sage Publications, California.

24
(43) de Chernatony, L. a
ndDa
ll’
OlmoRi
ley
,F.
,(1997)“
Thec
has
m be
twe
en

ma
nag
ers
’andc
ons
ume
rs’vi
ewsofbr
ands
:thee
xpe
rts
’pe
rspe
cti
ves
”,Journal

of Strategic Marketing, Vol. 5, pp. 89-104

(
44)As
if,S.a
ndSa
rge
ant
,A.
,(2000)“Mode
lli
ngi
nte
rna
lcommuni
cat
ioni
nthe

nc
fina i
als
ervi
cess
ect
or”
,European Journal of Marketing, Vol. 34, No. 3/4, pp.

299-318

(
45)Gr
ace
,De
braa
ndO’
Cas
s,Ar
on(
2002)“
Bra
nda
ssoc
iat
ions
:looki
ngt
hroug
hthe

e
yeoft
hebe
hol
der
”,Qualitative Market Research: An International Journal,

Vol. 5, No. 2, pp. 96-111.

(46) Thomson, K. and Whitwell, K. (1993), Managing your internal customers,

Pitman Publishing, London, UK.

(47) Aselage, Justin and Robert Eisenberger (2003) "Perceived organizational

support and psychological contracts: a theoretical integration," Journal of

Organizational Behavior, Vol. 24, 491-509.

(
48)Ke
lle
r,S.
B.(
2002)“
Int
erna
lre
lat
ions
hipma
rke
ting
:Ake
ytoe
nha
nce
dsuppl
y

c
hai
nre
lat
ions
hips
”,International Journal of Physical Distribution & Logistics

Management, Vol 32, No. 8, pp. 649-668.

(49) Ballantyne, David (2000), "Internal relationship marketing: a strategy for

knowledge renewal," The International Journal of Bank Marketing, Vol. 18, No.

6, pp. 274.

(50) Morgan, Robert M and Shelby D Hunt (1994), "The commitment-trust theory of

relationship marketing," Journal of Marketing, Vol. 58, No. 3, pp. 20.

(51) Castro, Carmen B., Enrique M. Armario, and M. Elena Sanchez del Rio (2005)

"Consequences of market orientation for customers and employees," European

25
 Journal of Marketing, Vol. 39, No. 5/6, pp. 646-75.

(52) Thomson, K. (1990), The Employee Revolution –corporate internal marketing,

Pitman Publishing, London, UK.

(53) Sartain, L. and Schumann, M. (2006), Brand from the Inside: Eight Essentials to

Emotionally Connect Your Employees to Your Business, John Wiley & Sons,

San Francisco, CA.

(
54)Lo
vema
nn,G.
W.(
1998)“
Empl
oye
esa
tis
fac
tion,c
ust
ome
rloy
alt
yandf
ina
nci
al

performance –An empirical examination of the service profit chain in retail

ba
nki
ng”
,Journal of Service Research, Vol. 1, No. 1, pp. 18 –31.

(55) Keller, K.L. (1993) "Conceptualizing, measuring and managing customer based

br
ande
qui
ty”
,Journal of Marketing, Vol .57, No. 1, pp. 1-22.

26
Table 1. Research questions and corresponding interview questions (umbrella only).
Research Question 1: Umbrella Questions:
To what extent do employees 1. Can you explain to me in your own words what a brand is?
understand what their 2. What does your organizations brand stand for?
organization ’sbr a ndrepresen t
s?
Research Question 2: Umbrella Questions:
How do employees acquire 1. Can you give me an overview as to the type of information
organizational knowledge to help your organization gives to its employees? How do you receive
them carry out their roles and this information (e.g., memos, Email, newsletter, meeting, and
responsibilities in accordance with training)?
theirorga nisa t
ion ’sbran d 2. Can you give me an overview as to the type of information
promise? (feedback) that employees in your organization give back to the
organization? How does this happen (e.g., informal, survey,
meetings etc.)

Research Question 3: Umbrella Questions:

What factors are considered by 1. Can you explain to me how having knowledge about your
employees to be necessary for customers needs and expectations help you to know how to act in
them to successfully deliver their certain situations?
organisation’sbr andpr omi se ? 2. To what extent to you feel it is important for you as an
employee to understand what has been promised/advertised in
relation to the service you provide?
Research Question 4: Umbrella Questions:
Howdoe stheor g anisation’s 1. To what extent to do feel it is important for you as an
internal market orientation impact employee to understand what has been promised/advertised in
empl oy ees
’r el
a ti
on shipwi tht
he relation to the service you provide?
brand? 2. We have talked about what the organization advertises
versus what is actually delivered –is there anything else that your
organization could implement that would ensure there was
consistency between the advertised promise and the delivery?

27
Table 2. Summary of Results
Participant Brand Provision of Information Critical Success Factors Commitment
Knowledge √=t ot he
√= brand
unprompted X= to the
X= prompted job
Technical Customer Informal
(work
environment)
1 X √ √ √  team environment √
 shared goals
2 √ √  lead by example X
 respect
3 √ √ √ √  positive work √
environment
 acknowledgement
4 √ √ √ √  personalised service √
 care factor
5 X √ √  articulation of a vision X
 positive work
environment/
6 √ √ √ √  leader √
 positive work
environment
7 √ √ √ √  support √
 positive relationships
8 √ √ √ √  resources –team & √
technical
 synergy with
organisational values
9 √ √  organisational X
information
 support
10 √  communication
 positive work
environment

28
 Commitment
to the brand

Employee
Progression Brand Related Information

Commitment to the job

Technical Information

Figure 1 Employee Brand Commitment Pyramid (EBCP)

29

View publication stats