دانلود رایگان مقاله انگلیسی تجربیات برند داخلی در بخش خدمات مالی در آفریقای جنوبی - اشپرینگر 2017

Abstract

There is little doubt that employees are critical to the delivery of the service brand. Although existing models propose methods of internal branding, very little is known about the actual corporate experience. Academics around the world have spent decades probing internal marketing, its subset—internal branding—and the impact of internal branding on service delivery. This research focuses on how organisations execute internal branding, revealing critical success factors as well as obstacles encountered. The research was conducted in five large organisations in the financial services sector in South Africa. Each organisation is a highly recognisable consumer brand; the oldest of which is nearing 200 years of being in business and the youngest is just 20 years old. This research adds to the body of knowledge regarding organisational practice of internal branding. Key themes are identified, three of which are largely absent from extant models and literature.

Discussion

This research delves into the critical aspects which enable internal branding as well as the barriers and obstacles faced. Some business structures are inherently complex. Extensive use of third-party agents’ makes the task of internal branding much more difficult. Although this study did not consider different organisational values and structures and the impact on internal branding, each participating organisation shares the value ‘integrity’.

Williams (1994) cautions against a slipshod human resources approach to internal marketing (branding) and reinforces the importance of leadership. Buy-in at the lower levels appears non-existent, possibly because the executives are so busy driving production, frequently referring to a lack of time to focus on internal branding. There is an obvious gulf between the rosy-hued world of the executive and the more barren landscape occupied by frontline supervisors who deal with slothful staff on a daily basis. This begs the question as to how deeply rooted the cultural disparity is in these organisations. It is unclear how senior managers view employees and their own role in ‘living the brand.’

In support of Burmann and Zeplin (2005) King and Grace (2008) and King et al. (2012), the theme of communication highlights the importance of consistency, understanding and common language. The most frequently used means of communication is via email and short messaging service (SMS) which, by managers’ own admission, is not working. Despite this, organisations continue to ignore the caution that merely providing written material, most commonly email, is insufficient (King and Grace 2008) and that the extent of brand familiarity and internalisation of the brand values influences the ability to deliver the promise (Baker et al. 2014).