Christine Vallaster

Internal brand building and structuration: the role of leadership

Purpose – The paper aims to clarify the relationship between organisational structures and individual brand supporting behaviour. It proposes modelling the social transformation process and outlining why and how leadership is important throughout the internal brand building process. The study aims to expand the domain of corporate branding by including a broader range of human resource and leadership‐related aspects than is normally found in the branding literature.Design/methodology/approach – The paper opted for an exploratory study using the open‐ended approach of grounded theory, including 30 depth interviews and one expert group discussion with employees representing middle and senior management having mainly a marketing and corporate communications background. The data were complemented by documentary analysis, including brand documents, descriptions of internal processes, and copies of employee magazine articles.Findings – The paper provides empirical insights about how change is brought about duri...

Internationalisation of Services Brands: The Role of Leadership During the Internal Brand Building Process

Employees are a critically important constituent of the service brand and being ultimately responsible for delivering its promise. As such they need a shared understanding of their service brands values, along with strong commitment and identification, to encourage brand supporting behaviour. This internal brand building process becomes more challenging as services brands expand internationally, employing staff from different global zones. From research findings about the role of leadership, we argue that the success of internal brand building depends on the ability to leverage cognitive, affective, and communicative differences amongst culturally-diverse employees. For this, two behavioural competencies are crucial: a) defining a clear brand vision, and b) facilitating verbal and non-verbal social interaction patterns (showing commitment, trusting employees, and living brand values). This helps build passion, commitment and organisational identification amongst employees, ultimately responsible for successful services brands.

Strategically Leveraging Corporate Social Responsibility

Corporate social responsibility (CSR) is changing the rules of branding but it is unclear how. While the literature offers a range of approaches seeking insight to how to manage CSR-related issues, practitioners are left in a state of confusion when having to decide on how to tackle CSR in a way that benefits both the corporate brand and society at large. Based on qualitative empirical research, this article offers a framework for companies to address CSR and their brands strategically, whether as entrepreneurs, performers, vocal converts, or quietly conscientious. We define these categories according to the level of involvement, integration, and the key initiator of the CSR focus. This article concludes with suggestions practitioners should keep in mind when aiming to balance stakeholder tensions and to achieve consistency in their corporate branding and CSR efforts.

Cultural Diversity and Its Impact on Social Interactive Processes: Implications from an Empirical Study

In this article we report findings from three longitudinal studies carried out to understand the social interactive processes in multicultural groups observed in their organizational settings. Its aim was to explore the dynamics of cognitive, affective and communicative aspects during the development of a shared understanding. In particular, crystallizing the effect of culture in a temporal setting was considered. Data give reason to believe that country-of-origin diversity aspects during this process depend on whether employees feel this is salient in a particular context. The findings are of particular value to intercultural managers in their role as project leaders. For successful cooperation among culturally diverse group members, they need to facilitate social interactive processes by balancing perceived differences.

Mitarbeiter zu Markenbotschaftern machen: Die Rolle der Führungskräfte

Um einer Marke Leben einzuhauchen, mussen Beschaftigte ein gemeinsames Markenverstandnis entwickeln und sich mit der Marke identifizieren (vgl. de Chematony, 2001 b; LePla/Parker, 1999, Macrae, 1999; Mitchell, 2002). Das erzeugt Vertrauen und Orientierung; einer abstrakten unternehmerischen Markenstrategie wird konkrete Gestalt verliehen. Ist dies nicht der Fall, treffen einzelne Mitarbeiter widerspruchliche Entscheidungen daruber, welche Aktivitaten fur einen einheitlichen Markenauftritt getroffen werden sollen. Zudem verhalten sie sich nicht markenkonform. Dies hat gerade bei Dienstleistungsunternehmen und B2B-Unternehmen verheerende Folgen, weil hier die Mitarbeiter mit Kontakt zum Kunden im besonderen Mase das Unternehmen reprasentieren (vgl. de Chernatony/Segal-Horn, 2001). Eine Marke, die nur nach ausen durch Kommunikation vermittelt wird, ohne im Unternehmen gelebt zu werden, bleibt eine schone Hulle ohne Kern (vgl. Esch, 2004). Der konsistente Aufbau eines klaren Markenbildes wird dadurch kaum moglich. Die Lucke zwischen Markenversprechen und dessen Einhaltung in der Realitat wird zu gros, der Kunde ist verwirrt und wird unzufrieden. Wenn die Deutsche Bank bspw. fur „Leistung aus Leidenschaft“ stehen mochte und dies seinen Kunden kommuniziert, die Kundenbetreuerin in einer Bank einer alten Dame jedoch nicht bei einer gewunschten Auszahlung behilflich ist, sondern diese an den Bankautomaten verweist, bleibt das Versprechen eine leere Worthulse.

Verankerung der Markenidentität durch Behavioral Branding

Fuhlen und wissen alle Beteiligten, far was die Marke steht, was der Kern der Unternehmensmarke, also ihre Identitat ist? Haufig leider nicht. Genau dies ist aber in vielen Geschaftsfeldern entscheidend. Bei jedem Kunden-Mitarbeiter-Kontakt bietet sich die Chance, die Marke, das Produkt und den Nutzen dem Kunden zu vermitteln. Anderenfalls lauft das Unternehmen Gefahr, Kunden durch einen inkonsistenten Eindruck zu vervvirren. Dabei ist es egal, ob es sich um einen Supermarktkassierer, eine Bedienung in einem Fastfood-Restaurant, einen Angestellten einer Bank oder um das Call-Center eines Reiseveranstalters handelt. Damit die Mitarbeiter im Einklang mit der Marke handeln, ist es notwendig, dass alle Beteiligten die Marke kennen und sich ihr verpflichtet fahlen (vgl. Wittke-Kothe, 2001, S. 2; Esch/Vallaster, 2004, S. 8).

Participatory group observation – a tool to analyze strategic decision making

Group decisions have taken a prominent part in strategic decision making but managerial research still lacks techniques to study these interpersonal processes comprehensively. Assuming that efficient decision making depends on shared cognitive structures within groups, an approach to analyze these structures and the affective and communicative dimensions causing convergence/divergence of individual cognitions is introduced. Suitable methods to study these variables are discussed and applied in an actual strategic decision to be made by a management team. The method shows a high degree of realism and preciseness in analyzing strategic group decisions.

Conducting Field Research in Asia: Fundamental Differences As Compared to Western Societies

A journey in search of intercultural research in Hong Kong (China) has highlighted some fundamental differences between research conducted in Asia and previous projects in Europe with regard to the conceptual approach to field research. This paper is intended to present an experience rather than a research report. In particular, it will describe in detail culturally related barriers to entering the research field as well as getting access to Western and Chinese research participants. Finally, recommendations are made regarding how to maintain dignity with regards to science, research subjects and the researcher him-/herself. The paper is a case description of intercultural contact within the context of research. The intention is to illustrate the gap between knowledge of research methods and logistical aspects of doing intercultural research.

Entrepreneurial branding: growth and its implications for brand management

Small enterprise growth is at the heart of entrepreneurship research. While in most cases growth is welcome, its management brings about major challenges. The main focus of this article is on showing the relationship between a firms corporate branding practices, its entrepreneurial behaviours and impact on perceived brand authenticity during phases of growth. The entrepreneurial growth process of the German BIONADE brand is analysed. The results show that as long as outside and internal perception of brand values is congruent the brand is perceived as authentic. The results show three variables, i.e., company size, increasing presence/availability as well as ownership structures, to have considerable impact on the degree to which the brand is perceived as authentic.

Brand Ambassadors: Strategic Diplomats or Tactical Promoters?

The expression ‘brand ambassador’ appears more and more frequently in both marketing literature and business practice. However, there could not be a broader spectrum of meanings associated with it. While there is agreement that ‘brand ambassador’ is intended to embrace a wider meaning around the behaviours of a person who acts in support and on behalf of a particular brand, there is disagreement as to the particular mission (strategic, tactical or even self-directed), the nature of the relationship between the ambassador and the represented company (paid for or not, permanent employee or not) and the intended impact (increasing awareness, relationship management, communicating brand values, or negotiating difficult situations). Going back to the roots of the underlying metaphor may help shed some light on which notions of a brand ambassador are more appropriate than others.