Developing internal marketing strategies for measuring and managing employee-based brand equity

Abstract

Purpose The purpose of this study is to propose a conceptual framework for measuring and managing employee-based brand equity. Drawing upon existing research, the authors argue that internal brand management should be approached from professional and socio-emotional perspectives. Design/methodology/approach The study establishes a comprehensive conceptual framework by thoroughly reviewing existing literature on employee-based brand equity and internal marketing. It builds upon existing research while adding unique insights to deepen the understanding of the subject. Findings The proposed conceptual framework highlights the importance of both professional and socio-emotional factors in building and managing employee-based brand equity. The framework emphasises the role of employees’ emotions, values and relationships in shaping their brand-related behaviours and their functional role in delivering brand promises. Research limitations/implications This paper offers a theoretical foundation for future research in internal branding. However, the framework is not empirically tested, and further research is needed to validate and refine the framework. Organisations can develop more effective internal branding strategies that enhance brand equity by recognising the importance of both professional and socio-emotional factors in shaping employees’ brand-related behaviours. Practical implications Organisations can develop more effective internal branding strategies that enhance brand equity by recognising the importance of both professional and socio-emotional factors in shaping employees’ brand-related behaviours. Originality/value This study presents a novel approach to internal brand management, introducing a unique, dual-perspective model. This enriches the current body of literature and provides fresh insights for academics and practitioners in the field of marketing and brand management.

Why Training and Development Programs Don't Improve Employee Productivity

“…(4) Are our customers/clients pleased with our improvements? (5) To what extent has the training helped your team reach goals?…”

“…Many experts and professionals stress the significance of these initiatives in promoting employee engagement, improving work satisfaction, and decreasing turnover rates. Baca et al, [5] states that good training programs are in line with company goals and cater to the developmental needs of employees, resulting in a workforce that is more competent and motivated.…”