Building and measuring employee‐based brand equity

Question

1. What contributions have the authors mentioned in the paper "Building and measuring employee-based brand equity author" ?

2. What is the significance of being able to measure one’s actions?

3. What are the key elements of brand commitment?

4. What is the definition of brand commitment?

Accepted Answer

This paper presents the first known empirically-tested model of Employee Based Brand Equity ( EBBE ).. Practical implications: Knowledge gained from empirically validating a model of EBBE 1 ) further enriches the application of traditional brand management techniques ; 2 ) provides a framework for brand communication training ; 3 ) increases organisational understanding of how to engender positive employee actions and ; 4 ) increases the accountability of such an internal investment by identifying measurable organisational benefits that accrue as a result of such efforts.. Value of the Paper:. This paper makes three important contributions including 1 ) expanding the existing brand equity literature to incorporate a third, yet equally. However, in acknowledging these limitations, actions, such as the utilisation of a national database of ‘ opt in ’ survey participants coupled with the good reliability results and the methodical four-stage survey design process undertaken, it is suggested that every effort was made to negate this limitation.

Accepted Answer

The significance of being able to measure one’s actions, particularly when it involves a substantial organisational commitment with respect to time, money and personnel resources, is the increasing emphasis on senior management accountability (Srinivasan et al., 2005).

Accepted Answer

More specifically, brand centered human resource activities and brand communication, which are classified in the context of this study as elements of knowledge dissemination, are important levers of brand commitment (Burmann & Zeplin, 2005).

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Brand commitment, therefore, is defined as the psychological attachment or the feeling of belonging an employee has towards an organisation.

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Measuring the degree to which individual items provide similar and consistent results, internal consistency is typically associated with Cronbach’s coefficient alpha (Lee & Hooley, 2005).

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While there are three perspectives of organisational commitment, namely affective, continuance and normative, the former is the dimension promoted in this study.

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In particular, the significant influence that openness and the ‘H’ factor has on the performance of the overall model suggests that management, if they are serious about realising the benefits of brand equity from an employee perspective, must take proactive steps to develop a culture that appreciates and supports internal relationships.

Accepted Answer

This being the case, brand knowledge, from an employee perspective is argued to consist of two dimensions that ultimately affect the way that employees respond to the brand, namely role clarity and brand commitment.

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In summary, the dissemination of brand related information that is integral to successful employee performance is considered to be important in increasing an employee’s role clarity and identification with organisational values and, thus, it is hypothesised that (refer Figure i):H7: Knowledge Dissemination has a significant positive effect on Role Clarity H8: Knowledge Dissemination has a significant positive effect on Brand Commitment

Accepted Answer

in acknowledging these limitations, actions, such as the utilisation of a national database of ‘opt in’ survey participants coupled with the good reliability results and the methodical four-stage survey design process undertaken, it is suggested that every effort was made to negate this limitation.

Accepted Answer

From the previous discussion, several practical management implications come to the fore, namely,• For managers to adopt effective internal brand management practices, trainingand development with respect to brand knowledge and managing emotional intelligence is necessary•

Building and measuring employee‐based brand equity

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Most frequently asked questions

1. What contributions have the authors mentioned in the paper "Building and measuring employee-based brand equity author" ?

2. What is the significance of being able to measure one’s actions?

3. What are the key elements of brand commitment?

4. What is the definition of brand commitment?

5. What is the common method of determining the degree of consistency of the results?

6. Which of the following is the important dimension of organisational commitment?

7. What is the importance of brand equity from an employee perspective?

8. What are the two dimensions that ultimately affect the way that employees respond to the brand?

9. What is the effect of knowledge dissemination on brand commitment?

10. What limitations were acknowledged in the study?

11. What are the practical management implications of the EBBE model?

Citations

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References

Boundary Role Ambiguity in Marketing-Oriented Positions: A Multidimensional, Multifaceted Operationalization:

Understanding and Dealing With Organizational Survey Nonresponse

A relationship‐mediated theory of internal marketing

Firm market orientation and salesperson customer orientation: interpersonal and intrapersonal influences on customer service and retention in business-to-business buyer–seller relationships

Communicating Services Brands' Values Internally and Externally

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