Corporate Success - Contributions of Internal Branding Practices in MAFOI

8/3/2019 Corporate Success - Contributions of Internal Branding Practices in MAFOI

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CONTRIBUTIONS OF INTERNAL BRANDING PRACTICES TO

CORPORATE BRAND SUCCESS

IN

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DECLARATION BY THE CANDIDATE

I hereby declare that the work, which is being presented in this project, entitled

Contributions of Internal Branding Practices to the corporate success in Mafoi

Randstad is an authentic record of my own work carried out by me under the

supervision and guidance of

This project was undertaken as a part of the Research Project as per the curriculum of

I have not submitted the matter embodied here in this project for the award of any other

degree/diploma.

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ACKNOWLEDGEMENT

I am thankful to my respected of my institute, for his continued guidance and

invaluable support.

The successful progression of this project also gives me the opportunity to acknowledge

and appreciate my friends and library staff who provided me much needed stimulating

suggestions and encouragement in order to steer this project towards completion.

Last but not least I would like to acknowledge my respondents for the constant support

and help in the successful completion of my project.

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TABLE OF CONTENTS

Chapter No. Subject Page

Declaration by the candidate (i)

Certificate of Guidance (ii)

Acknowledgement (iii)

Executive Summary 1

Objective of the Research Undertaken 3

Literature review 4

Chapter 1About the Research topic 9

- Introduction to the Topic 10

- Case study 37

Chapter 2Report of Research 43

- Objective of Research 43

- Research Methodology 46

Chapter 3Results and Analysis 48

Chapter 4Conclusion and Suggestions 55

Chapter 5Findings 57

Chapter 6References 58

Chapter 7 Annexure 59

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EXECUTIVE SUMMARY

Background

Internal branding provides the foundation through which HR professionals and workforce

can contribute to the organizations success. In a rapidly changing business environment,

organizations are recognizing the value of a workforce that is not only highly skilled &

technically adept, but more importantly a workforce that can learn quickly, adapt to

change, communicate effectively, and foster interpersonal relationships.

Internal Branding is the set of strategic processes that align and empower employees to

deliver the appropriate customer experience in a consistent fashion.

Objective

The main objective of this study is to investigate how internal branding practices can

contribute to successful corporate brand building.

Summary of findings

Internal branding is a multi-disciplinary practice requiring cross-functional teams for both

programme design and institutionalisation. It is a key factor in business and brand

success, being the bridge between business strategy and implementation. A substantial

component of the bridge is the employee. It is necessary to understand what is important

to employees i.e. the drivers of employees engagement - pride/confidence,

reward/recognition, and consistency - as well as methodologies for developing and

sustaining internal branding initiatives. The root from which all brand initiatives spring,

is the set of values associated with the brand. Best practice companies devote a lot of

energy developing and promulgating their brand values.Implementing and sustaining internal brand initiatives requires the application of a wide

variety of techniques. A key to implementation is encouraging appropriate employee

behaviours therefore Human Resources plays a strong role in ensuring effective

implementation.

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In the future, internal branding will become both increasingly important and more all

encompassing.

Implications

The successful implementation of the Internal Branding Best Practices Study can build

the bridge between strategy and execution. Significant improvements to customer

experience and loyalty ratings can be achieved once this connection is made, assuming

that an organizations brand promise is well researched and meets current customer

needs.

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OBJECTIVE OF THE RESEARCH

Primary objective

The purpose of this study is to investigate how internal branding practices can contribute

to corporate success.

Secondary objective

To know whether the employees have imbibed the vision and core values of the

organization.

To drive the desired behaviour of the employees to deliver on brand promise.

To know whether to involve HR functional in internal branding.

To know whether the corporate culture contribute to corporate and internal brand

building.

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LITERATURE REVIEW

A brand is not an icon, a slogan, or a mission statement. It is a promise a promise your

company can keep. First you find out, using research, what promises your customers

want companies like yours to make and keep, using the products, processes and people in

your company. Then you look at your competition and decide which promise would give

you the best competitive advantage. This is the promise you make and keep in every

marketing activity, every action, every corporate decision, and every customer

interaction. You promote it internally and externally. The promise drives budgets and

stops arguments. If everyone in the company knows what the promise is, and knows that

they will be rewarded or punished depending on the personal commitment to the promise,

politics and personal turf issues start to disappear.

CORPORATE BRANDING

Core values

The importance of focusing inwards when building corporate brands has been highlighted

in recent work by Urde, which focuses on core values as the main building blocks of

corporate branding (Urde, 2003). According to Urde (2003), successful corporate brands

are built when there is a strong relationship between the organization, its members, and

the brand. There are three different types of values which should be identified and

developed and corporations should focus on internal value creating processes in brand

building:

Values that are related to the organization (what it is and stands for)

Values that summarize the brand identity (core values)

Values that are experienced by customers (added value)

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Source: Urde,

Urde (2003) claims that organizational values and core values do not have to be the same

and that organizational values can be more internally focused. In the initial stages of the

branding process, organizational values should be translated into core values which guide

the organizations efforts. In a second step, core values should be translated into added

value for customers. Importantly, Urde (2003) states that core values are central to

internal brand building as the goal for the organization is to live these values. Therefore,

it is important that employees understand the core values and are in agreement about

them. If this is achieved, the common values converge to give the corporate culture its

character (Urde, 2003).

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Organizational identity-Organizational values

Identity of consumer

-Added values

Brand identity

-Core values


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Vision-Culture-Image model

Hatch and Schultz (2003; 2001) share Urdes (2003) belief that brands should be built

from within the company as they declare that nothing is more powerful in forming brand

images than external stakeholders direct and personal encounter with the organization.

The strategic importance of corporate branding therefore lies not only in its positioning of

the company, but in creating internal arrangements (e.g. organizational structure, physical

design and culture) that support the meaning of the corporate brand (Hatch & Schultz,

2003). Managers should analyze and build the corporate brand by using the concepts

strategic vision, organizational culture and corporate image (Hatch & Schultz, 2003;

Hatch & Schultz, 2001):

IMAGE

CULTURE

VISION

CORPORA

TEBRANDIN

G

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Successful corporate brands build their vision from redefinitions and reinventions of core

values rather than revolutionary shifts from one set of values to another. Such successful

brands also assure that their internal culture supports the vision and that the vision and

culture are aligned with stakeholders image of the corporation. In particular, the gaps

between vision, culture and image should be evaluated to better align them (Hatch &

Schultz, 2001):

Vision - Culture gap: how are managers and employees aligned?

Culture - Image gap: how are employee attitudes and behaviors aligned with outside

perceptions?

Vision - Image gap: is management taking the firm in a direction that stakeholders

support?

A vision-culture gap may build up if senior management moves the company in a

strategic direction that employees do not understand and support. A vision-image gap

may develop when there is a conflict between outsiders images and wants and senior

managements strategic vision. And a culture-image gap may grow if external images of

the company are not supported when stakeholders are directly in contact with the

organization.

Brand identityWhen conducting a study within the field of corporate branding, it is important to

mention that certain authors argue that identity is the central concept in corporate brand

building (see e.g. Balmer & Gray, 2003; Balmer, 2001; Harris & de Chernatony, 2001; de

Chernatony, 1999; Ind, 1997). However, Balmer (2001) argues that there is a fog

surrounding the concept of corporate identity as there is no consensus concerning which

elements identity comprises of. For example, corporate identity is explained as how a

company expresses and differentiates itself in relation to its internal and external

stakeholders (Balmer, 2001; Hatch & Schultz, 2000) whereas organizational identity

refers to how organizational members perceive and understand who they are and what

they stand for as an organization (Hatch & Schultz, 2000). Due to this theoretical

ambiguity, models which focus explicitly on identity have not been directly included

when formulating the research questions. Balmer (2001) proposes that identity may be

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divided into a mix comprising of: strategy, structure, communication and culture. The

author has included all of these elements in the study by applying frameworks presented

by Hatch and Schultz, 2003; 2001 (strategy and culture), Vallaster and de Chernatony,

2006, Burmann and Zeplin, 2005 (structure, culture, communication) and Bergstrom et

al, 2002 (culture and communication). Therefore, although not directly referring to

identity, the author implicitly acknowledges this concept.

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CHAPTER 1

ABOUT THE RESEARCH TOPIC

ABOUT THE RESEARCH TOPIC

WHAT IS INTERNAL BRANDING? THE DEFINITION

Internal branding is the set of strategic processes that align and empower employees to

deliver the appropriate customer experience in a consistent fashion. These processes

include, but are not limited to, internal communications, training support, leadership

practices, reward & recognition programs, recruitment practices and sustainability

factors.

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While many companies do not use the words internal branding, they describe the

activities that build the bridge between strategy and execution. They used expressions

such as:

Living the corporate values.

Leveraging the corporate brand strategy to reinforce brand requirements internally

and reach out to potential recruits externally.

Activities, processes and communication involved in empowering associates.

Create and demonstrate consistent brand experience at all touch points.

According to Bergstrom et al (2002) the core elements of internal branding are effective

brand communication to all employees, convincing employees of the brands value and

relevance and linking every job in the organization to delivery of the brand essence.

Bergstrom et al (2002) claim that these core elements should be implemented through an

approach labelled the 5 Cs (below). Commitment, culture and communication are

included in this study.

Internal Branding: Delivering Solutions through Employees

The aim of marketing has long been to carry the brand message to the public. This is not

done for altruistic reasons but to simply entice them to buy the product or service that you

sell. But did you know that your brand is carried by your people as much as by your

marketing?

A few years ago, the management mantra ""If you take care of your employees, they will

take care of your customers" appeared out of the customer service function leading to

new development in internal branding. Interestingly, the marketing function did not

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follow-suit straight away and has only recently started to engineer internal marketing

strategies to ensure that employees are well versed in the brand attributes and values.

Internal Branding: What is it?

Internal branding, internal marketing, internal communicationscall it what you

will. In the end, it's all about making sure your employees are brand advocates. Brand

advocacy goes beyond being courteous to the first customer in the morning. It's aboutbeing fanatic about the brand, otherwise, it's just a job. And that's where the problem lies,

for many of your employees, it's just a job. One they could easily give-up for another

offering them a 5% salary increase.

Internal branding is not about building loyalty even though it's one of the side

benefits. It's not about managing to retain your best employees, it's about developing a

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marketing story so compelling that people want to work for you and those who do, carry

themselves with pride and honor. Now, your marketing story can never be a lie. Building

your business on a promise you can't deliver is the surest way to fail. It has to be real and

believable by both your customers and employees. And the latter can be more difficult

than the former.

Most marketing stories are written for customers often making the company's

employees smile and joke about the story.' Is yours written in a way that your employees

believe? And would they tell you if they did not?

So your brand is a story. A story you tell both your internal and external public.

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BRAND-CENTERED

HR ACTIVITIES

BRANDCOMMUNICATION

CULTURE FITEMPLOYEE

KNOW- HOW

BRAND

LEADERSHIP

BRANDCOMMIT

MENT

BRANDCITIZENSHIP

BEHAVIOR

BRAND

STRENGT

H


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WHY IS INTERNAL BRANDING IMPORTANT?

The more we have studied internal branding the more convinced we have become of the

crucial role internal branding plays in the successful implementation of business strategy.

A companys most powerful means of delivering a defined brand experience is through

the intermediation of its employees and by effectively delivering on the brand promise.

Only in this way can business strategy successfully be executed, enabling business plans

to be achieved. Or put more succinctly - ignore internal branding and you are likely to

imperil your business.

Given that brand has moved towards being a customer experience concept, the ability of

employees to deliver that experience has become increasingly salient. The importance of

the role of employees in service and service-related industries is immutable.

It is initially counter intuitive that, at a time when technology and virtual communicationwould appear to be creating greater impediments to direct human contact between

business and customer, that when those contacts do occur, they are of increasing

importance to both sides. This is a notable point in our findings. This is not restricted to

the realm of business-to-customer; it is just as relevant in the realm of business-to-

business. One of the primary reasons given by a steel company for its ability to continue

to make money while the majority of its competitors went bankrupt is because its

employees from the shop floor up to senior management clearly understood and were

able to deliver on the brand promise.

Furthermore, it is not just management that recognizes the importance of internal

branding. In 2006s quantitative survey, over 70% of marketers not involved in internal

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STRUCTURE FITDISPOSABLE

RESOURCES


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branding said Yes to the question Is internal branding important to you as an

employee?, with a remaining 25% saying Sometimes.

The successful implementation of internal branding can build a bridge between strategy

and execution. The most important component of that bridge is employees; hence the

importance of the human resources perspective.

If employees are important to internal branding, what is important to employees in

this context?

From the discussion with human resource professionals it became apparent that three

elements are fundamental to the success of an employee internal branding strategy and

implementation. These are:

(a)Pride/confidence - Engendering and sustaining pride/ confidence in the company.

(b) Reward/recognition - Having appropriate employee reward and recognition systems

connected to the brand promise.

(c) Consistency - Consistency in practice of supporting human resources programs and

processes over time.

These three can be grouped together into the loosely defined concept of employee

engagement (often measured by myriad attributes in employee satisfaction surveys). All

the best practice companies in our research had a methodology for estimating employee

engagement and considered it a critical component of continued successful business

implementation.

How are pride /confidence in the company engendered?

The Importance of Values

The centrepiece of brand from which everything else stems is the set of values with

which it is associated. Without exception, all of the companies that participated in this

research emphasized the paramount importance of the role that values played in their

internal brand.

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In order to illustrate the nature of these values, a list of values taken from half a dozen

of respondents is provided below. (The number in parentheses represents the number of

respondents who referred to that particular value.)

Client passion

Creativity

Accountability (x 2)

Enthusiasm (x 2)

Excellence (x 2)

Caring

Team work (x 3)

Service (x 3)

Quality

Innovation

Integrity (x 5)

Spirit

Insight

Respect (x 2)

Commitment

Responsibility

Diversity

It is immediately apparent that the subject of brand values is not as straightforward as

might initially be thought. In particular some of these values can only be comfortably

applied to internal branding; team work, or diversity while others have a greater

application to the external brand promise, i.e., service or responsibility as examples.

There was a mixed response to this dichotomy amongst the companies being interviewed.

Some explicitly acknowledged it, and had two separate lists of values; one for application

internally and one associated with the public corporate brand. Others deliberately chose

values that had both internal and external application so that they could have just one list

and yet others tended to fudge the issue by including both types in one list and relying

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on appropriate interpretation. Most companies lists of values were short; almost all had

fewer than six encapsulating words.

It is clear that it is not just the words themselves that are important but also the meaning

and nuances ascribed to them in the context of the company. For example responsible in

one context means we obey the law and in another means we will ensure our customer

uses our products in a careful manner. In a third it means we must make a sound profit

for our stockholders. Furthermore, for the international companies in our research, there

were translations that were adapted to fit the local environments.

The manner in which the values are developed is important. Amongst the respondents

there was a strong degree of agreement as to how values should be developed. All

subscribed to the view that the process was extensive, expensive and time consuming.

Overall, some four or five stages to the process can be identified and those involved in

the core development team include not only the very senior management but also good

cross-functional representation. Most of our respondents used the services of an outside

consultant as either a facilitator or an expert in the process.

How are the values developed?

The first stage (the quest for meaning): Generally involves a large amount of analysis

and research. Competitive analysis, external research or best practices, re-visiting internal

research, mapping employees experiences, focus groups with employees and on

occasion with clients, non-clients and suppliers too. In many cases local teams

represented different geographic functions and specialties. The questions being asked in

all these inquiries are deceptively simple:

Who are we?

What do we do?

How do we operate?

What do we want to be when we are successful?

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How are we different from our competition?

Clarity of response to these questions is crucial and difficult to achieve.

The second stage (placement relative to the ideal): Involves the development of key

drivers and metrics and the identification of gaps between best practices and internal

practices. Often this stage is also interactive with different attributes and interpretations

being taken back to constituent groups for applicability and accuracy testing.

The third stage (relationship to the brand and corporation): Develops and aligns the

values into themes, putting them through the corporate brand filter. The thorny question

of should they be the same, the same but a little different, or different from the values

associated with the corporate brand is tackled here.

The fourth stage (prioritization & communication): The final polishing and the

development of concrete behaviour to be associated with the values, the on-going

communication messaging and channels, the implementation of measurement process,

the rollout plan.

The fifth stage (going forward): The development of maintenance programs and ways

to keep the values fresh and relevant .

Motivation in general

Although the values alone do not make the internal brand, all aspects of employees

engagement needs to be addressed, including work environment and climate; growth and

learning; relationship to immediate supervisor; the senior leadership, recognition and

compensation, etc. These are not addressed here being broader human resources topics,

except to the extent that they directly influence internal branding.

Senior leadership

There was unanimity amongst all respondents that without the direct and intimate

involvement of the President/CEO in the development of the internal brand the initiative

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would be unlikely meet with much success. Simultaneously, the requirement for cross

functional involvement needs to be recognized.

Budget

Most internal branding initiatives, both in terms of development or maintenance, came

from some other budget; general human resources, marketing or public relations. Thus

resources were often carved from other initiatives. All respondents said a nice to have

would be a dedicated and secure internal branding budget.

Advertising

Some of the respondents use their own external advertising as a means for engendering

pride and confidence in the company, i.e., external advertising is deliberately created to

appeal to the work force within the company, so that the employee can identify with the

values being espoused.

How to sustain pride and confidence

Even companies where internal branding has been a way of life for over thirty years still

faced this challenge. From this most recent set of interviews it would appear that many of

the initiatives put in place to maintain the vibrancy of the internal brand have been

initiated from human resources.

Employee intake

Prior to the commencement of employment, some human resource departments have

instigated an interview process whereby prospective employees are measured against

their ability to align themselves with the brand values. Specific skills and attitudes are

tested as part of the recruitment process in order to improve the chances that future

employees will be able to deliver on the brand promise and client experience determined

by the business strategy. One company goes as far as recruiting most employees as part

time casual initially in order to enable human resources to evaluate their suitability for the

corporate culture before they become full-time.

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Orientation

The prevalence of having new employees go through orientation programs is increasing

and this is often due to a desire to introduce them directly to internal brand values and

behavioural expectations.

Furthermore, these orientation programs are becoming more formal and in-depth rather

than the normal floating between departments. One of our respondents has a full two day

off-site program for all employees included in their orientation program. Another has a

full one-year orientation program for all employees from the shop floor up and yet

another has a series of web-based training modules specifically on brand values that have

to be completed by all new entrants.

Training

Apart from training programs specifically designed around imparting internal brand

values and desired behaviours, the companies we interviewed included an element of

brand application in all their training courses even if the course is meant as a pure product

training course.

Structural Alignment

Several of our respondents re-distributed the allocation of resources within the company

to make them more aligned to the declared brand values. For example, one respondent

who had a strong customer service value cut a large number of head-office and

administrative positions and reallocated them to the front line and store front positions.

Another two companies re-structured their compensation and career path tracks to

encourage promotions from the existing employee pool. The purpose of these shifts was

to increase the sustainability of the internal brand values and behaviours and inculcate

them more intensely into the corporate culture. Appreciation of the power and benefit of

consistency over time is manifest to them.

Implementation: requires identifying, recognizing and rewarding the

desired brand behaviours

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Behaviour identification

All the respondents had some form of description of the desired behaviours necessary to

deliver the brand that were in direct alignment with the brand values. However, these

varied considerably in descriptive style, detail and length. For example one list included

the following Hand raiser not finger pointer, Radiator not drain, We not me.

Whereas others had the more formal Everyone must be considered an individual, We

must constantly strive to reduce our costs and We act in an efficient and pragmatic

way.

All agreed that the behaviours had to be absolutely clear and preferably simple. One

company that had a high immigrant intake in the workforce even used pictures by way of

explanation.

Some had their behaviours limited to customer treatment protocols designed to deliver a

consistent quality customer experience, while others had more general descriptions of

behaviours which could be applied to relationships both internally and externally.

There was uniform agreement that one of the most effective ways of communicating the

desired behaviours was through stories, whether they were case studies displayed in

videos or print or communicating the circumstances around a particular award. Stories

provided tangible evidence and context for behaviours that could be easily illustrated and

remembered. Also mentioned was the need for a multitude of communication tactics in

order to consider the internal constituents ages and ethnic backgrounds.

Recognizing and celebrating the right behaviours

Most of our respondents have a formal system of recognising behaviours that

demonstrate the brand values. These take the form of an internal nomination process

where usually the brand value being demonstrated has to be identified. This is often a

tiered process whereby an initial small award is given and recognised in the local group

of employees that is then entered into a quarterly bigger award, which in turn is eligible

to be entered into the annual award. The top award, usually given a name like The

Chairmans Club, is awarded to those employees who consistently or significantly

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demonstrated behaviours aligned with the brand. Again, stories play a pivotal role here

and the inspirational draw is a powerful motivator.

Leading edge organizations are now not only focusing on the end results of the

behaviour, i.e., the what, but also the how; is the thinking and process involved in

achieving the result aligned with the values too? For example, good customer service at

the expense of mistreating other employees is not acceptable.

Rewarding the right behaviours

Almost all of the respondents have the brand values and associated behaviours embedded

in their employee performance evaluation systems. In the more sophisticated

organizations this was in the form of part of a balanced score card approach.

In one organisation all employees performance review criteria are linked to the

achievement of the internal brand values and thus all their salaries and raises are tied to

their commitment and recognition of the internal brand.

Another organisation expressed a more cautious view that linking too much

compensation to internal brand behaviours exposed employees to the possibility of being

punished for non-compliance which might be counter-productive.

Nothing works better than example

Everyone agreed that it is vital for senior management to walk the talk and demonstrate

the behaviours associated with the brand values. However, as our 2006 survey found,

only 22% strongly agree with the statement management walks the talk with respect to

brand values. There is room for improvement!

MEASUREMENT

Two aspects of measurement were considered: the resources devoted to internal branding

and the return on those resources; and, the measures of how effective internal brand

initiatives are in changing behaviour and the customer impact.

Measuring the resources devoted to internal branding

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Not one of the respondents directly measured the dollar value of resources devoted to

internal branding. As noted earlier, most would prefer a dedicated budget rather than

having to carve off slices of other budgets, as is the present practice.

All agreed that the process of developing internal brand values is expensive and at the

same time there is a strong gut-feeling that the payback in business terms is considerable.

However, isolating the returns directly attributable to internal branding is considered by

most organizations as a non-starter.

Measurement of the effects of internal branding initiatives

The whole question of the best method for evaluating employee engagement is a hot topic

and too big a subject to be tackled here.

All participants use some form of employee survey to measure the effects of their internal

branding initiatives. Some ask very explicitly linked questions such as Are you aware of

the values?, Did you understand the values?, Can you implement the values into your

daily activity?, How? Some also use a survey to evaluate senior managements

compliance: Do managers follow the corporate values? They take corrective actions for

those who score poorly.

Some companies have undertaken research to establish the qualities and values that exist

in comparable high performing organisations and then track these in their own employee

opinion survey.

Most use some attribute of desirability as an employer either in external rankings of best

employers, or in the form of monitoring their position in internal questionnaires as a key

metric.

One organization monitors how often their values are directly associated with their name

in external media, i.e., every time the company name appears in the media, the

surrounding text is searched to see if any of their brand values are also mentioned or

linked.

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Why does One Need to Focus on Internal Branding?

Seen in this light, it's easy to understand why you should develop your internal branding

strategy. The benefits are tremendous: better informed employees potentially becoming

happier with their jobs, their lives, etc. resulting in happier customers coming back for

more. As most companies are not built on altruistic grounds, no business is truly a

democracy, the focus on your employees is a real business strategy aimed at increasing

your revenue and controlling your costs in a non-manipulative manner. How's is that for

benefits?

It's often easier to identify the negative than the positive (ask any executive who has

gone through a SWOT analysis.) And in the case of internal branding, the result of not

doing is simple: Your company could fail. The problems you face today are often due to

a lack of proper communication or understanding which can be addressed by explaining

your values in details (an internal branding tactic) allowing your employees to make a

daily decisions with customers based on a sound principles.

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Formal vs. Informal Internal Branding

Building your brand to ensure that your employees buy-in the storyis often moredifficult

than to create one for consumers. Why is that? It seems that the internal knowledge

employees have of the company prevents them from believing what is often referred to as

the marketing message' (pronounce this with a derogatory tone.) A brand message that is

at odd with the real culture top management stands for is a sure way to fail. So the

marketing story' starts at the top. If your top management doesn't believe in it or even live

it every single day, how can you expect your employees to do so?

There are two ways to go about building your brand internally. The first one is to

simply match what you say to what you do. It's a simple strategy but often difficult to

implement as it requires a real connection between who you are as CEO, your actions and

your brand. SMEs are at an advantage as the CEOs are closer to the operations and can

therefore oversee the brand story and its implementation throughout the organization (and

don't be fooled, branding is the CEO's problem, not the marketing department.) It's harder

for bigger corporations and this case a formal approach might be the best approach.

A Five Step Recipe:

1. Define your brand/marketing story (and get your employees involved)

2. Align your brand and your culture

3. Understand the employee touch points where your brand is playing a part

4. Communicate, Communicate, Communicate and Communicate some more

5. Your brand evolves, don't let it go stiff

It's a simple enough process but matching your brand to your culture, and vice-versa is

often easier said than done and you might be wise to ask for external help. Once done, it's

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all about implementing it day-in, day-out without fail, discouragement or doubt.

Remember, there is a direct link between what you do everyday and your brand.

Point 5. is important. The traditional logic is that a brand, once defined, should remain

unchanged until it's accepted by your target markets. This still stand true in many cases

but you'll soon find out that peripherals attributes, such as products, will change

overtime, sometimes even redefining your brand in the process.

It's all in the Tactics

The development of any strategy should always start with a deep definition of the target

markets. In this case, the employees. Do you truly know them? What are theircharacteristics? Aspirations ? You need to define your internal market thoroughly just as

would an external target market. Once done, you can properly identify your objective

(including ROI), the most appropriate strategy, tactics, schedule and budget. The

planning part is important but it's all in the tactics. In internal branding, what you do is

more important that what you say. Here are a few examples of standard tactics that will

help you develop your internal branding:

Brand Benefit Communications

Company Celebrations

Internal Branding Campaigns

Intranet Communications

New Employee Orientations

Newletters/E-Newsletters

Organizational Development

Rewards & Recognition Events

Team Building

Which one should you choose? It depends on three factors: time, labor and money. Your

strategy and tactics will depend on which one you have most of (and who has time these

days?)

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Should HR be involved?

Before proceeding further, the answer is yes.

If you look at the list of tactics above you could quickly decide that this the responsibility

of human resources, and many marketing manager would quickly agree. I disagree. As a

marketer, if you are lucky to have a progressive HR Director, you will reap tremendous

benefits by developing an internal branding strategy with him or her and work together in

the implementation. Going further, internal branding is a company exercise and your

employees should be involved. While the idea of creating an internal branding committee

could quickly defeat the purpose, having people from different functions involved

throughout the year is certainly a good idea.

Can you Measure Internal Branding?

Like all branding related activities, measuring it is as difficult as measuring advertisingeffectiveness. Short of putting your employees to a test, conducting regular checks on

their brand awareness, support, etc. is useful. Doing an internal brand audit on a yearly

basis could be considered as part of your internal branding strategy anyway.

Conducted yearly, the Internal Brand audit can become your measuring yardstick.

Covering the different angles your brand offer, it is a helpful tool and can be as simple as

a survey or as complex as you want it to be. The simpler the better though as its aims is to

both reinforce the value of the branding message and identify areas of improvement.

Leadership

Who is in charge of internal branding?

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In the research, there was not one company that had expressly dedicated one individual's

responsibilities to internal branding". More often than not, it was one of a laundry list of

responsibilities in a marketing executive's mandate, parked alongside the responsibilities

of advertising, branding, direct marketing, merchandising, etc. One of the reasons for this

lack of clear responsibility is the cross functional nature of the task. This responsibility

was usually delegated to the marketing department in general. The logic for it being part

of the marketing department's role is that the marketing department is the most involved

in the interaction between company and customers. Thus, following on from the

definition, it is this functional unit that needs to join company brand with customer

experience.

The CMA Internal Branding Research Survey of 2005 confirms that the responsibility for

internal branding resides within the purview of marketing:

Development of internal branding strategies tends to be shared by the marketing group

and executive team with more than one-quarter mentioning internal branding as a

marketing responsibility and 72% stating that the executive team holds some

responsibility. External agencies are utilized by one in five of the companies surveyed.

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AREAS WITHIN ORGANIZATION RESPONSIBLE FOR DEVELOPING INTERNAL

BRANDING STRATEGIES

11

21

28

41

72

77

0 10 20 30 40 50 60 70 80 90

Other

External agency

Public relations

Human Resources

Executive team

Marketing

Percentage

When asked if these were the same groups responsible for external branding strategies,

almost six in ten companies (59%) suggested that the same groups build internal and

external branding strategies.

Even if internal branding is nominally anchored in the marketing function, it is clear that

both human resources and the executive team need to be intimately involved with internal

branding initiatives.

Notwithstanding the fact that the leadership for internal branding might be anchored in

one functional unit, it is vital to note the importance of the role of all management to

"walk the talk" and the apparent lack of them actually doing so. Only 22% of respondents

in the CMA survey strongly agree with the statement "management walks the talk with

respect to brand values." Clearly there is a need for senior executives to demonstrate that

it is they who are in charge, i.e. Leadership.

The Implementation Table demonstrates that this critical component of senior

management should be formalized and rewarded in best practice organizations.

Overall, as a best practice, responsibility for strategic development and implementation

for internal branding should be vested clearly with one senior level individual or group of

individuals who have wide reach and access across functions. They also should be

measured and rewarded for their success in this key area of brand management.

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Key Challenges

What are the challenges for internal branding?

There was a consensus amongst several of the companies participating in the research

that the overarching challenge for internal branding is how to translate the company's

brand values into physical employee behaviours. In order to achieve this objective,

companies employ a plethora of implementation techniques.

The breakdown of the key challenges from the CMA survey is as follows:

One of the major challenges inhibiting the success of this translation is that internal

branding touches marketing, human resources, brand management, operations, front line

management and strategy. Several of the best practice companies have come close to

overcoming these functional silos in their internal branding efforts.

Nevertheless, for most companies, the inability to cross the boundaries between divisions

fluidly in internal branding efforts presents a major challenge.

The lack of alignment between employees values and company values emerged as a

challenge from the CMA survey: "The low proportion (7%) of respondents who think

their brand values provide guidance as to how to treat other employees suggests that

brand values do not address human interrelationships in a meaningful way."

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KEY CHALLENGES OF INTERNAL BRANDING

32

3

1

1

2

3

4

4

4

5

8

9

12

15

0 5 10 15 20 25 30 35

Did not answ er

Other

Defining Brand Values

Measuring Effectiveness

Budget

Prioritizing Internal Branding

Articulating Relevance of Internal Branding

Organizational Structure

Culture

Time Availability

Getting Executive Commitment

Getting Buy-In

Consistency

Communication

Interestingly, several companies that have found "keeping the momentum going" to be a

real challenge were identified in the qualitative research. Since involving themselves in a

variety of communication and employee involvement initiatives, their challenge is "what

next?"

Finally, and not surprisingly, measurement is a challenge.

Implementation

Internal Branding Techniques and Tools

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There is a range of internal branding techniques and tools in alignment with the range of

requirements of leading organizations. The newness of this field of brand management

has engendered a wide variety of practices. The following presents an inventory of

current practices, serving as a summary of implementation methods captured through the

most recent CMA qualitative study of Internal Branding Practices.

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Additional observations

Several organizations did not identify specific internal branding practices as such, stating

that it is part of human resources or that branding is part of everything they do. In

particular, not-for-profits stated that the passion of their cause fuelled employee

connection to organization and brand values. Internal branding appears to be subject to

the requirement of continual evolution; the key challenge is keeping it fresh and relevant

to both the employee and customer.

Measurement

What is measured?

Measurement emerged as one of the challenges for internal branding efforts as is clearly

demonstrated by the CMA survey: Only 28% of those involved in internal branding

actually measure the effectiveness of their efforts. Without spending information and

some sort of effectiveness measure, it is difficult to even approximate a ROI, something

that is often needed to justify ongoing internal branding programs.

DO YOU MEASURE THE EFFECTIVENESS OF INTERNAL BRANDING

INITIATIVES

13

58

28

0 10 20 30 40 50 60 70

Not sure

No

Yes

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Measurement of the effects of internal branding is still in its infancy. In the research,

there was a consensus that an external measurement of a brands impact on consumers

was the easiestmethod of having some form of measurement. This starts from the pure

business metrics of retention, un-aided awareness and such, up to client satisfaction.

Identified in CMA's 2004 study on brand measurement, the best practice method is to

have comprehensive metrics around "customer experience." None of the research

participants had reached this plateau with confidence.

There was also consensus that appropriate internal measures were more difficultand at

the same time more desirable than external measures. How do you measure the

effectiveness of front line and internal staff living the brand? At present, employee

surveys are the main tool used. A corollary question is how do you recognize and reward

such behaviours?

Again, surveys and 360 feedback programmes are the main tools used.

None of the research participants were satisfied that they had the measurement of internal

branding initiatives at a satisfactory level. Tools like balanced scorecard and peer

ratings/reward programmes are steps in the right direction.

Internal Branding Measurements

From the findings, the following table summarises present practices in measuring the

effectiveness of internal branding initiatives:

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How brand promise is delivered - internal branding the reality

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CASE STUDY

CONTRIBUTIONS OF INTERNAL BRANDING PRACTICES TO

CORPORATE SUCCESS IN MAFOI

COMPANY OVERVIEW:

Finding skilled resources and retaining them is a challenge that many companies face. Ma

Foi Randstad has over two decades of experience in Human Resource Management and

Consulting helps find the right candidates for different companies, partner with them in

maximizing potential of their human capital and optimizing HR processes.

Over the years, it has built up strong partnerships with companies in India and abroad;

helped build successful companies by identifying the best candidates for them, many of

whom have gone on to create their own success stories. With human capital being the

most valuable asset for your company today, Ma Foi Randstad make sure that companies

get the best in the business. Its wide suite of services lets companies leverage their human

capital and optimize the performance of their employees.

Its services have developed based on international best practices and learning from

thousands of assignments executed by it over the years, and are adapted to suit its clients

businesses. Be it the right talent for different organization, or a cost-effective consulting

solution, or a training program, or solutions for enhancing HR processes, its services are

customized.

PRESENCE IN INDIA

Ma Foi Randstad is a part of Randstad, the worlds second largest HR services company.

Started in 1992, it has grown into a full spectrum HR services provider for clients

worldwide. It has helped shape the careers of more than 2,80,000 individuals. It has

provided a variety of HR services to thousands of organizations that include more than

250 organizations in Fortune-500 list.

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Ma Foi Randstad, offers one of the finest HR services portfolios ranging from Executive

Search, Temporary Staffing, Recruitment, Specialists-on-Contract, Consulting,

Outsourcing, Training and HR Automation. Its vast network of offices across the country

helps it to serve its customers better.

It continues to focus on developing customized and innovative HR services, leveraging

on its unique strengths of geographical presence, providing the full spectrum of HR

services and the experience of working with the largest number of customers, candidates

and flexi-employees.

PRESENCE ACROSS THE GLOBE

Randstad was founded in 1960 and is headquartered in Diemen, the Netherlands.

Randstad Holding NV is listed on the NYSE Euronext Amsterdam, where options for

stocks in Randstad are also traded.

Randstad specializes in solutions in the field of flexible work and human resources

services. Services offered include: regular temporary staffing and permanent placement

to in-house, professionals, search & selection, and HR Solutions. The acquisition of

Vedior, by the Randstad Group in 2008 has made us the second-largest HR services

provider in the world. It is ranked among the top-three HR services providers in

Argentina, Belgium, Luxembourg, Canada, Chile, France, Germany, Greece, Cyprus,

India, Mexico, the Netherlands, Poland, Portugal, Spain, Switzerland and the UK. It is

also becoming a force to reckon within Australia and the United States of America. At

the end of the year 2009, Randstad had approximately 25,500 employees working from

over 4,100 branches and in-house locations in 44 countries across the world. Randstad

generated revenue of 12.4 billion in 2009.

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THE INDUSTRIES IT CATERS TO:

Banking, Financial Services & Insurance

Consumer, Retail & Services

Energy & Infrastructure

Information & Communication Technology

IT Enabled Services

Manufacturing

Pharmaceutical, Healthcare & Life Sciences

Media, Entertainment & Hospitality

BELIEVES IN BEST HIRING

As a company setting up a base in India, anyone would want only the best people

working in the organization. Ma Foi Randstad looks at things in the same way and hence

helps to confront challenges in understanding the availability of talent pool, attracting the

right talent, understanding compensation levels and creating a platform for growth.

It helps in:

Identifying the talent pool where availability is high.

Doing a feasibility check on the location for establishing an office.

Compensation survey, recommending the right salary range.

Framing a HR policy manual.

Staffing the complete organization across levels and functions on a turnkey model.

Every potential candidate undergoes an in-depth interview process in order to determine

their personality, motivation and long term goals. Skills, experience and references are

thoroughly checked. While looking for the ideal candidates it typically cast the net wide

open by an advertisement to assist candidate search process and build your employer

brand.

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Secondly, it has designed an assessment centre comprising of various selection tools.

This helps to zero down on the ideal candidate. For critical hires in such scenario, it

tends to expand scope of the matching process it looks at matching amongst the

potential boss, potential employee and overall culture of the organization. It is called Job

Fit, Boss Fit and Company Fit. This helps in putting the best candidates forward and

raises process efficiencies.

INTERNAL BRANDING AT MAFOI

Consistent Messaging.

Measuring Stakeholder Connect

Critical for Creating Sustainable Brand Experience.

More Relevant in Turbulent Times

Develop a deep emotional connect between the brand and the employees

Business Philosophy, Value System & CRM Policy to contribute to it.

Brand Personality & Values Aligned with Corporate Vision & Business

Philosophy

InculcateBRAND VALUESamongst allINTERNAL STAKE HOLDERS

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Objectives & Reasons for conducting internal branding at MAFOI:

Employees were unable to understand and identify the Corporate Vision, they were not

satisfied with the companys remuneration. Communication channel was complex.

This had a major impact on the productivity of the company, it was not growing at the

pace it was supposed to be.

Here are some of the problems that organization encountered when trying to implement

new brand management programs:

Senior management was not focused on the brand

Senior management had a short attention span how do we garner their support and

resources over time?

Some senior leaders did not seem to be bought into the brand management concept at

all

The organization is highly fragmented and resistant to change

The organization is internally focused

How to shift people's focus from their functional "silos" to cross-functional ownership of

the brand?

The organization's culture did not reinforce the brand

The organization's operations and systems did not support the brand

The brand message was only one of many among all the corporate messages

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How to get from brand promise to brand

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REPORT OF THE RESEARCH

OBJECTIVE OF THE PROJECT

Primary objective

The purpose of this study is to investigate how internal branding practices can contribute

to corporate success.

Secondary objective

To know whether the employees imbibed the vision and core values of the

organization.

To drive the desired behaviour of the employees to deliver on brand promise.

To know whether to involve HR functional in internal branding.

To know whether the corporate culture contribute to corporate and internal brand

building.

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SCOPE OF THE STUDY

The purpose of the research survey is to know the strengths and the areas needing

improvements (possible blind spots) at various executive levels.

The study then goes on to evaluate and analyze the findings so as to present a clear

picture of different factors of internal branding contributing to the productivity of the

company.

SIGNIFICANCE OF THE STUDY

Significance to the hr professionals/executives:

This is a limited study which takes into consideration the responses of 20 people. This

data can be explorated to take in the trends in different organization. The significance to

the HR Professionals lies in studying these trends that emerge from the study.

Significance for the researcher:

To facilitate and provide all the useful information of the study and also provide an in-

depth knowledge about the different factors contributing to the corporate and internal

brand building.

Implications for practitioners :

As an interesting implication, Corporate Brand Managers may have to accept that the

notion of one corporate culture may be difficult to achieve in large corporations or

corporations with spread-out workforces. Instead, it is likely that recognizing various

subcultures within the organization and utilizing their respective strengths in brand

building (although within a main cultural framework) would increase the brands strength

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internally, and thus also increase its external strength. Interestingly, the study seems to

reflect that best-practice corporate brand building is carried out more and more on

employees terms.Practitioners may therefore further strengthen their corporate brands if

employees are viewed both as part of the corporate brandand as internal audiences which

should be informed of the brands value and how this value can be affected.

This may be specifically important in the development of internal communication

methods as well as in the acknowledgment and involvement of employees in brand

building. Corporate brand building should be carried out by appointing leaders

throughout the company who deliver brand related messages directly to employees,

acknowledge their contributions to the organization and brand and directly involve them

in everyday brand building activities.

Concerning the contributions of HR-practices to corporate branding, practitioners may

benefit from involving the HR-function not only in more traditional areas such as

recruitment and phasing in of new employees, but also in more explicit brand building

activities such as internalization of core values among current employees and in internal

brand auditing. In this way, internal branding practices are likely to be rendered more

effective and the corporate brand strengthened.

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RESEARCH METHODOLOGY

Research methodology is considered as the nerve of the project. Without a proper well-

organized research plan, it is impossible to complete the project and reach to any

conclusion. The project was based on the survey plan. The main objective of survey was

to collect appropriate data, which work as a base for drawing conclusion and getting

result.

Therefore, research methodology is the way to systematically solve the research problem.

Research methodology not only talks of the methods but also logic behind the methods

used in the context of a research study and it explains why a particular method has been

used in the preference of the other methods.

RESEARCH DESIGN

Exploratory & descriptive experimental research

The research is primarily both exploratory as well as descriptive in nature. The sources of

information are both primary & secondary.

A survey was carried out among different employees working at all the levels working in

the organization in order to assess the importance of various factors contributing to the

corporate and internal brand building.

SAMPLING METHODOLOGY

Sampling Technique:

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Initially, a rough draft was prepared keeping in mind the objective of the research. A pilot

study was done in order to know the accuracy of the Questionnaire. The final

Questionnaire was arrived only after certain important changes were done. Thus the

sampling came out to be judgmental and convenient.

Sampling Unit:

The respondents who were asked to fill out questionnaires are the sampling units. These

comprise of employees working at different levels in the organization.

Sample size:

The sample size was restricted to 20.

Sampling Area :

The region of research is organization in New Delhi.

LIMITATIONS OF THE RESEARCH

1. The research is confined to only Delhi and does not necessarily shows a pattern

applicable to all of Country.

2. Some respondents were reluctant to divulge personal information which can affect

the validity of all responses.

3. The sample size was restricted to 20 only. This was because of paucity of time.

4. In a rapidly changing industry, analysis on one day or in one segment can change

very quickly. The environmental changes are vital to be considered in order to

assimilate the findings.

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RESULTS AND ANALYSISRESEARCH QUESTIONS

It is believed that a study of these concepts offer the greatest potential to develop current

knowledge of the ways in which internal branding practices can contribute to corporate

brand success.

Core values as well as vision have been argued as building blocks which lay the

foundation of corporate branding.

Furthermore, corporate culture has been highlighted as an essential building

block in corporate and internal branding which guides employee behaviour.

Internal communication is also proposed as a vital element in internal branding,

which influences brand commitment and strengthens the brand internally.

HR involvement in brand building has been argued to influence brand

commitment as well as increase the incorporation of the brand into work

activities and increase employee brand attitude.

In relation to these researchers works it is of value to identify how the four presented

branding concepts as well as HR-practices, when implemented as internal branding

practices, can contribute to corporate brand success:

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The following five research questions have thus guided the study (RQ1-5):

1. How can core values contribute to corporate and internal branding?

2. How can vision contribute to corporate and internal branding?

3. How can corporate culture contribute to corporate and internal branding?

4. How can different internal communication methods contribute to corporate and

internal branding?

5. How canHR-practices contribute to corporate and internal branding?

METHOD

The study was initiated by reviewing current literature within corporate and internal

branding in order to develop appropriate research questions. The research questions

guided the selection of cases and directed the design of interview questions used in data

collection consisting of interviews.

They also influenced the collection of documents and web based information. Cases were

studied individually in order to write individual case reports. This facilitated data analysis

and assured greater validity and reliability. Importantly, data analysis was guided by the

research questions.

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DATA ANALYSIS

1) Do core values contribute to the corporate and internal brand building?

Yes No

20% 80%

ANALYSIS

According to the above pie chart 80% out of the total interviewed people are of the belief

that they have imbibed the core values of the organization and understand its significance

in corporate and internal brand building.

2) According to you what kind of function the internal brand building is?

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Simple Little bit complex Complex

5% 30% 65%

ANALYSIS

In the above pie chart only 5% out of the total interviewed people find that internal brand

building is a simple process, the another 30% respondents find that it is a little bit

complex process where as 65% of the respondents find to a great extent that internal

brand building is a very complex procedure.

3) Is it true to say that corporate culture contribute to internal brand building ?

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30%

5%

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YES NO

100% 0%

ANALYSIS

As the above pie chart shows that all the respondents are of the belief that corporate

culture contributes to corporate and internal brand building. Corporate culture is seeded

by the CEOs of the company.

4) Does different internal communication methodscontribute to corporate and

internal branding?

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Yes No Some extent Large extent

50% 0% 20% 30%

ANALYSIS

In the above pie chart, 50% out of total respondents are of the belief that different internal

communication methods contribute to corporate and internal branding ,0% believe that it

has no connection with corporate and internal branding, 20% of the respondents believe

that to some extent different internal communication methods contribute to corporate and

internal branding whereas 30% of the respondents believe that to large extent the

different internal communication methods contribute to corporate and internal branding.

5) Do the HR-practices contribute to the corporate and internal brand building?

Yes No Some extent Large extent

20% 20% 40% 20%

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ANALYSIS

According to the above pie chart, 20% out of total respondents are of the belief that the

HR-practices contribute to the corporate and internal brand building , 20% of the

respondents believe that the HR-practices do not contribute to the corporate and internal

brand building , 40% of the respondents believe that to some extent the HR-practices

contribute to the corporate and internal brand building where as 20% of the respondents

believe that to large extent the HR-practices contribute to the corporate and internal brand

building.

CONCLUSION

Internal branding is truly a cross-functional practice. Having now spoken to Human

Resource professionals we can confirm that internal branding is not just the purview of

marketing departments. However, it is not unexpected that there is some specialisation.

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The marketing executives we spoke to tend to be more involved in the development of

brand strategy particularly as it relates to the business. For example, they are more deeply

immersed in questions relating to customer experience, corporate image, business

development and design, and collateral materials that support brand values. Human

Resource professionals tend to be more concerned with tactics and implementation. They

are mostly immersed in matter of compensation, employee attributes and behaviours and

recruitment.

Success requires both!

Core values can strengthen corporate brands if they are united with cultural

values.

Core values contribute to external corporate brand building by adding value tocustomers.

Core values contribute to corporate and internal branding by acting as an

organizational structure or cultural element which guides employee behaviour.

Core values contribute to corporate and internal branding by internally indicating

how the vision is to be achieved.

An abstractly formulated vision contributes to corporate branding more as a

management tool which sets the strategic direction for the company than an

internal branding tool which can guide brand-related employee behaviour.

Corporate culture contributes to corporate and internal branding by acting as a

self-sustaining organizational structure which transmits brand-related values and

behaviours to employees.

Corporate culture can strengthen corporate brands if the main cultural framework

allows cultural interpretations within subcultures.

Corporate culture can strengthen corporate brands if subcultures co-exist in

harmony.

Central communication methods which apply a pull-principle contribute to

corporate and internal branding by motivating employees to search for and apply

brand related information in their work.

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Forums for personal interaction contribute to corporate and internal branding by

enabling employees to develop and deepen their brand understanding and

commitment.

Internal communication can greater contribute to corporate and internal branding

if corporations evaluate how employees prefer to search for and process

information and design communication channels accordingly.

HR-practices can contribute to corporate and internal branding through:

Brand-related recruitment

Phasing in of new employees

Brand training or brand internalization among current employees

Internal brand auditing

FINDINGS

Three trends are becoming stronger in the immediate future

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(i) More walk the talk

As employees who have grown up with internal branding as a way of life and understand

its power and importance enter senior management, so the large gap between senior

managers actually walking the talk and not, will be closed.

Also there is a proliferation in the number of stories surrounding senior management

walking the talk, often as iconic figures, and successful companies. West Jet is a good

Canadian example of this.

(ii)Suffusion into all parts of the company

As those involved in internal branding increasingly have success with front line

employees and directly with customer experience, so they will begin to extend their

expertise and methods back into the corporation and involve those employees who do not

have direct customer experience but have influence nonetheless. The non-frontline

employees will become touched by internal branding.

(iii) Social Responsibility

A Bank of Nova Scotia study discovered that 61% of Canadians would change their job if

their employer demonstrated poor corporate social responsibility practices. This is an

indicator of our third trend for the future; internal branding values are going to become

increasingly influential. Furthermore, they will have to include a stronger sensitivity to

environmental and social responsibility concerns as well as community involvement.

REFERENCES

The handbook of brand management-Arnold, D.

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Building brand commitment: a behavioral approach to internal brand

management- burmann, c. And zeplin, s. (2005

Marketing management. 9th edition. New york: prentice hall- kotler, p. (1997).

Vision, values, and courage: leadership for quality management- snyder, n. H.,

dowd, j. B., jr., & houghton, d. M. (1994).

http://www.instituteforbrandleadership.org/internalbranding.pdf.

http://www.mafoirandstad.com

http://www.google.com

http://www.hrcite.com

ANNEXURE( QUESTIONNAIRE)

1) Do core values contribute to the corporate and internal brand building?

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http://www.instituteforbrandleadership.org/InternalBranding.pdfhttp://www.google.com/http://www.hrcite.com/http://www.instituteforbrandleadership.org/InternalBranding.pdfhttp://www.google.com/http://www.hrcite.com/


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2) According to you what kind of function the internal brand building is?

3) Is it true to say that corporate culture contribute to internal brand building ?

4) Does different internal communication methodscontribute to corporate and

internal branding?

5) Do the HR-practices contribute to the corporate and internal brand building?

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QUESTIONNAIRE

Name Designation.. Organization.

Objective

This is sent to you as a part of my MBA project I am undertaking on the topic

contribution of internal brand practices to corporate success.

From the organizational point of view this questionnaire is a part of development

exercise to know the strength and the areas needing improvements (possible blind

spots) in terms of different factors contributing to the internal brand building.

Questionnaire to assess the importance of each factor of internal brand building

contributing to the corporate success

Please rate the importance of each competency using the 5-point rating scale

Do core values contribute to the corporate and internal brand building? 5

According to you what kind of function the internal brand building is? 4

Is it true to say that corporate culture contribute to internal brand building ? 3Does different internal communication methods contribute to corporate and

internal branding?

2

Do the HR-practices contribute to the corporate and internal brand building? 1

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PROJECT SUMMARY

1. Working Title :

2. Purpose of Study :

3. Objective of Study :

4. Hypothesis for Study(if any) :

5. Methodology

Research Design :

Data Collection Approach :

Sampling Method :

Measuremet Technique :

6. Proposed Table of Contents of the

Project Report :

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EVALUATION SHEET FOR RESEARCH STUDY

PROJECT

Students Name : _____________________________________________

Roll No. : _____________________________________________

Evaluators Feedback : _____________________________________________

_____________________________________________

_____________________________________________

Did the student contact you regularly for discussion? : YES/NO (please tick)

Marks Awarded : ______________________________________________

(Out of 40)

Signature of Evaluator

Name :

Date :

ATTENDENCE FOR FINAL PROJECT REPORT

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Name of the Student :

Course :

Roll No. :

Name of the Supervisor :

S.No. Date Time Progress of Report (Remarks) Signature of Student Signature of Supervis

Documents

Corporate Success - Contributions of Internal Branding Practices in MAFOI