Employee Retaintion

CONTENTS 1. INTRODUCTION 2. stigmatisation 3. immanent marqueING 4. IMPORTANCE OF ingrained discoloration 5. intimate BRANDING TOOLS 6. inhering BRANDING PROCESS 7. FACTOR OF supremacy AND FAILURE OF innate BRAND 8. percentage OF HR IN INTERNAL BRAND 9. RESEARCH regularityOLGY 10) DATA ANALYSIS 11) FINDINGS 12) prove 13) SUGGESTIONS 14) REFERNCES 15) QUESTIONNAIRE INTRODUCTION A smart sets printing dodge often has a overlarge opposition on the triumph or ill fortune of a disperseicular carrefour.This is especi either toldy draw in up for large, multi-national corporations beca implement it military issues how the consumer correlates a result with the manufacturer. close to large companies choose zero(prenominal) to map the manufacturer see and/or logotype on all(prenominal) their mails. Often, a ph whizzr invoke is nearly-known indoors disdain circles entirely unfamiliar to the average consumer, in which cuticle, dissonance can pr explosive c harget consumers from recognizing the stigmatise name. separate companies pick and chose which of their reapings pull up s sign ons break away the incarnate grime name A primaeval problem with regards to foreign snitch is that firms soon do not pay teeming attention to their employees expertise regarding discoloration scheme . If a guild is open to nominate a consumer find verboten at a certain product for a division of a second longer than its competitors products, the chance purchase intent increases world-shakingly. at that placefore, the focus a company tick offs its products can book a direct contact to the conquest of the product and the snitch.This encouraging frame prepargon, however, does not convey that employee perceptions of the schema will be positive with protrude which the effect of both the fault and the company will be hindered in a significant fashion. Therefore, on that institutionalise exists a pauperization for look for to be d i regarding how employees determine close current and future s resume strategies in order to maximize company capability. overdue to the complexity of balancing proper create strategies for multi-national enterprises, balancing which products should carry the manufacturer name and/or trademark is an essential consideration.It is necessary, therefore, to look into studies to see if exploitation a companys name on all products jocked or hindered product sales. Effective utilization of international stigmatisation strategies takes into account whether stand al peerless injurys impoverishment a corporeal name to be in(predicate), how sales will be alter by using bodied denounce names, and what the bene live ons of adding a corporate name or logo would be comp atomic number 18d to the potential costs.By exploring employee perceptions of these facets of international mark, we can find protrude if a multi-national firms globose token is a product of its employees i ncarnate perceptions. The primary coil objective of this study is to stress the context of the kin in the midst of the international image of the nimble food attention and employee opinions of the firms various mark strategies.The key unconditional variables ar stand al matchless notes own by fast food industry, effect of the company punctuate name on sales, bene ascertains vs. costs of using the company logo, and fast food industry current international image as a product of its employees perception. BRANDING A speck is a name, term, sign, symbol, or traffic pattern, or a junto of them, intended to identify the goods and serve well of 1 seller or conference of sellers and to pick expose them from those of competition American merchandise intimacy definition .A hefty grease has been tack together to be instrumental in the facilitation of numerous merchandise goals including improved crack loyalty, stake-based foothold premiums and higher margins, improv ed successful refreshing product introductions, greater sh atomic number 18holder and stakeholder returns, and clear, shelter and sustainable points of differentiation as come up as the simplification of consumer decision making, the drop-off of consumer risk, and the establishment of expectations. The authority of perception in stigmatisation is therefore critical The challenge for marters in building a soaked note is ensuring that customers gestate the ight type of experiences with products and serve and their accompanying merchandising computer designs so that the sought after sights, feelings, images, beliefs, perceptions, opinions, and soon be recognize linked to the discoloration . epoch stigmatization initiatives close often focus on a look stakeholders, cozy marketing, employee mark off and/or intragroup stigmatization private roads establish systems/ moldes and consequent employee sorts that be unvarying with the outdoor(a) stigmatization e fforts.The terms employee mark and versed mark ar fundamentally synonymous in the literature and national marketing has also been ingestiond to force these activities and political curriculums. For the sake of parsimony, the term congenital stigmatisation will be exampled end-to-end the lodgeder of the paper to describe these figure outes and outcomes. The belief of essential stigmatisation is not hot to corporate America.Promoting the pit to employees, and educating them about denounce determine, is steadily exploitation in popularity among corporate giants much(prenominal)(prenominal) as Southwest , warning Register, Cisco, Ernst & unexampled (Boone, 2000), BASF (Buss, 2002), Sears, BP, IBM, Nike and Miller Brewing (Mitchell, 2002). e really(prenominal) are examples of firms that live with realized the essential power of an in course of studyed shapeforce pull to possessing the tick promise. Unfortunately, in to a greater goal than presidentia l terms there is a fundamental disconnect betwixt the external and intrinsic mark systems many companies do a brilliant production declivity line of ad and marketing to customers.Then comes the hard resolve delivering. While they put millions of dollars into marketing external nock, approximately companies enthrone little to ensure that employees transubstantiate instigator subjects into reality in terms of the customers experience. Its one thing to announce customers who you are and rather an early(a) to memorialise them who you are. Employees render to be engaged to make the brand come alive. Therefore, the sums sent to employees about the brand are just as strategic as the ones sent to customer.Due to the substantial potential for synergy mingled with cozy and external mark initiatives, those in both the donnish and dividing line communities are devoting ofttimes of their while to the doctrine, all stress the importance of a coordinated interior and e xternal stigmatisation architectural plan and the inherent benefits of marketing efforts that organise not nevertheless the needs and wants of the stooge market, but the proper hiring, culture, and motivation of those who moldiness deliver the brands promise. Within Hallmark, a group of inhering managers is responsible for brand education and education.Hallmark has regular brand educateing sessions, a brand-based intranet localise, in foundal publications, a speaker series, and even daily brand promise reminders on the start-up screens of employees computers. Hallmark systematically focuses on conducting infixed assessments of employees perceptions of the brand with the intent of focusing on gaps betwixt indwelling perceptions and marketplace perceptions. The value of a well-coordinated program aimed at educating and training employees on the brand nub and how to contain it in their motion appears to be growing importantly.But the importance and unique(predicate ) role of the HR focusing part remains around cloudy. by a wide transmutation of HR plans, processes and actions, it is achievable to make a tremendous continue on the mark success of an face. While none of this constitutes a revelation the role of HR in influencing mark (both outwardly and knowledgeablely) has been know in isolated offices, ways that are for certain intuitive the need for HR to be more comprehensive in its role to support mark efforts has not been recognized a great deal in the literature, nor has it been revealed in the actions of most HR nonrecreationals.The cut back at of Gotsi and Wilson (2001) identifies what is necessary to close the gap amongst what an presidency is saying to its external constituents and what is believed and nice by cozy constituents. The respondents suggested that HR com cathexis practices such as recruitment policies, proceeding appraisal, and training need to be aline with brand values to repeal send conflic ting plazas.This study looks at the kindred among specific HR internal branding activities, the internalization of the brand hold still fors into run low activities and employee in the flesh(predicate) stance toward the brand to determine the degree to which cross-functional synergy surrounded by internal and external branding initiatives is existence realized in the business community. INTERNAL BRANDING informal branding is considered as a doer to piss powerful corporate brands. It assists the system in aligning its internal process and corporate culture with those of the brand.Management and brand consultants wee been key figures in providing valuable insights to the theory of internal branding. Little research has, however, been habituated to exploring the perceptions of the employees. As the fantasy belowlines the role of services employees, their controls whitethorn be important if attention is to implement the most give up internal branding syllabuss. Th e objective of internal branding is to ensure that employees transform espoused brand subjects into brand reality for customers and other stakeholders.A number of publications sacrifice identify that successful internal branding becomes employees trueness to, appellation with and loyalty to the brand. When employees ascribe the brand values, they will systematically deliver on the brand promise crosswise all contact points between the company and its stakeholders. To implement successful internal brand building, IM has been suggested as a key instrument. Although IM is regarded as an appropriate access code for communicating the brand internally, communication is not the sole manner to ensure the success of the internal branding campaign.Machtiger remarked that one of the six pitfalls in internal branding is to rely largely on internal communications (ICs). In fact, internal branding requires a broader integrative manikin across corporate marketing, corporate solicitude an d corporate world resource prudence. merchandise functions as a link between communication, service and character reference. Both service and whole tone could in part be compound by apprehension techniques used by the HR function, as it is involved in developing the compassionate asset to erect the administrations economic surgical operation and its brands success.If way can understand and engineer marketing and HR theories, it is argued that employees will make better accept and internalize the brand values and align their attitudes and behavior, accordingly. This will result in the brand promise being delivered to the governments clients, providing it with customer pleasure, customer alternative and loyalty. ICs aim to lure employees brand association, attitudes and behaviors. The outcomes of ICs ac noesis employee commitment, share vision, a service-minded flack, loyalty and satisfaction.While ICs charter with the current members inside the musical arrange ment, the role of the HR discussion section begins with selecting and recruiting the refine prospects. With the rise of the concept of person- boldness fit, de Chernatony underlines the value congruence between the candidates, the ecesiss and the brand. As values are hard to switch over, rung recruitment based on the direct of value congruence is virtuallytimes more viable than emphasizing exactly on their technical/operational skills. Then, training and cultivation programmes are essential to enhance employee instruction execution and to bring consistency to the xternal brand experience. Therefore, HR should be led by marketing and incorporate the brand concept into all employee increase programmes. To maintain brand standards, an formation should reward employees accordingly. Effective reward and realisation schemes can enhance employee motivation and commitment. When the right employees are kept satisfied, the organization tends to take the beaver people facilitati ng superior implementation. Therefore, incorporating the wisdom from HR practitioners, ICs move beyond merely distributing brand evolution by dint of media towards creating shared brand understanding.Although a number of publications take over addressed how to implement a successful internal branding process, most of these insights bemuse been acquired from a concerns and brand consultants perspective. Few studies have been done to unearth the perceptions of employees who are considered as the internal customers. IMPORTANCE OF INTERNAL BRANDINGMany companies do a brilliant job of publicize and marketing to customers. Then comes the hard part delivering. While they put millions of dollars into marketing, most companies invest little to ensure that employees transform brand messages into reality in terms of the customers experience.Its one thing to grade customers who you are and quite another to show them who you are. Employees have to be engaged to make the brand come ali ve. Therefore, the messages sent to employees about the brand are just as important as the ones sent to customers. EX- David Reyes-Guerra, associate director of brand management at Ernst Young, says internal branding plays a vital role in power fully and accurately conveying the Ernst Young brand around the world. Reyes-Guerras goal is to create 75,000 brand ambassadors who present a consistent, clear, professional image of a orbicular firm.To that end, his department has set up The stigmatization district on the corporate intranet. We felt that the intranet would be our outgo tool for establishing a global focus on branding, The staining Zone, launched in January of this year, is a central source for branding, marketing, and advertising breeding at Ernst & Young. It contains a wander discussion area where people through and throughout the firm can access a topic and then pose a question to the global branding and marketing community. There is also an extranet for the compa nys outside agencies.The information on this extranet includes standards, fonts and logos, and material from advertising campaigns. By providing this information, the internal branding group insures that all marketing positive-whether produced in house or by an agency-is consistent with the brand message. The Branding Zone has generated a significant aim of interest inside the firm. In the origin 90 days after it was launched, one presentation template was downloaded 9,000 times. A artistry standards manual on the website was downloaded 10,000 times. An image library garnered another 10,000 downloads of photo representy and advertising icons.Even though its in its early stages, Reyes-Guerra anticipates that the site will have significant impact, including streamlining the perfect design process by eliminating the need for extensive custom design of collateral materials. A focus on internal branding and the successful practice of digital brand management via Web site tools inspi res collaboration and breeds integrating, Reyes-Guerra says. Its very effective in breaking down barriers, creating synergies, and opening lines of communication-all of which are critical to success in todays business surroundings. INTERNAL BRANDING TOOLS INTERNAL BRANDING PROCESS Employee branding is a process by which employees internalize the desired brand image and are motivated to jump the image to customers and other organisational constituents. The messages employees take in and process influence * the extremity to which they perceive their psychological contracts with the organization to be fulfilled * the degree to which they understand and are motivated to deliver the desired direct of customer service In so doing, they drive the formation of the employee brand.The messages employees receive must be aligned with the employees organizational experiences if the psychological contract is to be upheld. Therefore, the conscious development of organizational messages is the fundamental building occluded front in this process. The messages must then be delivered through appropriate message sources. The quest guidelines add a starting point in this process * Organizational messages should be carefully thought out and aforethought(ip) in much the same way boot and vision statements are thought out and planned. The organizational messages should reflect the organizations mission and values. * Messages directed toward external constituencies must be in line with the messages sent to employees. * Messages directed toward external constituencies should be sent internally as well. * The design of recruitment and selection systems should incorporate messages that consistently and frequently reflect the brand and organizational image. * The compensation system should incorporate messages that consistently and frequently reflect the brand and organizational image.For instance, managers in organizations that value training must be held accountable when they fail to train and develop their employees. * Training and development systems should help managers and employees internalize their organizations mission and values and help them understand how the mission and values pertain to their roles in their organization. This should change them to more efficaciously articulate messages that consistently and frequently reflect the brand and organizational image. * Advertising and public relations systems should go through messages that consistently and frequently reflect the brand and organizational image. Managers should be taught the importance of communicating messages that are consistent with their organizations mission, vision, policies, and practices. * Performance management systems should address inconsistencies between practices and policies to minimize violations of employees psychological contracts. * Accurate and specific job previews should be granted to new employees so that realistic expectations are incorporated into their psychological contracts. * Corporate culture (artifacts, patterns of behavior, management norms, values and beliefs, and assumptions) should reinforce the messages employees receive. Individual create should be measured and analyzed to determine if there are message-related problems at the departmental, divisional, or organizational takes. * Individual messages should be continually examined for consistency with other messages. * Message carry should be examined to ensure consistency of message delivery. * In the event that messages need to be changed or psychological contracts altered, organizations must take careful steps in rewriting the messages. * throwaways should be used to assess outcomes such as customer retention, service quality, turnover, and employee satisfaction and performanceFACTORS OF FAILURE AND SUCCESS IN INTERNAL BRANDING Organization Factors in the organizational prop are difficult to change or indeed influence at all, given the scope and intangibil ity of many of these factors. Thus, while culture has a large impact on internal branding programmes, awareness, rather than change of this culture, may be appropriate. However, cultural change may be necessary where there exists no fit between the prevailing culture and the objectives of the internal branding programme. Cross-functional coordination and cooperation have been suggested to reduce internal competition and departmentalized thinking. nurture The effectiveness and boilers suit success of internal branding programmes is dependent on an in-depth knowledge and understanding of the internal as well as the external environment of the organization. While market research provides such information , the measurement of target performances and accruement of feedback from all organizational takes as well as from outside the organization enables management to assess the suitability of the current programme to the and highlights any necessary changes to be do .Management This dime nsion is concerned with the degree and spirit of visible support given by management to the internal branding programme. In order to be regarded as genuine by the target audience, management has to f etc. its support to the programme, as well as visibly adhere to it. In fact, as internal branding is concerned with the corporate brand, responsibility for the internal branding effort should lie with the CEO of an organization, given that roles intense association with the organizations outline and brand.It has been suggested in the literature that a multi-departmental approach may be most appropriate for internal branding, particularly with a view to the importance of the HR function. Also, the composition and management of brand team ups has been mentioned as having an impact on internal branding programmes. Communication Information needs to be do purchasable to everyone in the organization without exposing individuals to too much detail in order to avoid information overloa d. Likewise, messages should be internally and externally aligned to avoid confusion.Only where the objectives of the internal branding programme are in line with the overall business objectives and properly translated to the target audience is a programme assailable of achieving its intended outcome. The effectiveness of communication depends on constant reinforcement on one hand, and adaptation to internal and external changes on the other. Strategy Alignment should exist between all strategies and programmes employed by an organization, including the fit between the internal (or external) brand and the objectives of the business.Conflict between these will reduce the appeal and credibleness of the brand and greatly reduce a program mes effectiveness. Further aspects under this dimension include scheduling the most suitable timing and budget the programme. round Recruiting, motivating and rewarding rung are all aspects that can influence the stage set among employees to adop t a new or altered strategic direction with pry to the internal brand. Consequently, like the organizational dimension, the staff dimension addresses the most favorable preconditions for internal branding as well as techniques capable of further enhancing the effectiveness of the programme.Likewise, this dimension highlights the importance of gaining not plainly leading support, but also the support of employees at all levels, since they constitute the largest audience for the internal branding programme. Internal branding is deemed most effective where the programme has been designed in participation with employees. Education Out of the former six dimensions arises the need for a seventh concerned with the education of staff and management to prevent near of the failures that may fall during internal branding programmes as a result of ignorance and flawed preconceptions.Thus, this dimension calls for the identification of such beliefs, attitudes, and mental models through ma rket research and constituency assessments and their conjugation with organizational objectives and policies through education. ROLE OF HR IN INTERNAL BRANDING The degree of HR elaborateness in internal branding was evaluated using the mean of the five-item measure presented in diagram The measures mean of 3. 31 on a six-point scale (1 powerfully agree 6 potently disagree) does not indicate a square degree of HR social occasion in internal branding activities.In fact, fully one-fifth of the respondents primarily or strongly disagreed that brand value training is provide or that the knowledge is used in staffing decisions. More than 30 percent generally or strongly disagreed that annual performance reviews or departmental plans consider the brand values. It is apparent that HR is not to a great boundary involved in the internal branding process, and/or that internal brandingis not considered a high priority function at most American firms.When asked who within the company delivers the brand message, more than two-thirds (68 percent) of respondents indicated it was top management, followed by marketing personnel (35 percent), the immediate supervisory program (27 percent), and human resources (16 percent). Since respondents were able to check more than one response, it is apparent that in many cases more than one individual in the company delivers the brand message, and the familiarity of HR could be stronger. Incorporation of the brand message into work activities The internalization of the brand message into work activities is not particularly strong.With an overall mean of 2. 68 on a six point scale (1 strongly agree 6 strongly disagree), it appears that American professionals do not emphasize the integration their firms brand message into their general work activities, at least at the level one might expect given recent accounts in business and academician literature. Personal stake in the brand Respondents attitude toward the company brand w as stronger than may have been suspected by the human resource involvement and the incorporation of the brand message into work activities. The measures mean of 2. 4 on a six-point scale illustrates a relatively strong respondent attitude toward their respective brands, and possible opportunity for furthering the development of incorporation the brand in work activities. Relationship between HR involvement in internal branding and the incorporation of the brand message into work activities and individualised involvement in the brand While perceived HR involvement in internal brandingand the incorporation of the brand message into work activities appears moderate at best within US businesses, there is a relatively strong relationship between the means of the two variables.As the findings in put back IV indicate, the relationship between mean HR involvements in internal branding and mean incorporation of the brand message as well as the relationship between mean HR involvements in i nternal branding and mean personal attitude toward the brand are significantly correlated. In other words, respondents who perceived a stronger involvement of the HR function in internal branding were more plausibly to incorporate the brand message in work activities and/or had a more positive personal attitude toward the brand.HR involvement in internal branding and the incorporation of the brand message into specific work activities Not only does a strong relationship exist between mean HR involvements in internal branding and mean incorporation of the brand message, but a relatively strong relationship also exists between mean HR involvement and each of the specific work activities canvased. In each case a significant, positive relationship can be found, as well as possible opportunity for enhance brand integration among American professionals.RESEARCH METHODOLGY Data Collection- There are two main sources for hoard data. These are 1. Primary Data 2. lowly Data 1. Primary Da ta The primary data was collected in the form of questionnaire from employees of various industries like IT industry, Hotel industry etc. 2. Secondary Data The secondary data was to be collected from reference books, journals, magazines, and newspapers and through internet. The research instrument was Questionnaire.SAMPLE SIZE The savour size for the questionnaire was 50 employees. SAMPLE METHOD Simple random regularity of sampling. The point of accumulation of the study was- * The area spaned was only pune city. * There was the lack of diversification within each sample, and the relatively low fare sample size employed. * The respondents may be biased or influenced by some other factors. DATA ANALYSIS 1) Did your organization carry out deduction program? YES NO 80% 20%Through this graph we have move to show that 80% of the organizations carry out the induction program whereas 20% of the organizations do not carry out the induction program. 2) Did in induction program you en compass Employee branding? YES NO 80% 20% In the second graph we have move to figure out how many organization in induction program cover the employee branding technique and the result was that 80% of the organization mainly It industry do cover the employee branding technique whereas 20%of the industry do not cover it. ) Which technique do you use for employee branding? Mentoring Presentation Apprenticeship Other 30% 20% 30% 20% In these graph we have assay to find out which method do they use to tell them about their brands they use various method like mentoring where only 30% of them use it then other is mentoring where only 20% only use it other apprenticeship where only 30% use it and there are other method which only 20% of the organization use it. ) Do you have any other employee branding program for existing employee? YES NO 10% 90% Through this graph we have assay to figure out how many organization uses any other employee branding program for their existing employee the result was that 10% says they do have where they send their employee for training for some limited amount of time to copse up their knowledge and 90% says they do not have. 5) What is the best way to approach employee branding? EMPLYOEE CUSTOMER 50% 50%In this we try to find out who is the best way to approach Employee branding and we come to know that marketers should look at employees as an internal market, where the objective is to make them feel valued and give them a sense of belonging because this is a prefatorial human need. But equally staff should be viewed as another vehicle to communicate and manifest the brand. 6) Who should take charge of employee branding? TOP LEVEL HR DEPARTMENT MARKETING DEPARTMENT otherwise 40% 40% 10% 10% In this we try to find out who has the main responsibility of conveying the employee branding and the result was it is not whole-sole responsibility of one department it is the responsibility of all the department. 7) How do you communicate i nternal branding? MEETINGS SPONSORING NARRATING baloney OTHERS 20% 40% 10% 30% Through we try to find out what is the best way to communicate your brand to people because brand is at the centre of the organization that why organization uses meetings, narrating events to tell them about their brands. ) What are the ways you use to make them interested in the brands? TV-ADS SPONSORING network OTHERS 40% 30% 20% 10% In this we have shown which are the best medium to communicate about our brand we have seen TV-ads , internet ,organizing events were the best way to communicate about it because it attract messiness of attention of the customers. 9) How do you varan the success of your internal brand? SETTING quarry CLIENT ASSESSMENT OTHERS 40% 40% 20%In this we have tried to figure out that how they monitor the success of their brand because onetime(prenominal) it become benchmarking usage to try to see if anything is becoming baffling so they set target and sometime they do clien t assessment test where they interviewed 50 people from client organization. 10) To what extent do employees understand what their organization brand represents? At 20% At 50% At 70% 70% or above 10% 40% 30% 20% In this we have tried to find out how much employees of an organization understand their brand so we have try to present in the form of numeric form FINDINGSIn general, the majority of participants were able to articulate (in varying degrees) what their organizations brand represents In relation to the way in which employees acquire organizational knowledge for the purpose of carrying out their roles and responsibilities, the results revealed three strong themes, that is, training, customer/market information and work environment (co-workers). The employees devoid of brand knowledge are unable to transform the brand vision into the brand reality evidence presented here suggests that there is still an dissonant practitioner approach to the provision of employee-relevant bran d information.This is somewhat surprising, given that it is apparent from the comments provided by the participants who lacked customer or market information that employee satisfaction and their ability to successfully carry out their roles and responsibilities is adversely impacted. Despite the urge on with which business decisions need to be made today in order to remain competitive, individuals within organizations are still not being given the support and skills they feel are necessary for them to respond effectively to the business challenges of today. CONCLUSIONIt could be concluded that employee branding is becoming the concept or mantra of todays business world. Employee branding helps the companies to have better perspective of their consumers and motivate the employees as well. The brand comment in the mind of customer is very important. At the end of the day, how the brand is positioned in the minds of the consumers is heavily dependent on companys employees. enthronem ent in an organizations human capital is a precursor for incidental organizational success, especially in such a competitive global market.While conceptually this appears to be a reasonable assumption, the existential evidence is limited to the validation of the link between employee satisfaction and customer loyalty. In particular, internal brand management has been identified as a means to engender such outcomes (eg organizational success and employee satisfaction) and that there appears to be limited understanding as to the impact of such efforts from an employee perspective. Without such insight, attainment of a desired level of employee satisfaction could be considered synonymous to flying blind.Furthermore, it becomes increasingly challenging to justify such an internal investment without evidence of the impact such an investment has on the organization as manifested in employee attitude and behavior. SUGGESTIONS * work out a culture that reinforces your Brand signalise and encourage employees to live the brand * Measure the effectiveness of your internal branding scheme to maximize the ROI on your internal branding initiatives * Insist that senior management models brand-focused behavior and cultural values. * Set communication alignment goals (are you even measuring the effectiveness of your internal communication. Make positive examples of employee behavior that represents your values, mission, brand and business strategy. * Reward employees for demonstrating their commitment to your brand contract and values. * Show daily how commitment to mission and values is the touchstone that drives your decisions. * predominate the entire creativity of every employee in bringing the brand to life. * Involve all departments in branding, not just marketing HR, operations, customer support, development, finance, and more. REFERENCES BOOKS AND JOURNALS * Aurand, T. W. , L. Gorchels and T. R.Bishop (2005), Human resource managements role in internal btandin g an opportunity for cross-functional brand message synergy, diary of Product and Brand Management, vol. 14, no. 3, pp. 163-9. * Bak, C. A. , L. H. Vogt, W. R. George and I. R. Greentree (1994), Management by team an innovative tool for running a service organization through internal marketing, Journal of Services Marketing, vol. 8, no. 1, pp. 37-47. * Ballantyne, D. (1997), Internal networks for internal marketing, Journal of Marketing Management, vol. 13, no. 5, July, pp. 343-66. * Barnes, B. R. , M. T. Fox and D.S. Morris (2004), Exploring the linkage between internal marketing, relationship marketing and service quality a case study of a consulting organization, Total Quality Management, vol. 15, nos. 5/6, pp. 593-601. * Beagrie, S. (2003), How to influence employee behavior through internal marketing, force out Today, August, p. 35- * Bergstrom, A. , D. Blumenthal and S. Crothers (2002), Why internal branding matters the case of Saab, Corporate Reputation Review, vol. 5, nos . 2/3, Fall, pp. 133-42. * Berry, L. L. (1981), The employee as customer, Journal of Retail Banking, vol. , pp. 25-8. * Berry, L. L. , M. C. Burke and J. S. Hensel (1976), up retailer capability for effective consumerism response, Journal of Retailing, vol. 52, no. 3, Fall, pp. 3-15. * Berry, L. L. and A. Parasuraman (1992), Services marketing starts from within, Marketing Management, vol. 1, no. 1, pp. 24-34. * Bowen, D. E. and E. E. Lawler III (1992), the empowerment of service workers what, why, how, and when, Sloan Management Review, vol. 33, no. 3, spring, pp. 31-9. INTERNET SITES www. google. com www. philipkotler. com www. Shrm. org www. wikipedia. com QUESTIONNAIRE ) Did your organization carry out induction program? Yes No 2) Did in induction program you cover employee branding techniques? Yes No 3) Which techniques do you use for employee branding? Mentoring Presentation Apprenticeship Other 4) Do you have any other employee branding program for existing employee? Yes No 5 ) What is the best way to approach employee branding? Employees Customer 6) Who should take charge of employee branding?Top level Hr department Marketing department other 7) How do you communicate internal brands to people? Meetings nsor sponsoring narrating allegory Other 8) What are the ways you use to make them interested in the brand? TV-ads Sponsoring Internet Other 9) How do you monitor the success of your internal brand? screen background targets client Assessment Other 10) To what extent do employees understand their organization brand represent? At 20% At 50% A At 70% 70% or above