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Validating marketing research

validating marketing research-51

For instance, a survey of 269 frontline employees (Morhart et al., 2009) showed that participants were more likely to embrace an organization’s external brand positioning when leadership was transformational (e.g., role modeling, articulating an inspiring brand vision, empowering internal brand representatives, and coaching them) and when employees perceived a high level of autonomy, competence, and relatedness when performing their work roles as brand representatives. Building brand community membership within organizations: A viable internal branding alternative? Building and measuring employee-based brand equity. Journal of Product & Brand Management, 16, 310-320. Similarly, drawing upon a survey of 167 senior managers and several top management focus groups, Henkel et al. Journal of Product & Brand Management, 19, 210-217.

validating marketing research-51validating marketing research-63

To help our authors do this, we have launched the data note.(2007) found employees tend to exhibit brand consistent behaviors when managers spend time explaining branding objectives (i.e., informal management) and helping employees articulate a brand to customers in their own individual ways (i.e., employee empowerment). The results of three experimental studies indicated that consumers’ brand personality impressions and brand attitudes largely depended on the extent to which they considered an employee they closely interacted with as an exemplar of the brand’s workplace (Wentzel, 2009, p. Based on data collected from 453 employees, 172 supervisors, and 933 customers from 26 organizations, Chiang et al. Did you know that there almost 250 open access article processing charge (APC) funds available to researchers worldwide?At Bio Med Central, we offer a free advice service to help our authors to discover and apply for funding.(2012) concluded that brand-centered human resources and corporate communications management may positively affect brand psychological ownership of employees which can ultimately lead to their constructive brand citizenship behaviors.

Finally, across three controlled experimentsnd one critical incident study, Sirianni et al.

It is very critical for employees to meet the standards that organizations set for branding (i.e., whether staff are “walking” the “talk” written in its internal and public messages, as shown in a brand is negligible, although it may vary in degree and scope.

The entire body of employees, regardless of their hierarchical or functional role in an organization, plays a crucial role in building such a competitive advantage (Burmann et al., 2009).

Employee behavior actually lies at the very heart of any brand (Burmann, Zeplin, & Riley, 2009).

As part of an organization’s brand positioning strategy, leveraging the product and service encounters between employees and customers has attracted increasing attention from both academicians and professionals (Devasagayam, Buff, Aurand, & Judson, 2010; Henkel, Tomczak, Heitmann, & Herrmann, 2007; King & Grace, 2010; Papasolomou & Vrontis, 2006; Sirianni, Bitner, Brown, & Mandel, 2013; Wentzel, 2009).

Brand citizenship behavior describes a series of employee behaviors outside of the formally defined role expectations but enacted in hope to enhance brand identity (e.g., willingness to contribute to brand success, brand awareness, brand enthusiasm, marketing the brand, self-development and self-improvement in alignment with brand’s positioning vision). The Journal of Product and Brand Management, 15, 37-47.