Brand, Identity and Reputation: Exploring, Creating New Realities ...

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Another piece of the jigsaw fell into place during some consultancy with a department store chain. The business issue was to explain how two branches of the same store had such radically different financial performances particularly as the poorer performer had recently benefitted from an expensive refurbishment. Our formal measures showed that, in the latter store, employee views of the company were low particularly by comparison with those of customers. In the better performing store employee views were superior to those of their customers. However the body language of the employees in both stores was more compelling than the survey ratings. Added to that were the often telling views of customers (Chun and Davies, 2002; 2009). Differences between the level of affect between customers and employees seemed to relate to different levels of sales. We still lacked a theory of human behaviour to explain why and how customer and employee views might interact and to predict when both positive and negative effects might be expected. We found what we sought in assimilation-contrast theory, the idea that customers will take a new piece of information, in this case their view of the employee attitude, and compare this with their existing perception of the company (Anderson, 1973). If the new information differs little from expectation or as some have put it, falls within a zone of indifference, customer perceptions remain the same, the new information is assimilated. If however the employee attitude is notably incompatible, either positively or negatively, with the customers existing view, then customers will contrast away from that view and change it, often markedly so. They will, as existing marketing theory makes clear, tell others as well as buying more or less themselves. Future sales will then decline or increase under contrast. Our empirical work to test the model was with 56 business units drawn from 9 different service companies. We chose services and particularly those with significant employee-customer contact or interaction as this was the context where the effects we predicted might be most obvious. We interviewed in total 4307 respondents, divided between customers and employees. We obtained sales data a year after our interviews and compared this with sales at the time of the interviews to obtain a percentage increase or decrease in sales the year after our measures. The main modelling consisted of a series of regressions where the dependent variable sales increase/decrease was predicted by the employee views of reputation, the customer views and the difference between them. We controlled for age of company, size of company and whether the company was predominantly in a B2B or B2C market (Davies, Chun and Kamins, 2010). The analysis shows that sales growth is significantly predicted by the gap between employee and customer views for the top one third and bottom one third (in performance terms) of the sample. When employee views were greater than customer views future sales grew by up to 30%, the other way around and sales declined by up to 30% (Contrast). When employee and customer views were similar there was no significant change in subsequent sales (Assimilation). The Consequences Employees are, to a corporate brand, the equivalent of an advertising campaign for a product brand. A great ad. is aimed at the heart as well as the head. So too with corporate branding. The Corporate Character Scale is essentially a measure of affect, not cognition as with RQ and AMAC. It captures the way people think about corporate brands by using essentially behavioural traits. However the process that was uncovered during the journey is more important than the measure. Contact employees impart their attachment or indifference to the corporate brand to their customers. A useful label is emotional contagion; customers literally catch the mood of the employee. When the employee attitude is unexpected by the customer, that customer changes his/her future behaviour either positively or negatively. Going forward it will come as no surprise to see an emphasis in recent work on how the employee view is created (Davies, 2008). Some recent findings include the role of the leader in influencing both employee and customer views, the role of the psychological contract in influencing employee views and similarly the role of training for employees (Roper and Davies, 2010). One quest ends; another begins. References Aaker, J. (1997). Dimensions of Brand Personality Journal of Marketing Research. 34 (3), 347-56 Anderson, R.E. (1973). Consumer Dissatisfaction: The Effect of Disconfirmed Expectancy on Perceived Product Performance, Journal of Marketing Research, 10(1), 38-44 Brown, S.P. (1995). The moderating effects of insupplier/outsupplier status on organizational buyer attitudes, Journal of Academy of Marketing Science, 23(Summer), 170-181 Brown, T.J., & Dacin, P.A. (1997). The Company and the Product: Corporate Associations and Consumer Product Responses, Journal of Marketing, 61(1), 244-249 264
Chun, R. & Davies G. (2009). Employee Happiness isn‘t enough to Satisfy Customers, Harvard Business Review, April, p19 Churchill, G.A. (1973). A Paradigm for Developing Better Measures of Marketing Constructs, Journal of Marketing Research, 16(1), 64-73 Davies, G. & Chun, R. (2002). Gaps between the internal and external perceptions of the corporate brand, Corporate Reputation Review, 5(2-3),144-58 Davies, G. (2008). Employer branding and its influence on managers, European Journal of Marketing, 42(5/6), 667- 681 Davies, G., Chun, R. & Kamins M. (2010). Reputation gaps and the performance of service organizations‖, Strategic Management Journal , 31(5), 530-546 Davies, G., Chun, R da Silva, R & Roper, S. (2001). The personification metaphor as a measurement approach for corporate reputation, Corporate Reputation Review, 4(2), 113-27 Davies, G., Chun, R. da Silva, R.V. & Roper S. (2004). A Corporate Character Scale to Assess Employee and Customer Views of Organisation Reputation, Corporate Reputation Review, 7(2), 125-46 Davies, G. with R Chun, R da Silva and S Roper (2003). Corporate Reputation and Competitiveness, London, Routledge. Ewing, M, Caruana A, & Loy E.R. (1999). Corporate reputation and perceived risk in professional engineering services, Corporate Communications, 4(3), 121-128 Fombrun C. J., Gardberg, N.A. & Sever, J.M. (2000). The Reputation Quotient: a multi stakeholder measure of corporate reputation, Journal of Brand Management, 7(4) 241-255 Fombrun, C, J., & Shanley M. (1990). What's in a name? Reputation building and corporate strategy, Academy of Management Journal, 33(2), 233-258 Hatch, M.J., & Schultz, M. (1997). Relations between organizational culture, identity and image, European Journal of Marketing, 31 (5/6), 356 - 365 Herbig, P., Milewicz J., & Golden J. (1994). A Model of reputation building and destruction, Journal of Business Research, 31(1), 23-31 Keller, K.L. (1993). Conceptualizing, Measuring, and Managing Customer-Based Brand Equity, Journal of Marketing, 57 (1), 1-22 Markham, V. (1972). Planning the corporate reputation. George Allen & Unwin: London Roper, S. & Davies G. (2010). Business-to-business Branding: External and Internal Satisfiers and the role of Training Quality, European Journal of Marketing, 45(5), 567 – 590 Weigelt, K. & Camerer C. (1988). Reputation and corporate strategy: A review of recent theory and applications, Strategic Management Journal, 9, 443-454 Welsh, T. (1994). Best and Worst Corporate Reputations. Fortune 129(3): 58-66 265
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Book of Proceedings Brand, Identity
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Session 1.1 Emotional Branding in T
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p.31) consumers tend to those sourc
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Tables and figures Brand perception
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Malaysia‘s Global Halal Hub - ―
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Birds of a Feather Consume Sports T
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Session 1.2 How is Social Media, li
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2. Interviews made with the adminis
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Table-5 Facebook Members of Homeles
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content (UGC) or even direct intera
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Fierman, (1991) found that 47% of c
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Multiple Dimensions of Brand Identi
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Session 1.3 Corporate Identity, Cor
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CSR are the ideals and ethics of co
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Corporate Brand Identity Management
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To study the influence of B2B relat
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Antecedents And Consequences Of Bra
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22. Gurviez, P., and Korchia, M. (2
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Non-monetary factors, such as effor
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23. Holbrook, M.B. (2006). Consumpt
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Brand Extensions and Culture: The I
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avoidance tend to prefer more infor
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Virtual Internal Brand Communities:
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References 1. Algesheimer, R., Dhol
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associations based on their percept
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shift in the psychological contract
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10. Berthon, P., Ewing, M., & Hah,
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Session 2.1 Global Brand Relationsh
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G. Brand Personality Excitement Hon
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The Impact of Relationship Marketin
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‗United 2010-one for all, all for
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Brand Equity Trends in Top Global B
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Uncovering ‗Meanings‘ through A
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45. Melewar, T.C. and Saunders, J.
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Thus, from a design perspective, we
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Keywords Brands, marketing, meaning
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How Important is the Brand Name Ele
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References 1. Aaker, D. (1991). Man
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Simon Cowell and Branding the X Fac
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Dead or Living: Which Celebrity To
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Reference 1. Bagozzi, R.P. & Yi, Y.
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has been adopted and within this an
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Organizational Factors Contributing
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examine and reconcile existing lite
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Effects of Corporate Social Respons
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15. Morsing M, & Schultz M. (2006).
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1989). But if the information avail
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An Inquiry into Corporate Heritage
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3. Balmer, J. M. T., & Greyser, S.
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Research questions and methodology
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Building Corporate Reputation: A Di
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Session 3.1 Financial vs. Consumer-
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For indicating brand equity, one of
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Financial Brand Valuation: an exper
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Figure 1 Religiously Motivated Cons
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I Don‘t Like It! - Understanding
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Session 3.2 Advertising Agency Empl
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applications of the Repertory Test
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The Life Cycle of Mavens Lynne Free
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Exploring the relationship between
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internal branding process. Internal
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proper branding strategy. With the
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Profiling the Image of Urban Busine
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Finally, the paper confirms the cau
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Table 3 Image differences according
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associated with the brand‖ (Aaker
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Figure 1 - Number of adjectives sel
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Figure 5 - Main attributes of a gol
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Empirical Studies For both studies,
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Figure 2: Perception of the City of
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Co-branding places? Andrea Lucarell
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12. Lucarelli, A., & Berg, P. O. (2
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the place brands, as has been showe
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Session 3.4 Innovation and Entrepre
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The interviews were conducted in th
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Country-of-Origin Effects on Brand
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7. Kaynak, E., Kucukemiroglu, O. &
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Results The demographic profile ind
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use games consoles (Childwise, 2001
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Plenary Session 2 Brand Performance
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Uncles, M.D. & Kwok, S. (2008). Gen
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Brand Management Framework Empirica
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Coneptualising Branding in Indian P
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characteristics could be zeroed upo
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Concentrating on the actual practic
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ooking attractive in greater detail
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Session 7.2 Brand Personification a
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Importance of Country Image to Mega
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Table 1: Evaluative Responses for t
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To be Similar or Unique? Implicatio
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Brown, T. J., Dacin, P. A., Pratt,
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A brand-driven strategy oriented to
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Rheingold, H. (1993). The Virtual C
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A Framework for Public Sector Brand
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Conclusion Public sector organisati
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A strategic investigation into the
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There are also some changes in term
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Brand Hypocrisy Sanne Frandsen, Cop
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Table 1: Empirical Findings Theory
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Brand Governance in Social Networki
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Determinants Brand Orientation Va
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When Individual Experience becomes
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Impact of Storytelling on Consumer
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The Role of Communication in Establ
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Culture‘s Influence on Consumer P
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+ Top-Down Dynamic between Luxury F
Page 213 and 214: Analysis and results We assessed th
Page 215 and 216: An Exploration of Own Brand Retaile
Page 217 and 218: 11. ETI 2010. Ethical Trading Initi
Page 219 and 220: When investigating unique significa
Page 221 and 222: Session 8.2 Closing the Gaps - the
Page 223 and 224: accomplishing reality rather than d
Page 225 and 226: Reddy, 1998, p.40). As a result, br
Page 227 and 228: Figure 2: Doves Real Beauty Billboa
Page 229 and 230: Literature review, as a complete re
Page 231 and 232: Segmenting McDonalds: Measuring Bra
Page 233 and 234: A simple eyeballing of the segment
Page 235 and 236: Segment 2 Segment 3 Segment 4 235
Page 237 and 238: Session 8.3 Brand Attitudes and the
Page 239 and 240: when preceded with the related conc
Page 241 and 242: What keeps smokers from quitting? U
Page 243 and 244: Table 1: Description of the cigaret
Page 245 and 246: Exploring differences in product at
Page 247 and 248: Based on the results some general c
Page 249 and 250: Data was collected by independent j
Page 251 and 252: Sonic branding: A review of literat
Page 253 and 254: How is green seen? Exploring the im
Page 255 and 256: were in evidence. The inability to
Page 257 and 258: Generally speaking, people use exte
Page 259 and 260: How Retail Banks Use Atmosphere to
Page 261 and 262: Actually, we don‘t feel constrain
Page 263: Introduction Reputation and Financi
Page 267 and 268: Identity, Reputation and Organizati
Page 269 and 270: Introduction Factors Affecting Bran
Page 271 and 272: A quiet important approach then bec
Page 273 and 274: 27. Gentry, C.R., ―Building on Br
Page 275 and 276: Together these issues have resulted
Page 277 and 278: elations. If the contact persons tr
Page 279 and 280: How do you Really Know? Exploring B
Page 281 and 282: Originality/value The psychology li
Page 283 and 284: asked ―did you see any of these c
Page 285 and 286: expressivity (Ω experts = 0,96 p
Page 287 and 288: Next are brand associations, also r
Page 289 and 290: Table 1: Selection of variables, it
Page 291 and 292: Special Session Issues in Brand Gov
Page 293 and 294: A Competance based Brand: Meaning a
Page 295 and 296: Session 12.4 Special Session Topic:
Page 297 and 298: Brand Meaning Co-Creation of Newcom
Page 299 and 300: Leonor Vacas de Carvalho, Évora Un
Page 301: Ronaldo Schutz, University of the A
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