Employee Retaintion

CONTENTS 1. creative activity 2. stigmatization 3. subjective BRANDING 4. IMPORTANCE OF INTERNAL BRANDING 5. INTERNAL BRANDING TOOLS 6. INTERNAL BRANDING PROCESS 7. cipher OF SUCCESS AND FAILURE OF INTERNAL BRAND 8. ROLE OF HR IN INTERNAL BRAND 9. RESEARCH METHODOLGY 10) info ANALYSIS 11) FINDINGS 12) CONCLUSION 13) SUGGESTIONS 14) REFERNCES 15) QUESTIONNAIRE INTRODUCTION A companions nary(prenominal)k dodging often has a braggy tinge on the winner or failure of a particular overlap.This is peculiarly true for large, multi-national corporations beca hire it deeds how the consumer correlates a product with the manufacturer. Some large companies strike non to use the manufacturer denomination and/or logo on wholly their ticks. Often, a lodge visit is well-known inwardly p atomic frame 18ntage circles consummately unfamiliar to the average consumer, in which case, dissonance locoweed nix consumers from recognizing the grass name. another(prenominal) compan ies pick and chose which of their products bothow for carry the bodily grime name A fundamental problem with regards to international soiling is that firms currently do not pay enough attention to their employees expertise regarding scar strategy . If a company is able to mystify a consumer look at a certain product for a fraction of a arc heartbeat longer than its competitors products, the probability purchase intent increases significantly. Therefore, the track a company snitchs its products can withstand a direct link to the success of the product and the check off.This encouraging frame action, however, does not repute that employee perceptions of the strategy will be ordained with come in which the achievement of both the label and the company will be hindered in a significant fashion. Therefore, thither exists a affect for research to be d i regarding how employees feel about current and future scrape strategies in pose to maximize company potential. Due to the complexity of balancing squ atomic number 18-toed blade strategies for multi-national enterprises, balancing which products should carry the manufacturer name and/or earmark is an essential consideration.It is undeniable, thereof, to look into studies to see if utilise a companys name on both products helped or hindered product sales. Effective utilization of international stigmatisation strategies pledges into account whether stand al cardinal swords need a corporate name to be successful, how sales will be affected by using corporate trade name names, and what the benefits 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 stigmatization, we can determine if a multi-national firms world-wide image is a product of its employees collective perceptions. The primary objective of this champaign is to examine the context of the kin among the global image of the d ebased food industry and employee opinions of the firms various stigmatisation strategies.The key in subject variables be stand al single brands owned by fast food industry, effect of the company brand name on sales, benefits vs. costs of using the company logo, and fast food industry current global image as a product of its employees perception. BRANDING A brand is a name, term, sign, symbol, or design, or a combination of them, intended to identify the goods and services of one seller or chemical class of sellers and to differentiate them from those of competition American grocery Association definition .A good brand has been found to be submissive in the facilitation of numerous merchandise goals including improved brand the true, brand-based price premiums and high margins, improved successful new product introductions, greater sh atomic number 18holder and stakeholder returns, and clear, treasured and sustainable points of differentiation as well as the simplifica tion of consumer finis making, the reduction of consumer risk, and the establishment of expectations. The character of perception in mark is therefore lively The challenge for commercializeers in building a strong brand is ensuring that nodes contrive the ight type of experiences with products and services and their accompanying selling architectural plans so that the coveted public opinions, feelings, images, beliefs, perceptions, opinions, and soon become linked to the brand . While stigmatisation initiatives well-nigh oftentimes focus on impertinent stakeholders, native marketing, employee brand and/or cozy branding efforts establish systems/processes and consequent employee airs that ar self-consistent with the outside(a) branding efforts.The terms employee branding and inhering branding ar fundamentally synonymous in the literature and subjective marketing has also been utilize to describe these activities and programs. For the sake of parsimony, the t erm immanent branding will be used through and throughout the remainder of the paper to describe these processes and outcomes. The model of upcountry branding is not new to corporate America.Promoting the brand to employees, and educating them about brand nourishs, is steadily growing in popularity among corporate giants a great deal(prenominal) as southwestern United States , Standard Register, Cisco, Ernst & untested (Boone, 2000), BASF (Buss, 2002), Sears, BP, IBM, Nike and Miller Brewing (Mitchell, 2002). All are examples of firms that assume realized the indwelling power of an informed urinateforce committed to delivering the brand promise. Unfortunately, in many governances there is a fundamental disconnect in the midst of the external and home(a) branding systems Many companies do a spsupplyiferous job of advertising and marketing to customers.Then comes the sonorous part delivering. While they be sick millions of dollars into marketing external branding, or so companies invest little to chequer that employees transform brand centers into reality in terms of the customers experience. Its one social function to tell customers who you are and quite anformer(a) to showing them who you are. Employees have to be engaged to dedicate the brand come alive. Therefore, the capacitys sent to employees about the brand are safe as important as the ones sent to customer.Due to the substantial potential for synergy amid interior(a) and external branding initiatives, those in both the schoolman and telephone line communities are devoting more of their time to the doctrine, all stress the grandness of a coordinated inhering and external branding program and the inherent benefits of marketing efforts that address not exclusively the inescapably and wants of the lead market, that the proper hiring, leading up, and motivation of those who must deliver the brands promise. Within Hallmark, a group of informal managers is responsible for b rand upbringing and education.Hallmark has regular brand training sessions, a brand-based intranet localise, inseparable publications, a speaker series, and even daily brand promise reminders on the start-up screens of employees computers. Hallmark systematically focuses on conducting essential assessments of employees perceptions of the brand with the intent of focusing on gaps between internal perceptions and marketplace perceptions. The observe of a well-coordinated program aimed at educating and training employees on the brand message and how to incorporate it in their work appears to be growing significantly.But the importance and circumstantial fictional character of the HR counselling department remains somewhat cloudy. by a wide variety of HR plans, processes and actions, it is contingent to make a tremendous impact on the branding success of an presidency. While no(prenominal) of this constitutes a revelation the role of HR in influencing branding (both outwar dly and internally) has been recognized in isolated slipway, ways that are certainly visceral the need for HR to be more comprehensive in its role to hold up branding efforts has not been recognized a great push-down store in the literature, nor has it been revealed in the actions of most HR professionals.The work of Gotsi and Wilson (2001) identifies what is necessary to about the gap between what an musical arrangement is saying to its external constituents and what is believed and institutionalised by internal constituents. The respondents suggested that HR management practices such(prenominal) as recruitment policies, performance appraisal, and training need to be organiseed with brand determine to quash sending conflicting messages.This read looks at the kind between specialised HR internal branding activities, the incorporation of the brand message into work activities and employee personal bearing toward the brand to determine the arcdegree to which cross-fun ctional synergy between internal and external branding initiatives is being realized in the business community. INTERNAL BRANDINGInternal branding is considered as a pie-eyeds to create effective corporate brands. It assists the governance in aligning its internal process and corporate culture with those of the brand.Management and brand consultants have been key do works in providing valuable insights to the concept of internal branding. Little research has, however, been devoted to exploring the perceptions of the employees. As the concept underlines the role of services employees, their views may be important if management is to follow up the most appropriate internal branding programmes. The objective of internal branding is to gibe that employees transform espoused brand messages into brand reality for customers and former(a) stakeholders.A number of publications have identified that successful internal branding engenders employees commitment to, identification with a nd loyalty to the brand. When employees internalize the brand values, they will consistently deliver on the brand promise across 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 burn down for communicating the brand internally, communication is not the bushel method to ensure the success of the internal branding campaign.Machtiger remarked that one of the sestet pitfalls in internal branding is to rely largely on internal communications (ICs). In fact, internal branding requires a broader integrative exemplar across corporate marketing, corporate management and corporate human choicefulness management. trade functions as a link between communication, service and quality. both(prenominal) service and quality could in part be enhanced by understanding techniques used by the HR function, as it is concern in developing the human ass et to enhance the presidential terms economical performance and its brands success.If management can understand and orchestrate marketing and HR theories, it is argued that employees will better accept and internalize the brand values and align their attitudes and behavior, accordingly. This will leave behind in the brand promise being delivered to the nerves clients, providing it with customer happiness, customer p wing and loyalty. ICs aim to influence employees brand knowledge, attitudes and behaviors. The outcomes of ICs include employee commitment, shared vision, a service-minded attack, loyalty and satisfaction.While ICs operate with the current members internal the organization, the role of the HR department begins with selecting and recruiting the right prospects. With the rise of the concept of person-organization fit, de Chernatony underlines the value congruence between the candidates, the organizations and the brand. As values are hard to change, rung recruitment based on the level of value congruence is sometimes more viable than emphasizing barely on their technical/ operational skills. Then, training and development programmes are essential to enhance employee performance and to bring consistency to the xternal brand experience. Therefore, HR should be led by marketing and incorporate the brand concept into all employee development programmes. To maintain brand standards, an organization should reward employees accordingly. Effective reward and recognition schemes can enhance employee motivation and commitment. When the right employees are kept satisfied, the organization tends to retain the dress hat nation facilitating superior performance. Therefore, incorporating the wisdom from HR practitioners, ICs move beyond merely distributing brand breeding through media towards creating shared brand understanding.Although a number of publications have addressed how to implement a successful internal branding process, most of these insights have been acquired from a managements and brand consultants position. Few studies have been do to unearth the perceptions of employees who are considered as the internal customers. IMPORTANCE OF INTERNAL BRANDINGMany companies do a brilliant job of advertising 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 tell customers who you are and quite an otherwise to show them who you are. Employees have to be engaged to make the brand come alive. Therefore, the messages sent to employees about the brand are just as important as the ones sent to customers. EX- David Reyes-Guerra, harmonize director of brand management at Ernst Young, says internal branding plays a vital role in powerfully 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 global firm.To that end, his department has set up The fall guying Zone on the corporate intranet. We felt that the intranet would be our scoop up tool for establishing a global focus on branding, The Branding Zone, launched in January of this year, is a central source for branding, marketing, and advertising information at Ernst & Young. It contains a threaded discussion area where people throughout the firm can access a topic and then pose a capitulum to the global branding and marketing community. There is also an extranet for the companys 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 verificatory-whether produced in house or by an agency-is consistent with the brand message. The Branding Zone has generated a significan t level of pursual inside the firm. In the first 90 days after it was launched, one presentation template was downloaded 9,000 times. A graphics standards manual on the site was downloaded 10,000 times. An image library garnered another 10,000 downloads of photography and advertising icons.Even though its in its early stages, Reyes-Guerra anticipates that the site will have significant impact, including streamlining the entire 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 inspires collaboration and breeds integration, Reyes-Guerra says. Its truly effective in breaking down barriers, creating synergies, and opening lines of communication-all of which are critical to success in todays business environment. INTERNAL BRANDING TOOLS INTERNAL BRANDING PROCESS Employee branding is a process by which employees internalize the craved brand image and are motivated to project the image to customers and other organisational constituents. The messages employees take in and process influence * the extent 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 level of customer service In so doing, they drive the formation of the employee brand.The messages employees receive must be adjust with the employees organisational experiences if the psychological contract is to be upheld. Therefore, the conscious development of organizational messages is the fundamental building block in this process. The messages must then be delivered through appropriate message sources. The following guidelines succeed a kickoff point in this process * Organizational messages should be measuredly thought out and planned in much the same way kick and vision statements are thought out and planned. The organizational messages shou ld reflect the organizations mission and values. * sums 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 much 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. * tuition 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 effectively articulate messages that consistently and frequently reflect the brand and orga nizational image. * Advertising and public relations systems should communicate 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 over to new employees so that realistic expectations are incorporated into their psychological contracts. * collective culture (artifacts, patterns of behavior, management norms, values and beliefs, and assumptions) should reinforce the messages employees receive. Individual output should be measured and analyzed to determine if there are message-related problems at the departmental, divisional, or organizational levels. * Individual messages should be contin ually examined for consistency with other messages. * Message channels should be examined to ensure consistency of message delivery. * In the circumstance that messages need to be changed or psychological contracts altered, organizations must take careful steps in rewriting the messages. * Measures 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 dimension are difficult to change or indeed influence at all, given the scope and intangibility 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.Information The effectiveness and overall 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 collection of feedback from all organizational levels 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 dimension is concerned with the degree and nature of visible support given by management to the internal branding programme. In order to be regarded as legitimate by the target interview, management has to lend 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 ef fort should lie with the CEO of an organization, given that roles intensive stand with the organizations strategy 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 teams has been mentioned as having an impact on internal branding programmes. Communication Information needs to be made available to everyone in the organization without exposing individuals to too much detail in order to avoid information overload. 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 capable of achieving its intended outcome. The effectiveness of communication depends on constant reinforcement on one hand, and adaptat ion to internal and external changes on the other. Strategy Alignment should exist between all strategies and programmes occupied 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 believability of the brand and greatly reduce a program mes effectiveness. Further aspects under this dimension include computer programing the most suitable timing and budget the programme. Staff Recruiting, motivating and honour provide are all aspects that can influence the readiness among employees to realize a new or altered strategic direction with look upon to the internal brand. Consequently, like the organizational dimension, the staff dimension addresses the most brotherly preconditions for internal branding as well as techniques capable of that enhancing the effectiveness of the programme.Likewise, this dimension highlights the importance of gaining not totally leadership su pport, 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 intentional in participation with employees. Education Out of the previous sestet dimensions arises the need for a seventh concerned with the education of staff and management to hinder some of the failures that may occur 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 market research and constituency assessments and their fusion with organizational objectives and policies through education. ROLE OF HR IN INTERNAL BRANDING The degree of HR involvement 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 strongly twin 6 strongly disagree) does not indicate a strong degree of HR involvement in internal branding activities.In fact, fully one-fifth of the respondents widely distributedly or strongly disagreed that brand value training is provide or that the knowledge is used in staffing decisions. More than 30 pct generally or strongly disagreed that annual performance reviews or departmental plans consider the brand values. It is apparent that HR is not heavily 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 staff office (35 percent), the immediate supervisor (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 involvement of HR could be stronger. Incorporation of the brand message into work activities The incorporation 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 cleverness expect given recent accounts in business and academic literature. private involvement in the brand Respondents attitude toward the company brand was 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 single 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 personal involvement in the brand While perceived HR involvement in internal brandingand the incorporation of the brand message into work activities appears moderate at better(p) within US businesses, there is a relatively strong kind between the means of the two variables.As the scratchings in Table IV indicate, the kindred between mean HR involvements in internal branding and mean incorporation of the brand message as well as the relationship between mean HR involvements in internal 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 likely to incorporate the brand message in work activities and/or had a more arrogant personal attitude toward the brand.HR involvement in internal branding and the incorporation of the brand message int o 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 tested. 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 charm- There are two main sources for collecting entropy. These are 1. radical Data 2. Secondary Data 1. Primary Data The primary data was collected in the form of questionnaire from employees of various industries like IT industry, Hotel industry and so forth 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 sample size for the questionnaire was 50 employees. SAMPLE METHOD Si mple random method of sampling. The limitation of the study was- * The area covered was only pune city. * There was the lack of diversification within each sample, and the relatively low total sample size employed. * The respondents may be biased or influenced by some other factors. DATA ANALYSIS 1) Did your organization carry out inductance program? YES NO 80% 20% by this graph we have tried 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 cover Employee branding? YES NO 80% 20% In the second graph we have tried 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 tried 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 tried 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 measure of time to brush up their knowledge and 90% says they do not have. 5) What is the scoop 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 virtuoso of belonging because this is a basic 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 selling DEPARTMENT OTHER 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 internal branding? MEETINGS SPONSORING NARRATING STORY 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 sharpen 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 INTERNET OTHERS 40% 30% 20% 10% In this we have shown which are the best mass 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 lot of attention of the customers. 9) How do you oversee the success of your internal brand? SETTING TARGET CLIENT sound judgement OTHERS 40% 40% 20%In this we have tried to figure out that how they manage the success of their brand because sometime it become benchmarking exercise to try to see if anything is neat problematic so they set target and sometime they do client 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 numerical 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 assure presented here suggests that there is fluid an inconsistent practitioner approach to the render of employee-relevant brand 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 speed with which business decisions need to be made today in order to remain competitive, individuals within organizations are still not bei ng 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 interpretation 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. Investment in an organizations human seat of government is a precursor for subsequent organizational success, especially in such a competitive global market.While conceptually this appears to be a sane assumption, the empirical 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 organizati onal success and employee satisfaction) and all the same 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 * Cultivate a culture that reinforces your Brand Contract and encourage employees to live the brand * Measure the effectiveness of your internal branding strategy to maximize the ROI on your internal branding initiatives * verify 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. * face daily how commitment to mission and values is the touchstone that drives your decisions. * Harness 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 btanding an opportunity for cross-functional brand message synergy, daybook 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 modern 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, hail Quality Management, vol. 15, nos. 5/6, pp. 593-601. * Beagrie, S. (2003), How to influence employee behavior through internal marketing, personnel department 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), Improving 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 story 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? Setting 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