Employee Retaintion

CONTENTS 1. design 2. mark 3. INTERNAL BRANDING 4. IMPORTANCE OF INTERNAL BRANDING 5. INTERNAL BRANDING TOOLS 6. INTERNAL BRANDING form 7. FACTOR OF SUCCESS AND FAILURE OF INTERNAL BRAND 8. ROLE OF HR IN INTERNAL BRAND 9. RESEARCH METHODOLGY 10) DATA summary 11) FINDINGS 12) CONCLUSION 13) SUGGESTIONS 14) REFERNCES 15) QUESTIONNAIRE INTRODUCTION A beau mondes stigmatization strategy often has a large mend on the victory or failure of a particular product.This is especially full-strength for large, multi-national corporations beca rehearse it effects how the consumer correlates a product with the manufacturer. Some large companies choose non to use the manufacturer name and/or logo on all their marks. Often, a high society name is sound-known in spite of appearance business circles but unfamiliar to the average consumer, in which case, dissonance can prevent consumers from recognizing the station name. separate companies pick and chose which of their products impart s ubscribe to the bodily grunge name A fundamental problem with regards to international posting is that firms currently do not pay enough fear to their employees expertise regarding dirt strategy . If a company is up to(p) to bring out a consumer behavior at a certain product for a portion of a second longer than its competitors products, the probability purchase intent increases significantly. Therefore, the way a company brands its products can gift a direct link to the triumph of the product and the brand.This encouraging framework, however, does not mean that employee scholarships of the strategy will be positive without which the performance of both the brand and the company will be hindered in a significant fashion. Therefore, thither costs a need for research to be done regarding how employees feel about current and future brand strategies in arrange to maximize company potential. Due to the complexity of balancing proper brand strategies for multi-national ent erprises, 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 using a companys name on all products helped or hindered product sales. Effective utilization of international branding strategies takes into account whether stand unaccompanied brands need a corporate name to be successful, how sales will be affected by using corporate brand 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 branding, we can determine if a multi-national firms global substitution class is a product of its employees collective perceptions. The native objective of this study is to examine the context of the relationship amid the global image of the fast food industry and employee opinions of the firms various branding strategies.The key self-employed person variables are stand alone 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 attends of one seller or group of sellers and to differentiate them from those of competition American Marketing Association comment .A strong brand has been found to be instrumental in the facilitation of numerous merchandising goals including improved brand loyalty, brand-based price premiums and higher margins, improved successful late product introductions, greater shareholder and stakeholder returns, and clear, valued and sustainable points of differentiation as well as the simplification of consumer decision making, the reduction of consumer risk, and the establishment of expectations. The manipulation of perception in br anding is therefore critical The challenge for grocery storeers in building a strong brand is ensuring that nodes put up the ight type of experiences with products and services and their accompanying merchandising programs so that the desired thoughts, feelings, images, beliefs, perceptions, opinions, and soon become linked to the brand . temporary hookup branding initiatives most frequently focus on external stakeholders, home(a) marketing, employee branding and/or sexual branding efforts establish systems/ memberes and consequent employee behaviors that are consistent with the external branding efforts.The terms employee branding and inwrought branding are fundamentally synonymous in the literature and intimate marketing has in addition been use to describe these activities and programs. For the sake of parsimony, the term indwelling branding will be used by means ofout the re primary(prenominal)der of the paper to describe these processes and outcomes. The concept of i nternal branding is not new to corporate America.Promoting the brand to employees, and educating them about brand values, is steadily increase in popularity among corporate giants such as Southwest , Standard Register, Cisco, Ernst & Young (Boone, 2000), BASF (Buss, 2002), Sears, BP, IBM, Nike and Miller Brewing (Mitchell, 2002). All are examples of firms that return know the inherent billet of an informed workforce committed to delivering the brand promise. Unfortunately, in many organisations there is a fundamental disconnect amid the external and internal branding systems galore(postnominal) companies do a brilliant job of advert and marketing to nodes.Then comes the hard part delivering. While they go down millions of dollars into marketing external branding, most companies invest little to underwrite that employees vary brand messages into reality in terms of the customers experience. Its one thing to tell customers who you are and quite another(prenominal) to show them who you are. Employees afford to be industrious to make the brand come alive. Therefore, the messages sent to employees about the brand are just as important as the ones sent to customer.Due to the substantial potential for synergism between internal and external branding initiatives, those in both the academic and business communities are devoting more of their time to the doctrine, all stress the brilliance of a coordinated internal and external branding program and the inherent benefits of marketing efforts that address not only the needs and wants of the localize market, but the proper hiring, training, and motive of those who essential deliver the brands promise. Within Hallmark, a group of internal managers is responsible for brand training and education.Hallmark has regular brand training sessions, a brand-based intranet site, internal publications, a speaker series, and even daily brand promise reminders on the start-up screens of employees computers. Hallmark s ystematically focuses on conducting internal surveyments of employees perceptions of the brand with the intent of focusing on gaps between internal perceptions and marketplace perceptions. The value 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 increment significantly.But the importance and specific role of the HR oversight part remains somewhat cloudy. Through a wide variety of HR plans, processes and actions, it is possible to make a tremendous impact on the branding success of an formation. While none of this constitutes a revelation the role of HR in influencing branding (both externally and internally) has been recognized in isolated ways, ways that are certainly intuitive the need for HR to be more comprehensive in its role to certify branding efforts has not been recognized a great deal in the literature, nor has it been revealed in the actions of most HR professional s.The work of Gotsi and Wilson (2001) identifies what is necessary to close the gap between what an organization is saying to its external constituents and what is believed and intrustd by internal constituents. The actents suggested that HR centering practices such as recruitment policies, performance appraisal, and training need to be aligned with brand values to avoid escapeing conflicting messages.This study looks at the relationship between specific HR internal branding activities, the internalisation of the brand message into work activities and employee personal military strength toward the brand to determine the degree to which cross-functional synergy between internal and external branding initiatives is being realized in the business community. INTERNAL BRANDINGInternal branding is considered as a means to create powerful corporate brands. It assists the organization in aligning its internal process and corporate culture with those of the brand.Management and brand c onsultants have been key figures 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 implement the most appropriate internal branding programmes. The objective of internal branding is to ensure that employees transform espoused brand messages into brand reality for customers and other stakeholders.A number of publications have identified that successful internal branding engenders employees commitment to, identification with and loyalty to the brand. When employees attribute 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 approach for communicating the brand internally, communication is not the sole method 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 framework across corporate marketing, corporate management and corporate human resource management. Marketing functions as a link between communication, service and quality. Both service and quality could in part be nurtured by understanding techniques used by the HR function, as it is touch on in developing the human asset to enhance the organizations economic 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 outlet in the brand promise being delivered to the organizations clients, providing it wi th customer satisfaction, customer preference and loyalty. ICs aim to influence employees brand knowledge, attitudes and behaviors. The outcomes of ICs include employee commitment, shared vision, a service-minded approach, loyalty and satisfaction.While ICs operate with the current members inside 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, staff recruitment based on the level of value congruence is sometimes more viable than emphasizing merely 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 program mes. To continue 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 high hat people facilitating superior performance. Therefore, incorporating the wisdom from HR practitioners, ICs move beyond merely distributing brand information 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 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 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 another 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, associate director of brand management at Ernst Young, says internal branding plays a vital role in powerfully and accurately transport 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 Branding Zone on the corporate intranet. We felt that the intranet would be our best 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 adver tising information at Ernst & Young. It contains a threaded discussion area where people throughout the firm can access a topic and and so pose a question 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 collateral-whether produced in house or by an agency-is consistent with the brand message. The Branding Zone has generated a significant level of interest inside the firm. In the first 90 days after it was launched, one presentation template was downloaded 9,000 times. A graphics standards manual of arms 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 imp act, including streamlining the faultless 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 very 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 desired brand image and are motivated to project the image to customers and other organizational 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 for mation of the employee brand.The messages employees bring 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 block in this process. The messages must then be delivered through appropriate message sources. The following guidelines provide a starting point in this process * plaqueal messages should be guardedly thought out and planned in much the same way mission and vision statements are thought out and planned. The organizational messages should invent 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. * T he 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 enable them to more effectively articulate messages that consistently and frequently reflect the brand and organizational 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 betwee n practices and policies to minimize violations of employees psychological contracts. * Accurate and specific job previews should be given 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 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 continually examined for consistency with other messages. * Message impart 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. * Measures should be used to assess outcomes such as customer retention, service quality, turnover, and employee satisfac tion 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, speckle 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. development The effectiveness and boilersuit 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 a ll 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 make .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 audience, 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 effort should lie with the chief executive officer of an organization, given that roles intensive association 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 mention ed 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 dependent 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 believability of the brand and greatly reduce a program mes effectiveness. Furth er aspects under this dimension include scheduling the most suitable timing and calculate the programme. Staff Recruiting, motivating and rewarding staff are all aspects that can influence the readiness among employees to adopt a new or altered strategical direction with respect to the internal brand. Consequently, wish well 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 only leadership 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 previous six dimensions arises the need for a seventh concerned with the education of staff and management to p revent some of the failures that may occur during internal branding programmes as a result of ignorance and damage preconceptions.Thus, this dimension calls for the identification of such beliefs, attitudes, and mental models through market research and constituency assessments and their alignment 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 equip 6 strongly disagree) does not indicate a strong degree of HR involvement in internal branding activities.In fact, fully one-fifth of the respondents generally 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 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 personnel (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 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 empha surface the integration their firms brand message into their ge neral work activities, at least at the level one might expect given recent accounts in business and academic literature. Personal 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 respective brands, and possible opportunity for furthering the development of incorporation the brand in work activities. blood 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 best within US businesses, there is a relatively strong relationship between the means of the two variables.As the ruleings in Table 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 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 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 tested. In each case a significant, positive relationship can be found, as well as possible opportunity for enhance bran d integration among American professionals.RESEARCH METHODOLGY Data Collection- There are two main sources for collecting data. These are 1. Primary 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 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 sample size for the questionnaire was 50 employees. SAMPLE METHOD Simple random method of sampling. The limitation of the study was- * The area engendered 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 initiation program? YES NO 80% 20%Through this graph we have essay to s how 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 amount of time to brush 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 basic human need. But every bit 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 trade DEPARTMENT OTHER 40% 40% 10% 10% In this we try to find out who has the main responsibility of conveying the employee bran ding 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 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 INTERNET 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 lot of tending of the customers. 9) How do you monitor the success of your internal brand? SETTING TARGET CLIENT ASSESSMENT OTHERS 40% 40% 20%In this we have tried to figure out that how they monitor the success of their brand because s ometime it become benchmarking exercise to try to see if anything is becoming 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 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 iii 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 reali ty evidence presented here suggests that there is still an inconsistent practitioner approach to the provision 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 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 interpretation in the mind of customer is very importa nt. 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 capital is a precursor for subsequent organizational success, especially in such a competitive global market.While conceptually this appears to be a reasonable 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 organizational success and employee satisfaction) and yet 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 organ ization as manifested in employee attitude and behavior. SUGGESTIONS * Cultivate a culture that reinforces your Brand swerve and encourage employees to live the brand * Measure the effectiveness of your internal branding strategy 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. * strengthener 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. * Harness the entire creativity of every employee in obstetrical delivery 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, ledger 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, Personnel 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? go along 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