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UNIVERSITY OF INNSBRUCK

Master Thesis

Employee Branding

How do brands affect employees?

Master Program:

Organizational Studies

Author:

Luisiana Garza Jordn

0817703


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Acknowledgements

I would like to thank the University of Innsbruck for the education it has providedme for the past two years. During this program I have had the opportunity to grow

professionally and personally.

To my colleagues for sharing knowledge and experiences

Recognition should also go out to Evalueserve, the company I worked with during

my research; for the time and access to the organization in order to complete this thesis.

Dr. Iain Munro, my professor and advisor, for the time, input, proofreading and

recommendations. This thesis would not have been the same without his support.

Ich mchte mich auch besonders bei meiner langjhrigen Freundin Sigrid

Granitzer bedanken, die bei Evalueserve angestellt ist. Sie war nicht nur mein

Hauptkontakt zur Firma, sondern auch eine besondere Person in meinem Leben, die mich

die ganzen zwei Jahre meines Studiums in sterreich begleitet hat.Fr ihre Hilfe, Zuspruch und Untersttzung...

Esta tesis esta dedicada especialmente a las personas ms importantes de mi vida;

mi familia, Pap, Mam, Any, y Jos. Ustedes son mi apoyo, motivacin, inspiracin, y

ejemplo a seguir. Esta es slo una meta ms que logramos como equipo. Sin ustedes no

hubiera sido posible.

Pap, papelito habla y este es el mo. Los quiero


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Declaration in Lieu of Oath

I hereby declare, under oath, that this master thesis has been my independent work and

has not been aided with any prohibited means. I declare, to the best of my knowledge andbelief, that all passages taken from published and unpublished sources or documents have

been reproduced whether as original, slightly changed or in thought, have been mentioned

as such at the corresponding places of the thesis, by citation, where the extent of the

original quotes is indicated.

The paper has not been submitted for evaluation to another examination authority or has

been published in this form or another.

____________________

Luisiana Garza Jordn


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Contents

I. INTRODUCTION ...................................................................................................... 1

II. THEORETICAL FRAMEWORK ............................................................................ 2

II.I.BRANDS...................................................................................................................... 2

II.II.BRANDS AS A CORPORATE CATALYST....................................................................... 9

II.II.I. Organizational Culture: Employees ................................................................ 12

II.II.I.A. Culture ...................................................................................................... 13

II.II.I.B. Identity .................................................................................................... 15

II.III.EMPLOYEE BRANDING........................................................................................... 18

II.III.I. Artain and Schumanns thirteen points on employee branding ................... 19

II.III.II. Miles and Mangolds six steps process to employee branding ..................... 23

II.IV.SOUTHWEST........................................................................................................... 26

II.IV.I. Analysis of Southwests employee branding through Artain and Schumann . 28

II.IV.II Analysis of Southwests employee branding through Miles and Mangold..... 35

III. JUSTIFICATION AND PURPOSE OF THE RESEARCH ................................ 38

IV. METHODOLOGY ................................................................................................... 40

V. HYPOTHESIS .......................................................................................................... 44

VI. RESULTS .................................................................................................................. 45

VI.ISURVEY RESULTS.................................................................................................... 45

VII. DATA ANALYSIS AND INTERPRETATIONS .............................................. 47

VII.I.ANALYSIS OF EVALUESERVES EMPLOYEE BRANDING THROUGH CULTURE........... 47

VII.II.ANALYSIS OF EVALUESERVES EMPLOYEE BRANDING THROUGH IDENTITY.......... 52

VII.III.ANALYSIS OF EVALUESERVES EMPLOYEE BRANDING THROUGH ARTAIN AND

SCHUMANN...................................................................................................................... 54

VII.IV.ANALYSIS OF EVALUESERVES EMPLOYEE BRANDING THROUGH MILES AND

MANGOLD....................................................................................................................... 69

VIII. DISCUSSION ........................................................................................................ 76


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Contents

IX. LIMITATIONS & FURTHER RESEARCH OPPORTUNITIES ...................... 79

X. CONCLUSION ............................................................................................................ 80

XI. REFERENCES ........................................................................................................... 81

XI.I.ONLINE REFERENCES.............................................................................................. 83

XII. APPENDIX............................................................................................................. 84


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I. IntroductionBrands are enacted in the behavior of organizational members(they) become the

way we do things around here(Kornberger, 2010, p.87)In todays world brands not only influence consumers but also company members.

With this research I want to explore, analyze and bring to light how organizations are

using their brands to affect its employees.

The beginning of this thesis, the theoretical framework, gives a brief description of

how brands have evolved. Referring to the 1920s as a starting point, I will illustrate how

consumers needs have been changing from generation to generation, forcing brands to do

the same. This will be followed by an explanation of how companies became not only

interested in using brands to attract consumers attention, but staff members as well. The

theoretical framework gives details, justification, and analysis of Artain and Schumann

(2006), and Miles and Mangolds (2004) theories on employee branding; Scheins (1985)

description of culture, and Hatch and Schultzs (2000) theory of brands as a corporate

catalyst, complimented with their definition of identity. I will then finish off this section

with a study of Southwest Airlines (considered a success on employee branding) based on

the previous mentioned authors.

To continue this paper, a justification and purpose of the research will be provided.

These will be addressed with arguments and advantages for implementing employee

branding supported by authors like, Kornberger, Arnott, Artain and Schumann.

A description of Evalueserve, the company I evaluate in this research, is the

introduction to the methodology segment. The rest of the content is based on the book

The Survey Kit 2: How to Ask Survey Questions (2003) by Arlene Fink. I state how it

supplied the necessary tools to decide, construct, and, apply a survey to Evalueserves

workforce.

Subsequently, I will expose my hypothesis: Evalueserves employees are branded.

Leading to the ending, the analysis of the results from the survey, along with a study

of Evalueserve based on Artain, Schumann, Miles, Mangold, Schein, Hatch, and Schultz;

it will provide data for a comparison, accompanied by conclusions, between Southwest

and Evalueserve.


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II. Theoretical FrameworkThis section is provides a brief history of how brands have been evolving, some of the

different authors, theories, events, examples and concepts that have emerged in regards tothis subject through the years. In addition, I will describe, explain, analyze and assess

Artain and Schumann (2006), and Miles and Mangolds (2004) theories on employee

branding; Scheins (1985) description of culture, and Hatch and Schultzs (2000) theory

of brands as corporate catalysts accompanied by their definition of identity.

There are several definitions of brands; it was hard to choose one as a guide for this

research. In 1970 Wally Olins defined brands as a wholly connected creation that is

devised solely to help sell and it has no life of its own.(Olins, 2000, p.52), in 2000, he

redefined a successful brand as one that can compress and express simple, complex, and

subtle emotions. They can make those emotions immediately accessible, in many cases

overriding mountainous barriers such as ethnicity, religion, and language. They have an

immense emotional content and inspire loyalty beyond reason(Olins, 2000, p.63). In 30

years, the definition and concept of the word brand has evolved, changed, and

transformed into a complex set of explanations of what it stands for. Walter Landor,

founder of Landor Associates defines brands as Products are created in the factory.

Brands are created in the mind(Cited in Wheeler, 2006, p. 5). Marty Neumeier from

the Gap states that Brand is not what you say it is. It is what they say it is (Cited in

Wheeler, 2006, p. 4).Wally Olins also provides another definition of brands as In the

world that is bewildering in terms of competitive clamor, in which rational choice has

become almost impossible, brands represent clarity, reassurance, consistency, status,

membership-everything that enables human beings to help define themselves. Brandsrepresent identity (Cited in Wheeler, 2006, p. 5). Alina Wheeler gives two different

meanings in her book Designing Brand Identity (2006) Brand is the promise, the big

idea, and the expectations that reside in each customers mind about a product, service,

or company. People fall in love with brands, trust them, and believe in their superiority.

II.I. Brands


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II.I. Brands

The brand is shorthand. It stands for something.As well as Brand is the nucleus of

sales and marketing activities, generating increased awareness and loyalty when

managed strategically(Wheeler, 2006, p. 4-5). In his book, Brand Society How Brands

Transform Management and Lifestyle, Martin Kornberger, referring to brands, he

explains that truth does not reside somehow inside of things but in the knowledge we

harbor about those things (Kornberger, 2010, p.3). People, consumers, management,

and employees are giving the meaning to the brand. The significance is not on the article

people are buying, but in the connotation people give to the brand they are acquiring.

For a word that impacts almost, if not all human beings, and that is in everything, it is

hard to understand why there are multiple and vague concepts about it, stating that brandsare what people want them to be, or that they are created in peoples minds, or they

represent an identity, or knowledge, or that they just stand for something. What is that

something, that identity, that knowledge, those thoughts inside peoples minds?

There is a dichotomy in the way brands are interpreted, in the definitions previously

mentioned, some state that brands are what people want them to be, and others argue that

they are what the company wants them to be. The question is do consumers give the

brands the meaning or is the meaning given by the company?

The fact that brands are everywhere in products and services, that they are not

physical, they attract peoples attention, they have great economic value, people recognize

them, they have followers, produce emotions, people identify with them, creates the word

broad and hard to define. Everyone knows what a brand is; but no one really seems to be

able to come up with a definition that covers all that a brand represents.

Brands have come a long way; their definition, influence and functionality have

changed throughout the years. Between 1970s, 1980s and 1990s, a decade before the IT

Revolution, and during the revolution, brands started to focus not only on consumers but

also on employees; they transformed themselves and became a center part of everyday

life. Since the 1920s, their beginnings, brands have been in a continuous evolution, they

started out targeting housewives with every day domestic products; the importance lied in


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II.I. Brands

the advertising and packaging. There were few mediums to get the brands known, press

and posters, and TV and radio. The formula of how to advertise a brand was also simple,

there were three steps to follow, and it was named Unique Selling Proposition (USP).

1. - The product had to explain why it was better than the rest; it had to have a special

ingredient that differentiated it from the rest.

2. - The product would make the home better, life simpler, glamorous, and beautiful.

3. - Using it would make the job so fast that the housewife would have more time to spend

with her family (Olins, 2000).

There are numerous examples of brands using USP, for instance, Persil an

amazing Oxygen wash discovered by scientific experts Palmolive sting of harsh soapis a sign of bad complexion to comeOvaltine the home beverage of health (Olins,

2000, p. 53).

After World War I, Edward Bernays, transformed the way product marketing was

done, before marketers were suppose to expose its functionalities and ingredients. 1928

marked the year when this evolution came to life; Bernays develop marketing into brands

that could stimulate desires. Cigarette manufacturer Hill asked Bernays to make socially

acceptable for women to smoke, through the transformation of the meaning of cigarettes

and smoking. On the New York City Easter Day Parade, Bernays, strapped cigarettes on

womens legs, at his signal, they were supposed to light them and start smoking in public.

His intention was to relate female smokers to an act of rebellion and freedom. Bernays

contacted the press and pretended to leak the story. The next day, April 1 st1928, the head

line of the New York Times read: Group of Girls Puff at Cigarettes as a Gesture of

Freedom(Cited in Kornberger, 2000, p. 5). From then on, it was socially acceptable for

women to smoke in public. To be able to accomplish this task, Bernays, used a Freudian

philosophy, guiding people through unconscious and deep irrational forces (Korneberger,

2000). With the simple achievement of hiring girls and asking them to smoke in public,

without being ashamed of the act, it provoked other women to feel comfortable to smoke

in public, others were doing it for freedom why could they not as well?


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II.I. Brands

After Bernays, Ernest Ditcher claimed that brands had values, symbols and desires. He

created The Focus Group to be able to understand peoples feeling, desires, what they

wanted, expected and thought about products. Ditcher was hired by Betty Crocker, a

company that sells easy-to-make meals (Betty Crocker, 2010). In those times, their cake

mix was new, and the product was not selling, Ditcher was suppose to find out what the

problem was. He discovered that the mix made it too easy for women to bake a cake; they

did not really feel that they were working for their families. Ditcher decided that women

should add one egg to the mix, given them the feeling that they were doing something to

bake the cake; and to unconsciously make women feel that through that action, they were

actually giving their eggs to their husbands. Betty Crockers sales increaseddramatically with this action (Kornberger, 2000).

Since the 1970s and throughout the IT revolution, in the 80s and 90s, brands have

begun to distance themselves from the products, the manufactured goods have passed to

second importance and the brand is the element in which top management is concentrating

on, they are focusing on the image of the company. On August 4 th1994, the Financial

Times, reported that Ford to outsource important parts of a car assembly(Financial

Times, 1994) Ford executives claimed in the article that The Manufacture of cars will be

a declining part of Fords business. They will concentrate in the future on design,

branding, marketing, sales and service operations(Financial Times, 1994). Ford wanted

to start concentrating on the image that it gave to its clients, not the product that it

traditionally sold. Another example of product not being the center of the organization is

Virgin, it is a corporation composed of different companies, it has an airline, a cola-

maker, an insurer, and a train company, among many (Virgin, 2010), its not only the

products and services they provide as a company, its the way they do things. The

different companies are managing to give profits of $25 billion dollars per year (Virgin,

2009); the different organizations have nothing in common with each other except the

brand Virgin. Many of the businesses are joint ventures, meaning that Virgin is only there

to give name to the organizations (Kornberger, 2010). Its all about their company identity

(Hatch, Schultz, 2000). This phenomena, has to do with the IT Revolution, where there is


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II.I. Brands

satellite TV, countless radio stations, specialized magazines and newspapers, internet with

Email, multimedia, direct response, multiple sites, network pages, etc; it has diversified

the way consumers are targeted. Guiding consumers needs to also change; they are now

looking for individuality, self fulfillments, and self-expression (Olins, 2000, p. 55).

Wally Olins, summarizes these changes in three important points:

1. - Consumer brands are no longer associated with products

2. - Brands are now promoted in a much more varied, various, and complex fashion than

before.

3. - Globalization is leading to the growth of major worldwide brands and

sophistication in the use of brands(Olins, 2000, p.55-56).Consumers values and environment have been changing from generation to generation. I

will next provide a brief description and the important events that have shaped each age

group; these will help understand how and why peoples needs have been constantly

shifting throughout the years.

The Depression GenerationBorn between the years 1912-1921, Dr. Dave Arnett, professor and author at the Dallas

Baptist University, catalogued this generation as Frugality (Arnott, 1999, p. 20),

economical, thrifty. This generation went through the strongest sociocultural

environment to affect modern history(Arnott, 1999, p. 20). They are a generation that

thinks in a similar way, because there were no credit cards, and the economic situation in

which they lived was not the best, they had to take care of money, value it, and save it. In

the work place, managers could forecast how groups of people would act and react,

because society had similar thoughts about life (Arnott, 1999).

World War II GenerationThis generation went through World War II; they have two core beliefs, patriotism and

collectivity. Born between 1922 and 1945, people saw how countries worked together and

managed a positive outcome, they were proud of belonging to their country and working

for the better good of it. President John F. Kennedys words marks this generation of


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II.I. Brands

patriotism and collectivity with his statement Ask not what your country can do for you,

ask what you can do for your country(cited in Arnott, 1999, p. 21)

The difference between this age group and the Depression generation is that WWII

has two core values instead of one. People experienced and coped with the war and post

war times in different ways, the diversity of values started expanding and changing as a

reaction to those singular experiences.

Baby BoomersThey were born between 1946 and 1964. This generation has been marked by civil right

movements, no blind trust on government, a constant search for ones self, free thinkers.

Hence they had not to focus on how to survive economic crises, or world wars, they couldfocus on themselves, what they wanted to be and achieve (Arnott, 1999). This created

more values and interest for this age group than the generations before.

Generation XThis generation is pluralistic; there is no one event that truly marks them as a society, no

world wars, no big economic depression, and no human right movement. Born form 1965

to 1978, they have adopted different ways of living, short term commitments, spontaneity,

experiments; they have no central values (Arnott, 1999). Some might assume that this

generation has been marked by the technology, mainly Internet, if it is so, then this

phenomena has only open the doors to a wider set of values, the ability for people to learn

more from different places and different lifestyles. This generation is hard to define,

describe and catalogue, because of their numerous preferences.

Generation YFrom 1978 on wards, this generation is going to have even more variety of values, making

it harder to define and classify. Generation Y is composed of more than 60 million people.

They are more rationally diverse, one in three is not Caucasian, one in four live in a

single-parent household, three in four have working mothers (Businessweek, 1999).

They have grown up and lived in a completely different lifestyle than previous

generations. The result of this change has caused for their values, believes, needs, desires,

attractions, to change and multiply at the same time (Arnott, 1999).


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II.I. Brands

As described above, each age groups needs has been changing with time and

historical events, branding has had to be able to adapt to this varying trend; with every

generation brands have evolved and transformed themselves into an important element in

their lives. Customers needs have changed with time, but also workers needs, since the

consumers are also employees, the needs in their working places have been evolving as

well.

In the mid 1990s, brand studies, divided into two branches, the second wave of

branding began, and it was named corporate branding. Studies on brands were no longer

going to be concentrated only on society and consumption, through signs and media, asthe level of analysis; the studies were now focusing on a corporate level, brands inside the

company.

The second wave of branding, corporate branding concentrates on organization and

production as a level of analysis; this branch at the same time, divides into two different

perspectives, brands as management tools and brands as a corporate catalyst.

Brands as management tools, concentrates on the level of the individual organization and

on its products and services, it uses management to guide the brand. The main author for

this perspective is David Aaker, E.T. Grether, Professor of Marketing and Public Policy at

Berkeley (Kornberger, 2010).

The second branch of the wave is brands as a corporate catalyst. In this perspective,

the brands become the central and most important function that organizes the entire

corporation. Majken Schultz and Mary Jo Hatch, two Copenhagen Business School

Professors are the two authors concentrating on this perspective. (Kornberger, 2010)

For this research, I will concentrate on brands as a corporate catalyst; I argue it is

important to analyze how managers are being influenced by brands, and how their

interpretation of the company brands flows down to all the employees. In the next section

I will go into detail in this theory.


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Brands as a corporate catalyst is a theory developed by Mary Jo Hatch and Majken

Schultz, they describe the shift to the second wave of branding, corporate branding.

Corporate branding represents the idea that the organization and everything it stands

for is mobilized to interact with the stakeholders the organization wants to reach and

engage them in dialogue(Hatch & Schultz, 2000, p. 27).

II.II. Brands as a Corporate Catalyst

This theory is a catalyst for corporate branding, inside out, valuing the brand from

employers to the out side. Through its workers, customers are suppose to see what the

company stands for, what they represent and what they want to tell the stakeholders about

the organization.

Corporate branding is made up of four different elements:

1. - Strategic vision: Top managements aspiration for the organization

2.- Organizational culture: Employees, and how they enact values, beliefs and basic

assumptions.

3. - Stakeholders: Outside environment

4. - The three elements mentioned above combined

Hatch and Schultz argue that brand identity emerges as a reflection of how the

organization perceives itself(Hatch & Schultz, 2000 p.32). How employees perceive the

brand, how they feel about it, and if they identify themselves with it, is how workers willreflect it on customers. They emphasize on the fact that corporate branding allows the

integration of strategy, organization and marketing; that brands are a key strategic

principle that organizes the corporation; and that it also allows corporations to change

inside out. (Hatch & Schultz, 2000)

To change from inside out, means that, the corporate culture, and identity, first

transforms the corporation, and that alteration will in the future reflect in the employees

behavior with the customers, the outside.

Customers are important to Hatch and Schultz because the brand is symbolically

created throughout the population of the stakeholder who keeps it alive by producing,

reproducing and sometimes changing its social and cultural meaning(Hatch & Schultz,

2000, p. 28).


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Corporate branding has an interdisciplinary nature, because it uses all the elements in

an organization, management, employees, consumers, and the three elements before

mentioned combined, grounding it in all the functions and business areas of a company.

They are placing the brand as the strategic key that organizes the corporation.

(Hatch & Schultz, 2000)

There are two key aspects of brands as a corporate catalyst:

1. - There is a relevance and importance of branding on a corporate level, top level

managers realized how important brands are. It is not about a particular product, its more

about the internal structuring of the organization.

2. - Branding includes a strong focus on the internal effect of branding. Managers are theones that structure, determine and shape frames, norms, and values for the rest of the staff

to follow (Hatch & Schultz, 2000).

Employees, must feel comfortable being part of the brand, they should identify with

and live it. The effect that brands have on employees will impact directly on customer

experience.

Corporate branding has three main critiques, for starters, it does not take into account

how customers make sense of the brand, how they interpret it in their minds. The theory is

aware that it is done, but it does not acknowledge how this process takes place. The

second critique, the approach is too top-down and there is too much focus on the

corporate level(Kornberger, 2010, p.39). Managers are the ones that regulate the brand,

they control what the brand means, what it should represent, how employees are suppose

to dress, act and talk. Supervisors set the pattern of what the brand is. Hatch and Schultz

take brands as something that can be created and taught, sometimes even imposed as a

prerequisite to be part of a company. Directors have the power to enforce a certain

behavior on employees. (Kornberger, 2010)

The third critique wonders how workers interpret the brand. Staff members also make

sense of it, what role does their interpretation play inside the theory?


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Due to time and length constraints to conclude this thesis, I will be focusing mainly on

the second element that composes brands as a corporate catalyst, the organizational

culture level; I will concentrate on the employees. I am interested in discovering how the

brand is embedded on employees, how they transform themselves as they start identifying

with the brand, as they start feeling part of the organization, become familiarized and

adjust, taking it in, and understanding the organizations culture, identity, mission, values,

strategy, and vision.


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II.II.I. Organizational Culture: Employees

The second element of brands as a corporate catalyst, is organizational culture. I

decided to add identity as well to this point. Culture and identity are concepts that are

similar and interrelated. I consider them together to be essential components to an

organizations employee branding. An organizations identity is the aspect of culturally

embedded sense-making that is self-focused. It defines who we are in relation to the

larger social system to which we belong (Hatch & Schultz, 2000, p. 25). In this sense I

was not able to only explain and research organizational culture, without mentioning

identity and the interrelated and complicated relationship these two concepts share, since I

can dare say that one complements the other. According to Kornberger, referring to

identity, brands are identities-in-action that allow stability to be maintained while

simultaneously enabling change (Kornberger, 2010, p.87). In regards to culture, he

argues that, culture takes as its point of departure the idea that brands are enacted in the

behavior of organizational members (Korneberger, 2010, p.87). Culture is visible and

audible behavior, norms, the way things are done inside a company, identity, on the other

hand, refers to what the company stands for, mission, vision, name, logo, and how the

company wants to be represented. Culture is deeper; its the behavior that after a few

weeks, months, or years of being inside a company, employees do not reflect upon.

Culture and identity are different concepts, but at the same time they are interconnectedand share commonalities, they are both essential to the company brand and they help

define what the organization is and what it stands for.

The next part of this study discusses in further the definitions of culture and identity,

and how they help in the process of employee branding.


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II.II.I.A. Culture

Chart I

(Schein, 1985, p. 14)

Culture has also been defined by several authors, (e.g. Clark 2006, Chandler 1998,

Barry 2000, Kornberger 2010), in a much concrete and simple manner, the way things

are done here. This definition, directly states that each company does things differently

and operates in a unique way, and that the employees are expected to learn and behave

inside the organization according to the stipulated written/unwritten terms of each

company.

As mentioned previously, I added identity to the second level of brands as a corporate

catalyst, because culture and identity are concepts that go hand-in-hand. Organizational

culture provides local context for addressing the central question of organizationalidentity (who are we?) and contributes a great deal of symbolic material to its

construction(Hatch & Schultz, 2000, p.24). I argue that adding identity to this research

will enrich the concept, analysis and conclusions.

The next section of the research will focus on the concept of identity, through Mari Jo

Hatch and Majken Schultzs the definition.


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II.II.I.B. Identity

Identity consists of various intricate parts; Mary Jo Hatch and Majken Schultz,

recognized two different types of identity, there is corporate identity and organizational

identity, both definitions relate to each other but they aim at different elements in a

company. Corporate identity relates to the consultancy practice, how an organization

expresses and differentiates itself in relation to its stakeholders.(Hatch & Schultz, 2000,

p.13). It answers the question, how does the outside perceive the organization? Corporate

identity uses a business relevance and economic arguments, offering a corporate value

that attaches not only to the share price of a publicly traded firm but also to a firms

product in the form of premium prices and enhances sales volumes(Hatch & Schultz,

2000, p.13). It is looking for the economic gain and advantage clients will provide,

through the purchase of products or services, which are backed up by a strong corporate

image or corporate brand. Inside corporate identity there are different views targeting the

concept. Balmer (1995), Hatch (2000) and Schultz (2000), analyze the visual schoolthat

studies the company name, logo, color, house style, trademarks, buildings, corporate

architecture, design, decoration, product design, packaging, and other elements that

compose the visual part of an organizations identity. The other school inside the

corporate identity, is the strategic school, authors like, Olins (2000), van Riel (1999),

Argenti (2001), Cheney (1997), Collins and Porras (2000), describe it as the vision,mission and philosophy of the organization, company strategy, image, reputation. At the

strategic school, Olins (2000), van Riel (1999), Aaker (1980), and Mollerup (1993)

discuss three types of identity structure, 1) monolithic identity, using one name for people

to recognize the company, 2) endorsed identity, where there are multiple products from

the same company in the market, and customers are aware that the different products are

all under the umbrella of one organization, and 3) brand identity, where the company has

numerous products in the market but customers might not be aware that they all come

from a single company (Hatch & Schultz, 2000).


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II.II.I.B. Identity

As mentioned above, there is also an organizational identity, this concept refers to

how organizational members perceive and understand who we are and /or what we

stand for as an organization (Hatch & Schultz, 2000, p.15) Organizational identity,

refers to the people working every day in a corporation and identifying with the values,

culture, artifacts, codes, rules, procedures, all the internal aspects of the organization. It is

what it means for the individual to be part of an organization. Whetten (1998) and

Godfrey (1995) make a differentiation inside organizational identity, identification with

and identification of (Hatch & Schultz, 2000). Identification with refers to how

employees see and relate to the organizations values with his/her own values as a person.

Identification of, refers to the commitment the employee has with the corporation, andthe sense of responsibility the company has towards its employee.

Hatch and Schultz simplify the two concepts, organizational identity, and corporate

identity in table I:

Table I

(Hatch & Schultz, 2000, p.17)

According to Hatch and Schultz, corporate identity, is created by managers, by the

companys leaders. Their actions are directed and impact the end consumers through all

sorts of advertisement. Organizational identity is inside the company, it is shaped by the

members of the corporation. These actions target the employees through communication

inside the corporation, small talk, meetings, Emails, and all the tools used by the

employees to communication between them.


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II.II.I.B. Identity

What I will try to convey through this study is how corporate identity affects

organizational identity. How managers decision of what should be the corporate identity

and culture inside an organization impacts employees.

Brands as a corporate catalyst explains how the brand can change an organization

from the inside out. It starts with the managers, they decide what the brand is, what the

corporate culture should be and then, pass it down to its employees. In the next section, I

will talk about employee branding, how the company brands its employees, hoping that

this action in the future can provide a good consumer experience.


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Employee branding is defined as the process by which employees internalize the

desired brand image and are motivated to project the image to customers and other

organizational constituents(Miles & Mangold, 2004, p. 68).

II.III. Employee Branding

In order for a business to be successful, the brand should connect with the employees

and then they are responsible for creating a bond with its customers. Workers should

know, understand, and believe in what the company stands for. Being part, contributing

and engaging in a company are daily commitments that employees make. Employee

branding is the emotional connection that people make with their company, its the

motivation to deliver to customers what the business promises. Its a useful tool to reflect

to the outside what the organization stands for. The workforce influence the brand even if

they do not come in direct contact with the customer, their every day work should reflect

what the company stands for, what the brand wants to demonstrate, when the product or

service comes in contact with the customer. Proud, engaged, and content people can lead

to a successful customer experience, bringing more consumers in, and at the end of the

day more profits for the organization.

This section is dedicated to two different employee branding theories. The first is

Libby Artain and Mark Schumanns description contained in their book Brand from theInside (2006), of thirteen important things to know about employee branding. The

second, Miles and Mangolds six steps process to a successful employee branding.


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II.III.I. Artain and Schumanns thirteen points on employee branding

Artain and Schumann came up with thirteen points as an answer to employee

questions like Am I getting what the brand promises? Whats in it for me to choose to

work here? Why should I choose to engage? Any employer brand must answer these

questions, to simplify the choices employees make-so they in turn serve customers

(Artain & Schumann, 2006, p. 21). They argue that employees need to connect with the

brand in order to be able to bond with the customer and sell the product or service, with

the companys desired image.

1. - The brand must articulate the companys promise to their employees

It has to explain what their experience in the company is about. What they will get in

return for being part of the company. It has to provide a motivation to keep the workers in

tone with the organization. It is what the business promises to deliver inside.

2. - The brand must support the business strategy

Employees must understand and believe what the company does. They should also be

aware of where the company is and where it wants to be. What the organizations goals

are, what its doing to reach them, and what the business needs from its workers to

achieve those goals.

3. - The brand must define employees the companys customer experience

They should know how the organization wants its customers to be treated: It should not

only be on paper, it should be done. Managers should act the way they want employees to

act, pass down the behavior code, not only say what it should be but actually live it inside

the company.

4. - The brand must define what the organization needs from the employees

Employees make the corporation brand happen. They should clearly know what is

expected

from them, what they need to deliver in order for the brand to come alive and be able to

transmit it to the customers.


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For this to happen there are two elements that must be considered:

A) Employees must understand what the brand is all about

A.I) What the brand stands for

A.II) What personality the brand projects

A.III) What heritage the brand celebrates

A.IV) What customers expect

B) Employees must believe how the brand differentiates from what else is

available on the market

B.I) How the brand is aspirational

B.II) How the brand is inspirationalB.III) How the brand is emotional

B.IV) How the brand is functional (Artain & Schumann)

5. - The brand must define on-brand behavior

This is the relationship between the companys promised behavior to the customer, and

how the employees act when they interact with the client. Their contact with the customer

must equal to what the organization assured the consumer they would receive.

6. - The brand must connect what happens outside to what happens inside

The brand must be able to connect the outside market, the end consumer with the

organization. Employee branding frames the experience the organization creates for the

workers so that in return they can deliver the brand promise to the customer. The

workforce should be aware of the companys mission, vision, and values in order to

deliver the brand to the customer.

7. - The brand must focus on employee choice

Customers like employees interpret brands. The organization has to be open enough to

realize how the workers make sense the brand. They have to take into account their points

of view, because they will ultimately influence the consumer through their work. The


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company has to be aware that employees also have choices like consumers and that there

are also different options for the personnel where they can work. Employees choose to be

part of an organization, to interpret the brand and to stay loyal to it or look for something

else. Brands not only attract customers, they can also appeal to qualified personnel to

want to work in the company.

8. - The brand must define Whats in it for me? for the employees

Organizations staff has to be aware of the benefits they are in title to by being part of the

corporation. Employees like customers, have needs; the company has to be ready to fulfill

workers desires.

9. - The brand must define the business as a place to work

Workers have to be aware what their tasks are, what is expected from them, what are the

opportunities they have in the workplace, the rewards for good performances, what they

can aspire in their professional life with the company.

10. - The brand must articulate the companys desired reputation as a place to work

The people that work in a company are a reflection of the brand, they represent the

company. Their behavior and satisfaction of their work should be able to attract other

people to be part of the organization. The brand should not only draw customers but also

talented people to work in it.

11. - The brand must define what the organization believes in

Employee branding is a useful tool to express to the customer what the organization

offers, what it believes in and what it stands for. If the employees know, believe, and

relate to it, they will be able to transmit it to the customer. Personnel need to believe in

their work, trust the organization and have a purpose to be part of the business. When

employees have faith in the organization, consumers will be more likely to believe in the

product/service they are purchasing from the corporation.


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12. - The brand must define the desired emotional connection between the company

and employees

The brand should describe the emotional connection between the organization and the

employee; the brand is supposed to inspire a link among these two. Workers ought to feel

comfortable and proud of belonging to the organization, to come to work every morning

and do a good job.

13. - The brand can help the organization recruit employees

A brand is not only attractive for consumers; it is also appealing for future employees. If a

company treats its employees with respect, offers growing opportunities, good reputation,there will be satisfied and proud employees. They will not only appeal to consumers,

people will also want to be part of it by working in the organization.

(Artain & Schumann, 2006)

These 13 elements give base for employee branding, it gives insight to what a

corporation must take into account in order for employees to take the brand in, live it and

eventually transmitting it to the end user. With employee branding, they are able to

engage the client in a gratifying consumer experience, and stimulate the purchaser to want

to come back and be loyal to a brand.

Continuing in section II.III.II. an explanation of Miles and Mangolds six step process

to employee branding is provided.


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II.III.II. Miles and Mangolds six steps process to employee branding

In 2004 Miles and Mangold created a theory of employee branding, its a process that

provides organizations with the knowledge of the different elements that should come

together for an effective employee branding. What they intent to do with their model is to

solidify the brand on employees mind. They argue that it is easier to transmit the brands

message to consumers through its workforce, and this can only be achieved through a

successful employee branding. (Miles & Mangold, 2004)

Workers have to be the first people to believe and be loyal to the brand, if members of

the staff do not trust the brand or identify with it, how are customers suppose to engage

and want to buy the brand?

Chart II illustrates the process.

Chart II

(Miles & Mangold, 2004 p. 71)

The first step for a successful employee branding, according to Miles and Mangold, is

a well defined mission and vision. Employees are supposed to know the vision and

mission and should see that the organization lives from end to end according to those

values. It should not only be written on paper, they should be able to recognize that all the

employees are aligned with them and that their work reflects the companys believes. The

organization ought to work every day to fulfill the mission; employees have to be able to


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see that their every day work is guided towards that. After mission and values are clear

and employees are aware of them, the organization has to define what the desired brand

image is, what they want to transmit with it, employees should know how the company

wants to present itself. Miles and Mangold, refer to the importance of constant reminder

of the mission, vision and desired brand image through different techniques, inside the

company in a formal manner, through HR management systems, PR systems. In an

informal mode by culture/coworker influence, employees that have been long with the

company can show new workers how things are done in the corporation, they know how

the organization works and what is expected from them, they have the tools needed to

teach new incomers. Managers also have the ability to demonstrate what the expectedbehavior and culture is, through their actions and interaction, they give evidence of the

expected communication ways inside the company, with peers and later with the outside,

customers. There should also be a reminder to the exterior of what the brand stands for,

the mission and the vision, in a formal style, advertising the brand and using PR to let

people know about the brand. The next step is to assure that employees know what the

brand is, and that members of the staff are committed to it, that they identify with it and

are able to live it enabling them to reflect the desired brand image through their work or

interaction with the end user. The employee has to be willing and capable to project the

brand to the outside in order for clients to know that they will be receiving the type of

service or product that the organization promises. This process has different positive

outcomes, customers have knowledge of the brand, they know about the company as

another option in the market, economical turnover, better profit, employee and customer

satisfaction, consumer loyalty, and favorable reputation, among others. The key of this

process is the constant feedback in all its stages; every step has to have a response to

ensure the organization that they are working. (Miles & Mangold, 2004).

Artain and Schumann propose a series of elements that a brand should supply to its

employees. With these employees are able to connect with the brand, and in the future for

them to be able to pass the meaning of the brand to the end consumers. These components


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offer tools to connect employees and the brand, create loyalty, followers, identity, and

culture, that will be reflected every day in their work.

Miles and Mangold on the other hand, propose six steps with feedback, which

companies should follow to create employee branding. These two models were created

differently, Artain and Schumann are statements, Miles and Mangold are steps but they

both take into account similar concepts. Mission, vision, values, desired image, and

desired psychological connection to the brand from the employees. I will use these two

theories, Scheins concept of culture, Hatch and Schultzs concept of identity, and Hatch

and Schultzs theory of brands as corporate catalysts to structure an employee branding

survey.

In the next section, I will introduce an example of employee branding. I will analyze

Southwest, an American airline company, through both Artain and Schumann and Miles

and Mangolds theories.


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Southwest Airlines opened for business in 1971. It started flying in three cities in

Texas; Dallas, Houston and San Antonio. 40 years later, it operates in 68 different cities in

various states inside the United States. It has nearly 35,000 employees, 537 aircrafts, and

provides 3,200 flights per day (Southwest, 2010). Since 1988, Southwest has two

missions, one targets its customers and the other is directed to its employees.

II.IV. Southwest

Mission directed to its customers:The mission of Southwest Airlines is dedication to the highest quality of Customer

Service delivered with a sense of warmth, friendliness, individual pride, and Company

Spirit(Southwest, 2010).

Mission that targets its employees:We are committed to provide our Employees a stable work environment with equal

opportunity for learning and personal growth. Creativity and innovation are encouraged

for improving the effectiveness of Southwest Airlines. Above all, Employees will be

provided the same concern, respect, and caring attitude within the organization that they

are expected to share externally with every Southwest Customer (Southwest 2010).

These are some of Southwests awards:

In December 2009, Southwest Airlines topped the list of the 50 best U.S. places towork by Glassdoor.com

In April 2009, Southwest Airlines received the American Brand Excellence Awardfor Travel, and was recognized as the 2009 Grand Award Winner in the City

Business Journal Networks Brand Excellence Awards.

In April 2009, Southwest Airlines was included in BusinessWeeks ranking of the 50Most Innovative Companies in the World.

Southwest Airlines was named the seventh most admired Company in FORTUNEmagazines ranking of the 50 Most Admired Companies in the World.

In a 2008 TIME.com survey of the friendliest and stingiest airlines, SouthwestAirlines ranked no.1 for being the Friendliest Airlines.

Institutional Investor magazine recognized Southwest Airlines as one of the TopShareholder Friendly Companies in 2008 (Southwest 2010).


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II.IV. Southwest

These awards are a reflection of the employees work. Members of the staff believe in

the corporation and transmit all its values in their every day work, and with direct contact

or not with its customers. The mission provides the cornerstones that indicates employees

what is expected from them. Both Miles and Mangold and Artain and Schumann state that

the brand must indicate what the company wants from its employees, the brand must

provide its workers with the image the company wants to portray to the consumers. The

mission clearly states that members of the staff will be treated with the same concern,

respect and caring attitude within the organization and this behavior is expected to be

imitated with Southwests customers. The research will now continue with an analysis of

Southwest through Artain and Schumanns employee branding theory.


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II.IV.I. Analysis of Southwests employee branding through Artain and

Schumann

Southwests mission itself covers eleven out of thirteen points from Artain and

Schumanns list. This section describes how these elements are fulfilled and thejustification to why Southwest does not cover the remaining two components.

1. - It articulates the companies promise to their employees

We are committed to provide our Employees a stable work environment with equal

opportunity for learning and personal growth. Creativity and innovation are

encouraged Employees will be provided (with) concern, respect, and caring attitude

within the organization(Southwest, 2010). Southwest promises employees a stable work

environment, equal opportunities to learn and personal growth, creativity and innovation

are accepted, and they will be treated with concern, respect and a caring attitude. It has a

mission dedicated solely to its employees. The corporation makes perfectly clear that it

does have a promise to its staff.

2. - It defines employees the companys customer experience

The mission of Southwest Airlines is dedication to the highest quality of Customer

Service delivered with a sense of warmth, friendliness, individual pride, and CompanySpirit concern, respect, and caring attitude are expected to (be)share(d)externally

with every Southwest Customer (Southwest 2010). The mission clearly explains what

Southwest expects its customers to have, the company spirit delivered with the highest

quality of customer service, warmth, friendliness, individual pride, concern, respect and a

caring attitude.

3. - It states what the organization needs from the employees

learning and personal growth Creativity and innovation for improving the

effectiveness of Southwest Airlinesconcern, respect, and caring attitude within the

organization (that is also) expected to (be) share(d) externally with every Southwest

Customer (Southwest, 2010). Southwest needs for its employees to constantly learn,


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II.IV.I Analysis of Southwests employee branding through Artain and Schumann

personal development, creativity and innovation, concern, respect, and a caring attitude in

order for Southwest to improve and be effective.

4. - The brand must define on-brand behavior

In Southwests mission its stated that Employees will (provide)concern, respect, and

caring attitudeexpected to (be) share(d) externally with every Southwest Customer

the highest quality of Customer Service (will be) delivered with a sense of warmth,

friendliness, individual pride, and Company Spirit(Southwest 2010). Employees know

exactly what their behavior is supposed to be on company time. They know what their

feelings should be, what they are suppose to transmit with their work and contact withcustomers and fellow colleagues. It is a clear and straight forward statement that guides its

employees to the companys desired ways.

5. - The brand must connect what happens inside to what happens outside

Employees will be provided the same concern, respect, and caring attitude within the

organization that they are expected to share externally with every Southwest Customer

the highest quality of Customer Service delivered with a sense of warmth, friendliness,

individual pride, and Company Spirit (Southwest 2010). Employees should act in the

same respectful way with their colleges, inside the company and with the customers, the

outside; the expected behavior is the connection between the outside, its clients, and the

inside, fellow workers.

6. - It must define Whats in it for me? for the employees


opportunity for learning and personal growth. Creativity and innovationEmployees will

be provided (with) concern, respect, and caring attitude within the

organization(Southwest, 2010). According to Southwest, when working in the

company, employees will be working in a stable environment, where they have the


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opportunity to learn and grow personally, develop their creativity and innovation, and will

be treated with concern, respect and a caring attitude.

7. - The brand must define what the organization believes in

highest quality of Customer Service delivered with a sense of warmth, friendliness,

individual pride, and Company Spiritstable work environment effectiveness of

Southwest Airlines concern, respect, and caring attitude within the organization

(and) share(d) externally with every Southwest Customer (Southwest 2010). The

airline company believes in the highest quality of customer service, warmth, friendliness,

individual pride, stable work environment, effectiveness, concern, respect and a caringattitude inside and outside the company, all these elements put together, create the

company spirit.

8. - The brand must define the desired emotional connection between the company

and employees:

warmth, friendliness, individual pride, and Company Spiritconcern, respect, and

caring attitude (Southwest, 2010). Southwest expects employees to be warm, friendly,

have individual pride, concern, respect, and a caring attitude that shapes the company

spirit, both inside the company and outside it.

9. - It must articulate the companys desired reputation as a place to work:


opportunity for learning and personal growth. Creativity and innovation are

encouraged Above all, Employees will be provided the same concern, respect, and

caring attitude within the organization(Southwest 2010). Southwest wants to be

referred as a provider of a stable working environment that offers equal opportunities; its

open to creativity and innovation, and treats its employees with concern, respect, and a

caring attitude. A Culture committee appointed by the leaders met four times a year to


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determine proper and improper conduct(Arnott, 1999, p.2). According to Arnott, in his

book Corporate Cults (1999) leaders meet to evaluate correct behaviors in the work

place, in order to provide a pleasant environment for the staff.

10. - The brand must define the business as a place to work:

Creativity and innovation are encouraged for improving the effectiveness of Southwest

Airlines concern, respect, and caring attitude are expected to (be) share(d)

externally with every Southwest Customer (Southwest, 2010). The organization is

concerned with its effectiveness and asks its employees to be creative and innovative in

order to achieve that, it also reminds staff members that it is a working place because itconstantly refers to its customers, and the companys expectations to provide a good

customer experience.

11. - The brand can help the organization recruit employees


opportunity for learning and personal growth. Creativity and innovation are encouraged

Employees will be provided (with) concern, respect, and caring attitude within the

organization (Southwest, 2010). Having this attitude toward its employees, taking care

of them and providing stability, opportunity to grow, learn, create, and innovate in a work

place, attracts people to want to work in Southwest. The company received 90,043

resumes and hired 831 new Employees in 2009 (Southwest, 2010). According to these

figures, people do feel attracted to work for Southwest.

There are two points missing from Artain and Schumman in Southwests brand, they

are not written in their mission, but I argue that they can be assumed or understood

through the companys history and culture.


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1. - The brand must support the business strategy

Reading the companys history, one can predict that Southwests strategy is to grow, they

started in 1971 with three flights, and 40 years later they operate in 68 different cities and

has 3,200 daily flights. One can assume that Southwest wants to keep growing and

continue to be effective.

2. - The brand must focus on employee choice

Artain and Schumann argue in this point that the company has to be aware of how its

employees interpret the brand, the organization also has to realize that employees have

different workplace opportunities. Southwest is not the only airline company in the UnitedStates or the world. Of course Southwest chooses its staff, but also people decide to work

for Southwest; every day its workers come to work because they want to. When applying

for a job through Southwests webpage, in the career section, there is a section of culture,

and the company defines culture as: the development, improvement, and refinement of

the originality, individuality, identity, and personality of a given person Southwests

culture is divided in three core values:

Warrior Spirit:Work hard, desire to be the best, be courageous, display a sense ofurgency, persevere, and innovate.

Servants Heart: follow the golden rule, adhere to the basic principle, treat otherswith respect, put others first, be egalitarian, demonstrate proactive customer service,

and embrace the SWA (Southwest Airlines)family.

Fun-LUVing attitude: have FUN, dont take yourself too seriously, maintainperspective (balance), celebrate successes, enjoy your work, be a passionate team

player (Southwest, 2010).

I argue that there is no real room for employee choice, since Southwests culture is to

develop, improve and refine the originality, individuality and personality of a person. It can

also be interpreted as changing an employees personality to fit into the Southwest culture.

It is also contradicting to improve, refine and develop a persons individuality, is


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imply that what the company is striving to do is change employees individuality,

personality, originality, and identity. According to Websters dictionary, the word refine

means: To purify by removing unwanted substances or material; to improve(Websters

Dictionary, 1991, p.275). Wordreference, an online dictionary, states that the word refine

means: to improve or perfect by pruning or purifying(Wordreference, 2010). Cambridge

online Dictionary defines refine as: to make something pure or improve, especially by

removing unwanted material (Cambridge online Dictionary, 2010). According to these

definitions, Southwest through its culture will attempt to remove unwanted material from

its personnels identity, originality, personally and individuality. After this analysis one can

conclude that there is no space in Southwest for employee choice. The companys culturewill strive to change workers unique features.

The research will now continue with the study of Southwests employee branding

through Miles and Mangolds six steps to a successful branding.


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II.IV.II Analysis of Southwests employee branding through Miles and

Mangold

The first elements to take into account when analyzing a brand through Miles and

Mangold is the companys mission and values.

Mission and valuesSouthwest wants to be able to provide a stable working environment complimented with

concern, respect, and caring attitude that will reflect when employees interact with

customers or fulfill their jobs. As mentioned previously, Southwests values are inside its

culture, through it, employees are encouraged to have fun during office time but at the

same time to work hard, to treat everyone with respect, to celebrate achievements; through

their values, it does not seem like a strict place to be working for.

Desired brand imageSouthwest wants to be regarded as a company that gives the highest quality of Customer

Service delivered with a sense of warmth, friendliness, individual pride, and Company

Spirit provide our Employees a stable work environment Creativity and innovation

are encouraged Employees will be provided the same concern, respect, and caring

attitude within the organization that they are expected to share externally with everySouthwest Customer (Southwest, 2010). Southwest calls itself a family, so they want

people to feel like being with family, inside and outside the company, if they work for the

company or if they are customers. Southwest wants to be viewed as a very relaxed, happy,

and fun place to work for, or to fly with.

Sources/Modes of messagesBecause I am concentrating on the internal branding of the company, I will not

analyze the formal and informal external modes of messages; I will only concentrate on

the formal and informal internal modes.

The first training session for new employees is done on company time; the remaining

courses are taken on the workers own time (Artain, 1999, p.1). Southwest has training

sessions to reinforce the brand image it wants to portray, even if they are on employees


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II.IV.II Analysis of Southwests employee branding through Miles and Mangold

own personal time, the company constantly reminds its employees of its values, mission

and desired brand image through:

Formal Internal Sources: Human resources constantly communicate to itsemployees the values, mission and desired brand image. The real transmitting point

of the messages starts when hiring; future employees personalities have to match

the companys. In this way, it is easier for the workers to align, understand, and

adopt the expected behavior of the desired brand image.

Informal Internal Sources: In order for the informal internal sources to work,Southwest has to rely on its culture, Scheins basic assumptions mentioned

previously in section II.II.I.A. These assumptions are passed down from employeesthat have been with the company for a long time to new employees, through team

work and coaching. A Culture committee appointed by the leaders met four

times a year to determine proper and improper conduct (Arnott, 1999, p. 2). Basic

assumptions are extremely important to Southwest in its informal internal sources;

this is why the committee meets to decide which behaviors have to be encouraged

and which must be avoided, to be able to continue with the corporate culture, and

embed the desired conduct on employees. Proper interaction starts with managers, if

they behave in the correct Southwest way, the rest of the employees will imitate that

conduct with the rest of the members of the corporation.

The Psychological ContractSouthwests psychological contract begins in its mission when it promises its employees

a stable work environment with equal opportunity for learning and personal growth

Employees will be provided (with) concern, respect, and caring attitude within the

organization (Southwest, 2010). Workers are aware of what the company is going to

give them in return. In the mission, the organization also states what they want from the

employees, Above all, Employees will be provided the same concern, respect, and caring

attitude within the organization that they are expected to share externally with every

Southwest Customer The mission of Southwest Airlines is dedication to the highest


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II.IV.II Analysis of Southwests employee branding through Miles and Mangold

quality of Customer Service delivered with a sense of warmth, friendliness, individual

pride, and Company Spirit(Southwest, 2010). Employees are aware of the compromise

they must assume, and what that commitment means, what the organization is expecting

from them; but, they are also aware of what the company will provide in return for their

engagement.

Employee Brand ImageBy this stage, employees are aware what it means to be part of the company, how they are

suppose to behave and interact inside the organization and outside with the clients. They

also know what the organization expects from them, that their work, even if not in directcontact with the client should always reflect the brand. At Southwest employees know

that they are supposed to do their jobs, and treat outsiders and insiders with concern,

respect and a caring attitude. They must have the company spirit; deliver their jobs with a

sense of warmth, friendliness and individual pride.

OutcomesEmployees are branded; they deliver the image the company wants to portray. Southwest

has been able to provide its customers with a satisfying customer experience; through this

their business has grown in the last 40 years from flying to three cities to operating in 68.

Miles and Mangold do not take into consideration employees interpretation of the

brand. Through their chart, they are expecting that members of the staff to adopt, behave,

and even engage in a psychological contract with the company. No where in their diagram

does it have a step where the workers way of thinking of the brand is taken into

consideration.


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III. Justification and Purpose of the ResearchBrands have developed a dichotomy, they dont only target customers; they now also

strive to attract employeesattention, and loyalty. Top management is now interested onhow they can use the company brand to influence employees. It has become a central part

of an organization, through its influence and power inside out.

Companies like Deloitte, ING, Virgin, UPS, Microsoft, Wal-Mart, among numerous

organizations, are changing to corporate branding, because they are starting to understand

that in todays world, its not all about a certain product or service, its how the staff

internalizes the brand and interacts with the clients that count. The image that employees

give to the outside world about the company is what matters. Branding commands an

influence across all organizational units(Kornberger, 2010, p.34). Organizations must

establish a brand nurturing structure, culture and identity. Employees become the means

with which the organizations transmit their meaning and identity to the outside.

(Kornberger, 2010)

Arnott explains that in todays world there are three elements that will add competitive

advantage to a company: The first is to cross-train workers, which is collinear with the

old organizational model that mixes task and people qualification. The second is to

invest in collection of specialists (hiring people that have compatible personalities

with the organizations culture and identity), the third is to create and manage a strong

company culture (Arnott, (1999), p. 39). He also argues that Nonfinancial factors like

employee motivation have a direct effect on customer satisfaction and ultimately stock

prices (Arnott, (1999), p. 90).

Employee branding is an important element inside a corporation and should be

analyzed and taken into consideration, it can bring competitive advantages and profits. It

provides a strategic competitive advantage; it supplies the company with the ability to

have a positioning tool in the market place. Employee branding allows the corporation to

constantly give the customer the brand, what it stands for and what is behind that brand.

Employees internalize the brand. (Arnott, 1999)


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III. Justification and Purpose of the Research

End users are a vital element of a brand, since they also interpret it, influence it, talk

about it, and ultimately consume it. Artain and Schumann in 2006 developed five

important stages that customers go through when they get to know a brand.

1. - Notice: the moment when people first hear about, or see the brand. Its the first

impression. The moment the customer realizes that the brand exists.

2. - Observe:People see employees wearing the logo on their shirt; they read about a

certain brand, this is when the customer realizes what the brand stands for.

3. - Hear:When people start talking about the brand, and the potential future consumer is

already aware of its existence. It listens to the positive and negative comments people

have to say about the organization. This is when the person decides whether to be aconsumer or look for another brand. Its the review of the brand.

4. - Experience:When the consumer decides to purchase the product or service, when

they choose to consume the brand.

5. - Talk: The consumers go ahead and give their own review of the brand to other

people, they comment on their experience. (Artain & Schumann, 2006)

Table II, demonstrates the five previously mentioned steps that a consumer goes

through, when they get to know a brad.

Table II

(Artain & Schumann, 2006, p. 29)

Table II, explains how customers get in contact with a brand, employees actions can

influence each and every one of these five stages through small details, a behavior, their

work, a simple smile, the way they express themselves, any contact can impact on acustomers point of view of the brand.

This thesis concentrates on employee branding, the research was not meant to measure

consumer effect. Employee branding may or may not influence Artain and Schumanns

five stages that customers go through when getting to know a trademark. Hence, its intent

is to ultimately be able to attract and retain the end user.


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IV. MethodologyThroughout this thesis, I will be working with Evalueserve, a company founded in

2000, based in India, with world wide operation centers, including, Austria, Germany,Chile, China, Singapore, and the USA, just to name a few. It has more than 2000

employees and it works in 50 different languages. Evalueserve is a knowledge processing

outsourcing company, its services include financial and investment research, business

research, market research, intellectual property, supply chain support services, and legal

support services(Evalueserve, 2009).

I will apply a 30 questions attitude survey on Evalueserves employees, the questions

are based on the theory brands as corporate catalyst, Edgar Scheins concept of culture,

Mary Jo Hatch and Majken Schultzs definition of identity, complimented with Miles and

Mangold, and Artain and Schumanns theories of employee branding.

I came to the conclusion that for this thesis, a survey would be the best option. I had in

mind that I wanted a company that was in different parts of the world, which had a

multinational workforce, offered different services, and worked with numerous languages.

Because of these elements that I required for my study, it was going to be hard to be able

to interview different people around the world; an Email survey allows me to ask

numerous reliable questions.

To decide what type of survey I was going to conduct, I used Arlene Finks book The

Survey Kit 2: How to Ask Survey Questions (2003), she provides a Checklist for

Deciding Between Open and Closed Questions

Table III presents Finks checklist.


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IV. Methodology

Table III

(Fink, 2003, p. 34)

After carefully evaluating the options, closed questions would serve better the purpose

of the study. I want to be able to report numerical data, and rank the answers. Fink also

acknowledges, in regards to closed question surveys that because the respondents

expectations are more clearly spelled out, the answers have a better chance of being more

reliable or consistent over time respondents prefer closed questions because they are

either unwilling or unable to express themselves while being surveyed (Fink, 2003, p.

33). I had to consider that the survey was going to be done during working time, that there

was the possibility that employees might not have enough time to think about theiranswers.

I wanted them to be able to respond as accurately as possible without having to reflect too

long and take too much of their time from their work. Closed questions provide the option

that I needed to obtain my responses.


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IV. Methodology

complimented by Miles and Mangolds theory as they state that the most important

components are the employees knowledge of values, mission, vision, the constant

reminder of these, and desired companys brand image.Questions 6 through 19, 11, 15,

17, and 20 discuss the mission, vision, values, training programs, loyalty, valued

employees, dress code, belief in the organization and companys efforts to remind its staff

about these elements.

The 30 question survey will be emailed worldwide throughout the company, and

conducted the first two weeks of March 2010. It will be optional and anonymous. The

survey can be found in the appendix segment, section X, as appendix I.

After the survey has been conducted I will analyze the data acquired and compare it

with a highly successful, employee branding example, Southwest Airlines. I will contrast

the answers with the American airline company.

I will take into consideration the sources of bias when conducting the survey; the

weak point in my surveys will be that I am not going to be able to do them in person. I am

going to have to depend only on the employees answers without being able to talk to

them face-to-face. Another factor I have to take into account is the fact that the surveys

will be done during work time, workers might not be fully concentrated on answering the

questions, and it is possible that they will not have time to think about the questions. Since

the survey is

going to be, optional, I hope people are encouraged to respond so that I can be able to

obtain a suitable number of answered surveys to capture a real picture of Evalueserves

employee branding.


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V. HypothesisEvalueserves employees are branded.


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VI. ResultsThe survey was open for two weeks, to randomly chosen staff members world

wide. The aim was for 200 employees to answer. During those weeks, there were tworeminders sent via Email about the existence of the questionnaire. I was also in constant

contact with Evalueserves HR department, they regularly sent updates, and provided

more Email addresses to try to reach the target. At the end, in total, 138 employees

answered the questionnaire.

Continuing this research; the results of the survey will be explained, through

percentages, numbers, graphs, and comparisons. To view individual data from each

question please refer to the appendix section, under Appendix II.

The first five questions of the survey are meant to get to know the employee; it is

general information; age, gender, location, nationality, and seniority.

VI. I Survey results

As graphs I-V show, there are ten different nationalities, most are male indians, that reside

in the same country between 25 and 30 years old, and have been with the company for 1-5

years. The second biggest age group, is between 20-24, demonstrating that 82.5% of

Evalueserves members are in their 20s.


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VII.Data Analysis and InterpretationsThis section of the thesis aims to examine the surveys results, through Edgar Scheins

concept of culture, and Hatch and Schultzs description of identity; Artain and Schumann,and Miles and Mangolds theories on employee branding. The conclusions reached will

also be compared with Southwests previous analysis made in section II.VI.I. and II.IV.II.

Fifteen questions were based on Scheins theory of what culture is; basic assumptions

that are taken for granted. In order to bring those to light, queries 6, 11 through 14, 17, 19,

and 22 through 30 will be analyzed through Scheins concept. They target hidden

behaviors such as employees attitude towards work, relationship with peers, superior,

subordinates and family; loyalty, personal satisfaction with work, level of comfort in the

organization, tools and equipment, amount of time spent at work, leisure time, and

knowledge about what the organizations desired image is.

VII.I. Analysis of Evalueserves employee branding through Culture

In total, 138 people answered the survey, from those, 107 argued to have received a

training program when entering the company. 102 employees stated to be part of the

company for 1-5 years. 47 people agree or strongly agree that Evalueserve has good

working facilities. 43 agree or strongly agree to have an overall satisfaction with their

work. 66 have or probably have a sense of loyalty to Evalueserve. 44 are conformable in

their workplace. 72 people spend 1 to 10 hours at work daily. This data will be correlated

with other questions, relationships with superiors, peers, subordinates and family, leisure

time, willingness to spend the rest of their career with the organization, knowledge on

mission, vision, and values.

This correlation will help identify the existence of Evalueserves culture inside

employees. The following graphs exemplify the relation between the training programsand the organizations mission, vision, and values. The second relates employee longevity

with the organizations mission, vision, and values. The third aims to find out if workers

that have been the longest in the organization, know about the companys behavior code.


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Graph VI Received Training: mission, vision and values

Graph VII 1-5 years: mission, vision and values

Graph VIII Behavior code

VII.I. Analysis of Evalueserves employee branding through Culture

Since training, and longevity are

employee branding 1

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