Personal Connection to the Organization and Corporate Brand Image
The brand of a corporate is extremely important in an organization; it is directly connected to alternative entities and brands. Therefore, an intact corporate brand guides the organization’s marketing strategy. This is achieved through providing an entry criterion in different markets.
Employees feel connected to their organizations and corporate brand image through various ways. Employment is a key reason for this connection (Keller, 2002). If the work environment is conducive for employees, they feel exceptionally connected to their work place.
In this regard, employees consider the pace at which work is carried out, the location of the office, as well as the social dynamics involved at the workplace. In organizations, there are various types of employees.
The workforce’s diversity plays a major role in making an employee feel connected to their organization and corporate brand (Uggla & Åsberg, 2009). Through interacting with different employees, an individual learns novel ideas and logistics, which makes them better employees.
It is worth pointing out that the level and arrays of challenges that organizational work poses can act as motivation to employees. Some employees feel better when they engage in challenging chores. Moreover, it is important for employees to work at a place, where they are able to learn new things.
Another principal factor that makes employees connected to their organization is the intangible and tangible benefits. Employees feel more encouraged to work hard if their benefits and salaries are impressive.
Moreover, it is important for an organization to offer its employees the chance for career advancement and progressive skills training (Maxwell & Knox, 2009).
Employees usually consider the respect and trust in an organization as extremely important. To enhance the respect and trust, managers should have a concern and respond appropriately to the opinions and needs of the employees. Employees consider an organization’s success as an attractive attribute.
Employees feel proud when they are associated with a successful organization (Kotler & Armstrong, 2004). The success in an organization includes how beneficial and popular their programs are, the values of brands, the organizations’ market position, and the relevance and quality of the programs.
As far as success in an organization is concerned, it is important to consider the present and past success. Therefore, employees are able to formulate strategies to promote future success. The perception outsiders have about an organization is also important.
Corporate Brand Strategy
While considering an organization’s corporate brand strategy, it is worth noting that corporate brands can be differentiated, communicated, and are powerful ingredients for brand equity.
An effective corporate brand strategy has to consider the present and past success in an organization, and consequently lay down strategies for promoting future success. In this regard, brand leveraging comes into play. This considers the brand knowledge and equity that the organization’s consumers have.
The basic and secondary brand equity sources are vital in enhancing an organization’s corporate brand (Balmer, 2001).
The organization’s management plays a major role in promoting corporate brand. It controls the organization and, therefore, can regulate what employees and outsiders say about the organization.
Moreover, the management holds the success of the organization in its hands, which is a vital component for the organization’s corporate brand image. Corporate brand can be enhanced by engaging in events strategically, showing social responsibility, and promoting a positive history and heritage.
References
Balmer, J. (2001). Corporate identity, corporate branding and corporate marketing – Seeing through the fog. European Journal of Marketing, 35(3), 248-270.OURNAL O
Keller, K. L. (2002). Strategic Brand Management: Building, Measuring and Managing Brand Equity. New York: Prentice Hall, Upper Saddle River.
Kotler, P. & Armstrong, G. (2004). Principles of Marketing. New York: Prentice Hall.
Maxwell, R. & Knox, S. (2009). Motivating employees to “live the brand”: a comparative case study of employer brand attractiveness within the firm. Journal of Marketing Management, 25(9), 893-907
Uggla, H. & Åsberg, P. (2009). Corporate Brand as Co-Driver: A Framework for More Transparent Corporate Brand Leverage. The IUP Journal of Brand Management, 6(3), 104- 121.