However, it was found that employees do not understand what the brand stands for and have difficulties in fulfilling the new brand promise. The focus of this thesis will be on employees' perceptions of the brand repositioning at Standard Bank and its implications on employee behaviour.
Problem Statement
Research Question
Value of the Study
Limitations of the Study
Research Methodology
Research design
The interviews are conducted by the researcher and the questions to be asked are largely open-ended. The conversations take place during office hours, with a maximum duration of 45 minutes per conversation.
Data Collection and Analyses
All respondents will be asked the same questions, regardless of whether they are managers or non-managers, so that the answers between the two groups can be compared.
Structure of the Study
In this chapter, the results from the data analysis conducted in Chapter 4 will be discussed and conclusions will be drawn from the results. The problem statement and research questions will be addressed and recommendations will be made on the best approach to implement an effective.
Conclusion
Literature Review
Defining a Brand
The space in the mind defines the brand image (external) and brand identity (internal) of an organization. It is often stated that there must be a strong correlation between the brand identity and the values of the organization (Killian and McCarty, 2005; Dentorm and Vloebergh, 2003).
Brand Identity Perspective
- Brand as a Product
- Brand as an Organisation
- Brand as a Person
- Brand as a Symbol
These elements determine the soul of the company and give meaning to what the brand stands for. It is important that company values, which are the brand values, are congruent with the values of the employees.
Brand Positioning
- Target Audience
- Points of Parity
They are an indication of why the brand is superior in achieving its goal (Tybout & Calkins 2005). The target consumers must find the brand personally relevant and important to them.
Towards Living the Brand
It is a four-phase process that starts with defining the brand vision and ends with implementation. Employees will use the brand vision to guide their daily activities.
Service Profit Chain
Figure 4 on the following page shows a diagrammatic representation of the links in the service profit chain. The service profit chain shows that there is a direct link between satisfied employees and excellent service or product delivery that is on brand.
Stages of Brand Assimilation
Clearly, there are real benefits to having well-defined company values and employees who understand what the company stands for and who are able to live the brand values and deliver on them. 34; Employees need to understand what a brand is and how it is built, what your brand stands for and what their role is in delivering on the brand promise", Davis et al., (2002). It also shows when delivery is on brand and meets customer expectations, the organization's profitability is improved.
Employee Segmentation
The organization would need to use evangelists as brand ambassadors to convert skeptics. The evangelist can come from any area within the organization and doesn't just have to be employees working in either branding or marketing. Accessible employees, who make up 8% of employees, are similar to true loyalists in that they will do anything and everything for the organization while they are with the company.
However, their stay in the organization is short-lived and they are likely to leave the organization for personal reasons rather than lack of commitment to the organization. Trapped employees, who make up 3 1% of employees, hate their jobs but cannot leave the organization. They are not productive and not committed to the future success of the organization.
Employee segmentation helps an organization group employees with similar behaviors so that appropriate and relevant activities are implemented efficiently throughout the organization.
2.8 3- Phased Approach to Develop a Living the Brand Programme
Conclusion
The concept of "living the brand" was defined and its benefits were discussed using the service profit chain model. The next chapter covers the research methodology applied to determine employee perceptions of brand repositioning.
Research Methodology
- Sampling Design
- Data Collection and Analysis
- Limitations
- Conclusion
Interview schedules were used to explain the nature of the study and the reasons for conducting the research study. Descriptive - The study answers the question of what is the impact of brand repositioning on employee perceptions. Some of the questions were repeated to gain some consistency in the answers.
The critical points drawn from the interview results will be used to determine employee perceptions of Standard Bank's brand repositioning. IT manager who has been with Standard Bank for over three years Respondent 2. Non gallery manager who has been with Standard Bank for twenty three years.
Non-manager in group secretary who has been with Standard Bank for three years Respondent 11.
Data Analysis and Presentation of Results
Interviews with Managers
After the interviewer read the vision statement, all interviewees showed a very clear understanding of the vision and what Standard Bank wants to be. Which of the value(s) with which you strongly identify do you find easy to implement at work? In April 2006, following the launch of the vision and values in 2005, the bank launched its new brand positioning.
All the interviewees see the new brand positioning as more concerned with people, be it the Bank's employees, customers, shareholders or other stakeholders. One of the interviewees raised the question: who is supposed to be inspired, motivated and engaged. This question also further pointed to the level of acceptance, by the interviewees, of the new brand vision.
After launching the new brand positioning explained enough what was expected of you as an employee.
Interviews with Non-Managers
One of the interviewees mentioned doing good by his employees, customers, shareholders and other stakeholders. The table below shows at a glance how many of the respondents identified with which value. All the interviewees felt that their environments enabled them to live out the values with which they mostly identify.
The interviewees sounded proud of the areas they work in and the management in these areas. The responses showed that the interviewees understood that this change had to happen and that they accept and welcome it. The interviewees found it easy to live up to the values because they mostly agree with them on a personal level.
This time, too, it was reported that the restart was phenomenal, and the interviewees remember that day very vividly.
Conclusion
The level of understanding of the brand positioning is very low, but the organization certainly contains people who are excited about the new positioning and want to make it work.
Research Findings and Recommendations
- An Effective Living the Brand Programme
- Strategic Development Phase
- Foundation Building Phase
- Implementation
- Recommended Implementation Activities
- Choose your moment
- Link Internal and External Marketing
- Bring the Brand Values Alive for Employees
- Corporate Culture
- Communication Channels
- The Physical Environment
- Human Resource Policies
- Operations
- Recommendations for Future Studies
- Conclusion
However, they didn't know how to bring it to life so that they could deliver on the brand promise. They want to live the brand so they can deliver on the brand promise. The brand champions will help create brand ambassadors or evangelists from the other employees.
When the program is launched, all employees must receive a copy of the brand guide: a reference tool. Mitchell (2002) suggests that turning points in the organization are ideal for launching a living brand campaign. Employees need to be connected to the brand so that it informs their every move.
An effective 'living the brand' program clearly defines for employees what the brand stands for and creates brand ambassadors for employees.
Bibliography
Branding Failures - The Truth About The 100 Biggest Branding Mistakes of All Time, 3rd Edition, Kogan Page Ltd, London. Living the Brand - How to Transform Every Member of Your Organization into a Brand Champion, Second Edition, Kogan Page Limited, London. An exploratory study of individual lived brand experiences within a South African context (online), available at: www.siopsa.org.za.
The end of advertising as we know it, 1st edition, John Wiley & sons Inc, New Jersey.
Web Resources
Retrieved March 12, 2006, from World Wide Web: www.biz-community.com/pressoffice/pressrelease.aspx?i=451&ai=2751.
Appendices
APPENDIX A: ETHICAL CLEARANCE
UNIVERSITY OF
KWAZULU-NATAL
APPENDIX B: CONSENT LETTER
Research title: Living the brand - a case study of how management at Standard Bank can create brand ambassadors from their employees. We need your help to find out the level of understanding and acceptance of the new brand positioning. We also need you to tell us with your current understanding of the brand positioning how you would live the Standard Bank brand.
Although you do not have to participate in the interview, because participation is voluntary, you will help us a lot with your answers. Provide participants with copies of the survey results as a benefit to them if they choose to receive them. Dispose of the collected data as soon as the MBA thesis has been accepted and passed.
I (provide your name and surname) hereby confirm that I understand the contents of this document and the nature of the research project, and I hereby agree to participate in the research project, provided that my personal identity is not revealed in the final published version. in the final published research project.
APPENDIX C: INTERVIEW SCHEDULE
Interview Schedule
Personal information
APPENDIX D: STANDARD BANK VISION AND VALUES
Standard Bank vision
Standard Bank values
Serving our customers (we do everything in our power to ensure that we provide our customers with products, services and solutions that suit their needs, provided that everything we do for them is based on sound principles business.). Delivering to our shareholders (we understand that we earn the right to exist by providing adequate long-term returns to our shareholders. We strive extremely hard to meet our various objectives and fulfill our commitments.). Guarding against arrogance (we believe in our ability to achieve ambitious goals and celebrate success, but we must never allow ourselves to become arrogant.).
APPENDIX E: INTERVIEW QUESTIONS
List of interview questions
How have the new brand values affected the way you carry out your day-to-day activities? 14. Briefly explain how you will create a brand-based culture, where employees understand what the brand stands for and are guided by the brand values in their day-to-day operations.
