Developing brand ambassadors

The role of brand-centred human resource management

Ahmad Said Ibrahim Al-Shuaibi, Faridahwati Mohd Shamsudin, Norzalita Abd Aziz

Research output: Contribution to journalArticle

2 Citations (Scopus)

Abstract

In this paper, we propose the role of brand-centered human resource management (HRM) in supporting the internal branding initiative toward the development of brand ambassadors in organizations. By brand ambassadors, we mean employees who are not necessarily involved in sales or marketing job, but who are also partly responsible for the promotion of the organization brand to external stakeholders, such as customers. Because the brand ambassadors are expected to live the brand and project the correct image of the company brand, it is vital that they understand and accept the brand value proposition. In order to help them do their job well in delivering the brand promise, it is essential that brand-centered HRM is instituted. Brand-centered HRM refers to the HR-related practices, such as hiring, training and development, performance appraisal, and compensation, to name a few, that are implemented to make employees produce positive attitude and behaviors toward the brands of the firm (Chiang et al., 2012). When the employees are able to play the role of good brand ambassadors to the external customers, it is expected that customers’ brand experience will be enhanced, resulting in customer brand loyalty. In essence, brand-centered HRM is key toward the accomplishment of brand success and survival in the marketplace as the external branding and internal branding strategies are aligned.

Original languageEnglish
Pages (from-to)155-161
Number of pages7
JournalInternational Review of Management and Marketing
Volume6
Issue number7Special Issue
Publication statusPublished - 2016

Fingerprint

Human resource management
Employees
Internal branding
Stakeholders
Brand value
Branding strategy
Hiring
Performance appraisal
Value proposition
Marketing
Brand experience
Branding
Brand loyalty
Training and development

Keywords

  • Brand success
  • Brand-centered human resource management
  • Internal branding

ASJC Scopus subject areas

  • Business, Management and Accounting(all)

Cite this

Developing brand ambassadors : The role of brand-centred human resource management. / Al-Shuaibi, Ahmad Said Ibrahim; Shamsudin, Faridahwati Mohd; Abd Aziz, Norzalita.

In: International Review of Management and Marketing, Vol. 6, No. 7Special Issue, 2016, p. 155-161.

Research output: Contribution to journalArticle

Al-Shuaibi, Ahmad Said Ibrahim ; Shamsudin, Faridahwati Mohd ; Abd Aziz, Norzalita. / Developing brand ambassadors : The role of brand-centred human resource management. In: International Review of Management and Marketing. 2016 ; Vol. 6, No. 7Special Issue. pp. 155-161.
@article{3772f787148c4a6cbf4980f394d0bf4f,
title = "Developing brand ambassadors: The role of brand-centred human resource management",
abstract = "In this paper, we propose the role of brand-centered human resource management (HRM) in supporting the internal branding initiative toward the development of brand ambassadors in organizations. By brand ambassadors, we mean employees who are not necessarily involved in sales or marketing job, but who are also partly responsible for the promotion of the organization brand to external stakeholders, such as customers. Because the brand ambassadors are expected to live the brand and project the correct image of the company brand, it is vital that they understand and accept the brand value proposition. In order to help them do their job well in delivering the brand promise, it is essential that brand-centered HRM is instituted. Brand-centered HRM refers to the HR-related practices, such as hiring, training and development, performance appraisal, and compensation, to name a few, that are implemented to make employees produce positive attitude and behaviors toward the brands of the firm (Chiang et al., 2012). When the employees are able to play the role of good brand ambassadors to the external customers, it is expected that customers’ brand experience will be enhanced, resulting in customer brand loyalty. In essence, brand-centered HRM is key toward the accomplishment of brand success and survival in the marketplace as the external branding and internal branding strategies are aligned.",
keywords = "Brand success, Brand-centered human resource management, Internal branding",
author = "Al-Shuaibi, {Ahmad Said Ibrahim} and Shamsudin, {Faridahwati Mohd} and {Abd Aziz}, Norzalita",
year = "2016",
language = "English",
volume = "6",
pages = "155--161",
journal = "International Review of Management and Marketing",
issn = "2146-4405",
publisher = "EconJournals",
number = "7Special Issue",

}

TY - JOUR

T1 - Developing brand ambassadors

T2 - The role of brand-centred human resource management

AU - Al-Shuaibi, Ahmad Said Ibrahim

AU - Shamsudin, Faridahwati Mohd

AU - Abd Aziz, Norzalita

PY - 2016

Y1 - 2016

N2 - In this paper, we propose the role of brand-centered human resource management (HRM) in supporting the internal branding initiative toward the development of brand ambassadors in organizations. By brand ambassadors, we mean employees who are not necessarily involved in sales or marketing job, but who are also partly responsible for the promotion of the organization brand to external stakeholders, such as customers. Because the brand ambassadors are expected to live the brand and project the correct image of the company brand, it is vital that they understand and accept the brand value proposition. In order to help them do their job well in delivering the brand promise, it is essential that brand-centered HRM is instituted. Brand-centered HRM refers to the HR-related practices, such as hiring, training and development, performance appraisal, and compensation, to name a few, that are implemented to make employees produce positive attitude and behaviors toward the brands of the firm (Chiang et al., 2012). When the employees are able to play the role of good brand ambassadors to the external customers, it is expected that customers’ brand experience will be enhanced, resulting in customer brand loyalty. In essence, brand-centered HRM is key toward the accomplishment of brand success and survival in the marketplace as the external branding and internal branding strategies are aligned.

AB - In this paper, we propose the role of brand-centered human resource management (HRM) in supporting the internal branding initiative toward the development of brand ambassadors in organizations. By brand ambassadors, we mean employees who are not necessarily involved in sales or marketing job, but who are also partly responsible for the promotion of the organization brand to external stakeholders, such as customers. Because the brand ambassadors are expected to live the brand and project the correct image of the company brand, it is vital that they understand and accept the brand value proposition. In order to help them do their job well in delivering the brand promise, it is essential that brand-centered HRM is instituted. Brand-centered HRM refers to the HR-related practices, such as hiring, training and development, performance appraisal, and compensation, to name a few, that are implemented to make employees produce positive attitude and behaviors toward the brands of the firm (Chiang et al., 2012). When the employees are able to play the role of good brand ambassadors to the external customers, it is expected that customers’ brand experience will be enhanced, resulting in customer brand loyalty. In essence, brand-centered HRM is key toward the accomplishment of brand success and survival in the marketplace as the external branding and internal branding strategies are aligned.

KW - Brand success

KW - Brand-centered human resource management

KW - Internal branding

UR - http://www.scopus.com/inward/record.url?scp=84991273707&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=84991273707&partnerID=8YFLogxK

M3 - Article

VL - 6

SP - 155

EP - 161

JO - International Review of Management and Marketing

JF - International Review of Management and Marketing

SN - 2146-4405

IS - 7Special Issue

ER -