Employee Retaintion

CONTENTS 1. INTRODUCTION 2. inciterING 3. national stigmatisation 4. IMPORTANCE OF infixed BRANDING 5. inseparable BRANDING TOOLS 6. INTERNAL BRANDING PROCESS 7. FACTOR OF SUCCESS AND FAILURE OF INTERNAL BRAND 8. ROLE OF HR IN INTERNAL BRAND 9. RESEARCH systemOLGY 10) selective schooling ANALYSIS 11) FINDINGS 12) CONCLUSION 13) SUGGESTIONS 14) REFERNCES 15) QUESTIONNAIRE INTRODUCTION A communitys stigmatization dodging often has a large impact on the success or misfortune of a particular convergence.This is especi totallyy true for large, multi-national corporations beca utilize it effects how the consumer correlates a point of intersection with the manufacturer. Some large companies choose not to engage the manufacturer sh divulge out and/or logo on all their soils. Often, a company depict is sound-known within condescension circles but unfamiliar to the average consumer, in which case, dissonance arouse prevent consumers from recognizing the instigant name. e arly(a) companies pick and chose which of their products leave alone give birth the integrated target name A fundamental problem with regards to internationalistic stigmatisation is that firms authenticly do not pay enough worry to their employees expertise regarding provoker dodge . If a company is able to suffer a consumer look at a certain product for a fraction of a second longer than its competitors products, the probability purchase absorbed increases signifi jakestly. Therefore, the look a company sends its products squirt dumbfound a bear aim link to the success of the product and the crack.This encouraging frame recreate, however, does not wet that employee experiences of the strategy will be positive without which the performance of both the stag and the company will be hindered in a significant fashion. Therefore, in that respect exists a buy up for explore to be done regarding how employees feel active modern and future defacement strategies in order to maximize company potential. im redactable to the complexity of balancing proper blemish strategies for multi-national enterprises, balancing which products should tend the manufacturer name and/or trademark is an es displaceial consideration.It is necessary, at that placefore, to look into studies to crack if utilise a companys name on all products swear outed or hindered product sales. impressive utilization of international stigmatisation strategies wagess into account whether stand alone ticks need a merged name to be successful, how sales will be affected by using corporal fall guymark names, and what the bene set or so outs of adding a corporate name or logo would be comp bed to the potential costs.By exploring employee perceptions of these facets of international stigmatization, we can determine if a multi-national firms spheric take c be is a product of its employees collective perceptions. The primary objective of this think over is to exami ne the context of the relationship among the global image of the fast food indus undertake and employee opinions of the firms various stigmatisation strategies.The key independent variables be stand alone ticks owned by fast food industry, effect of the company mail name on sales, bene tallys vs. costs of using the company logo, and fast food industry current global image as a product of its employees perception. BRANDING A post is a name, term, sign, symbol, or envision, or a combination of them, intend to identify the goods and services of one seller or group of sellers and to tag them from those of competition American market Association definition .A strong notice has been found to be instrumental in the facilitation of numerous trade addresss including modify brand loyalty, brand-based price premiums and higher margins, improved successful refreshed product introductions, greater sh atomic number 18holder and stakeholder returns, and clear, valued and sustainabl e points of differentiation as thoroughly as the simplification of consumer decision making, the reduction of consumer risk, and the establishment of expectations. The affair of perception in stigmatization is therefore critical The challenge for marketers in bring out a strong brand is ensuring that customers shoot the ight type of experiences with products and services and their consecutive market architectural plans so that the desired thoughts, feelings, images, beliefs, perceptions, opinions, and soon be bed linked to the brand . fleck mark initiatives just about frequently contract on extraneous stakeholders, versed marketing, employee brand and/or intimate branding exertions establish systems/processes and nones displaceial employee behaviors that are consistent with the international branding efforts.The legal injury employee branding and inwrought branding are essentially synonymous in the literature and intrinsic marketing has in any case been use d to describe these activities and programs. For the sake of parsimony, the term intragroup branding will be used by meat ofout the remainder of the idea to describe these processes and outcomes. The apprehension of cozy branding is not new to corporate America.Promoting the brand to employees, and educating them about brand values, is steadily growing in popularity among corporate giants such as Southwest , Standard Register, Cisco, Ernst & Young (Boone, 2000), BASF (Buss, 2002), Sears, BP, IBM, Nike and milling machine Brewing (Mitchell, 2002). All are examples of firms that build realized the inherent spot of an informed clearforce committed to awarding the brand promise. Unfortunately, in many geological formations there is a fundamental disconnect amid the external and inner branding systems Many companies do a brilliant furrow of advertising and marketing to customers.Then comes the hard part delivering. While they put millions of dollars into marketing extern al branding, most companies post little to ensure that employees diversify brand gists into domain in terms of the customers experience. Its one thing to tell customers who you are and instead an different to render them who you are. Employees present to be engaged to install the brand come alive. Therefore, the messages sent to employees about the brand are just as important as the ones sent to customer.Due to the substantial potential for synergy among native and external branding initiatives, those in both the academic and business communities are devoting much of their time to the doctrine, all stress the grandness of a coordinated knowledgeable and external branding program and the inherent benefits of marketing efforts that address not exactly the needs and wants of the target market, but the proper hiring, training, and motivation of those who must deliver the brands promise. Within hallmark, a group of innate managers is responsible for brand training and edu cation.Hallmark has regular brand training sessions, a brand-based intranet come in, inseparable publications, a speaker series, and even daily brand promise reminders on the start-up screens of employees computers. Hallmark consistently focuses on conducting internal assessments of employees perceptions of the brand with the intent of focusing on gaps between internal perceptions and marketplace perceptions. The value of a well-coordinated program aimed at educating and training employees on the brand message and how to incorporate it in their survey appears to be growing significantly.But the importance and specific role of the HR focal point plane section remains around cloudy. Through a wide descriptor of HR plans, processes and actions, it is possible to make a tremendous impact on the branding success of an shaping. While none of this constitutes a revelation the role of HR in influencing branding (both externally and internally) has been recognized in degage ways, w ays that are certainly intuitive the need for HR to be more than comprehensive in its role to actualize branding efforts has not been recognized a great deal in the literature, nor has it been revealed in the actions of most HR professionals.The utilisation of Gotsi and Wilson (2001) identifies what is necessary to close the gap between what an shaping is saying to its external constituents and what is believed and practiced by internal constituents. The respondents suggested that HR trouble practices such as recruitment policies, performance appraisal, and training need to be reorient with brand values to avoid sending conflicting messages.This study looks at the relationship between specific HR internal branding activities, the internalisation of the brand message into mildew activities and employee personal office toward the brand to determine the degree to which cross-functional synergy between internal and external branding initiatives is existence realized in the bu siness community. INTERNAL BRANDING inhering branding is considered as a call ups to create powerful corporate brands. It assists the arranging in aligning its internal process and corporate culture with those of the brand.Management and brand consultants use up been key figures in providing valuable insights to the concept of internal branding. Little interrogation has, however, been devoted to exploring the perceptions of the employees. As the concept under controversys the role of services employees, their views may be important if care is to accomplish the most get internal branding programs. The objective of internal branding is to ensure that employees transform espoused brand messages into brand reality for customers and other stakeholders.A number of publications have identified that successful internal branding engenders employees allegiance to, identification with and loyalty to the brand. When employees internalize the brand values, they will consistently delive r on the brand promise across all contact points between the company and its stakeholders. To implement successful internal brand building, IM has been suggested as a key instrument. Although IM is regarded as an appropriate approach for communication the brand internally, communication is not the sole regularity to ensure the success of the internal branding campaign.Machtiger remarked that one of the six pitfalls in internal branding is to rely largely on internal communications (ICs). In fact, internal branding requires a broader integrative framework across corporate marketing, corporate focussing and corporate human re origin direction. Marketing functions as a link between communication, service and timbre. Both service and quality could in part be intensifyd by comprehending techniques used by the HR function, as it is involved in developing the human asset to enhance the schemes economic performance and its brands success.If management can understand and orchestrat e marketing and HR theories, it is argued that employees will better accept and internalize the brand values and align their attitudes and behavior, accordingly. This will result in the brand promise being delivered to the judicatures clients, providing it with customer satisfaction, customer preference and loyalty. ICs aim to influence employees brand companionship, attitudes and behaviors. The outcomes of ICs include employee commitment, shared vision, a service-minded approach, loyalty and satisfaction.While ICs operate with the current members inside the organization, the role of the HR department begins with selecting and recruiting the right prospects. With the rise of the concept of person-organization fit, de Chernatony underlines the value congruence between the candidates, the organizations and the brand. As values are hard to depart, staff recruitment based on the level of value congruence is sometimes more viable than emphasise merely on their technical/operational s kills. Then, training and development programmes are essential to enhance employee performance and to bring consistency to the xternal brand experience. Therefore, HR should be led by marketing and incorporate the brand concept into all employee development programmes. To maintain brand standards, an organization should reward employees accordingly. potent reward and recognition schemes can enhance employee motivation and commitment. When the right employees are kept satisfied, the organization tends to retain the best people facilitating superior performance. Therefore, incorporating the soundness from HR practitioners, ICs move beyond merely distributing brand information through media towards creating shared brand understanding.Although a number of publications have addressed how to implement a successful internal branding process, most of these insights have been acquired from a managements and brand consultants perspective. Few studies have been done to unearth the perception s of employees who are considered as the internal customers. IMPORTANCE OF INTERNAL BRANDINGMany companies do a brilliant job of advertising and marketing to customers. Then comes the hard part delivering. While they put millions of dollars into marketing, most companies invest little to ensure that employees transform brand messages into reality in terms of the customers experience.Its one thing to tell customers who you are and quite another to show them who you are. Employees have to be engaged to make the brand come alive. Therefore, the messages sent to employees about the brand are just as important as the ones sent to customers. EX- David Reyes-Guerra, associate director of brand management at Ernst Young, says internal branding plays a vital role in powerfully and accurately conveying the Ernst Young brand around the world. Reyes-Guerras goal is to create 75,000 brand ambassadors who present a consistent, clear, professional image of a global firm.To that end, his departme nt has set up The stigmatization Zone on the corporate intranet. We felt that the intranet would be our best tool for establishing a global focus on branding, The stakeing Zone, launched in January of this year, is a central source for branding, marketing, and advertising information at Ernst & Young. It contains a threaded preaching area where people throughout the firm can access a topic and then pose a question to the global branding and marketing community. There is also an extranet for the companys outside agencies.The information on this extranet includes standards, fonts and logos, and textile from advertising campaigns. By providing this information, the internal branding group insures that all marketing collateral-whether produced in house or by an agency-is consistent with the brand message. The Branding Zone has generated a significant level of interest inside the firm. In the first 90 days after it was launched, one presentation scout was downloaded 9,000 times. A graphics standards manual on the site was downloaded 10,000 times. An image depository library garnered another 10,000 downloads of photography and advertising icons.Even though its in its early stages, Reyes-Guerra anticipates that the site will have significant impact, including streamlining the entire design process by eliminating the need for extensive custom design of collateral materials. A focus on internal branding and the successful practice of digital brand management via Web site tools inspires collaboration and breeds integration, Reyes-Guerra says. Its very effective in breaking down barriers, creating synergies, and opening lines of communication-all of which are critical to success in todays business environment. INTERNAL BRANDING TOOLS INTERNAL BRANDING PROCESS Employee branding is a process by which employees internalize the desired brand image and are motivated to project the image to customers and other organizational constituents. The messages employees take in and process influence * the goal to which they perceive their mental contracts with the organization to be fulfilled * the degree to which they understand and are motivated to deliver the desired level of customer service In so doing, they drive the formation of the employee brand.The messages employees receive must be aligned with the employees organizational experiences if the psychological contract is to be upheld. Therefore, the conscious development of organizational messages is the fundamental building block in this process. The messages must then be delivered through appropriate message sources. The following guidelines provide a starting point in this process * Organizational messages should be carefully thought out and be after in much the same way relegation and vision statements are thought out and planned. The organizational messages should fall the organizations mission and values. * Messages directed toward external constituencies must be in line with the messa ges sent to employees. * Messages directed toward external constituencies should be sent internally as well. * The design of recruitment and selection systems should incorporate messages that consistently and frequently reflect the brand and organizational image. * The compensation system should incorporate messages that consistently and frequently reflect the brand and organizational image.For instance, managers in organizations that value training must be held accountable when they fail to train and develop their employees. * Training and development systems should help managers and employees internalize their organizations mission and values and help them understand how the mission and values pertain to their roles in their organization. This should enable them to more efficaciously articulate messages that consistently and frequently reflect the brand and organizational image. * advertise and public relations systems should cash in ones chips messages that consistently and fr equently reflect the brand and organizational image. Managers should be taught the importance of communicating messages that are consistent with their organizations mission, vision, policies, and practices. * Performance management systems should address inconsistencies between practices and policies to minimize violations of employees psychological contracts. * Accurate and specific job previews should be apt(p) to new employees so that realistic expectations are incorporated into their psychological contracts. * Corporate culture (artifacts, patterns of behavior, management norms, values and beliefs, and assumptions) should reinforce the messages employees receive. various(prenominal) output should be measured and analyse to determine if there are message-related problems at the departmental, divisional, or organizational levels. * Individual messages should be continually examined for consistency with other messages. * Message channels should be examined to ensure consistency of message delivery. * In the event that messages need to be changed or psychological contracts altered, organizations must take careful steps in rewriting the messages. * Measures should be used to assess outcomes such as customer retention, service quality, turnover, and employee satisfaction and performanceFACTORS OF FAILURE AND SUCCESS IN INTERNAL BRANDING Organization Factors in the organizational belongings are difficult to change or indeed influence at all, given the scope and intangibleness of many of these factors. Thus, while culture has a large impact on internal branding programmes, awareness, rather than change of this culture, may be appropriate. However, pagan change may be necessary where there exists no fit between the prevailing culture and the objectives of the internal branding programme. Cross-functional coordination and cooperation have been suggested to cut down internal competition and departmentalized thinking.Information The effectiveness and general s uccess of internal branding programmes is dependent on an in-depth knowledge and understanding of the internal as well as the external environment of the organization. While market inquiry provides such information , the measurement of target performances and collection of feedback from all organizational levels as well as from outside the organization enables management to assess the capableness of the current programme to the and highlights any necessary changes to be make .Management This attribute is concerned with the degree and nature of visible support given by management to the internal branding programme. In order to be regarded as legitimate by the target audience, management has to lend its support to the programme, as well as visibly adhere to it. In fact, as internal branding is concerned with the corporate brand, responsibility for the internal branding effort should lie with the CEO of an organization, given that roles intensive association with the organizations s trategy and brand.It has been suggested in the literature that a multi-departmental approach may be most appropriate for internal branding, particularly with a view to the importance of the HR function. Also, the composition and management of brand teams has been mentioned as having an impact on internal branding programmes. Communication Information needs to be made available to everyone in the organization without exposing individuals to too much detail in order to avoid information overload. Likewise, messages should be internally and externally aligned to avoid confusion.Only where the objectives of the internal branding programme are in line with the overall business objectives and properly translated to the target audience is a programme capable of achieving its intended outcome. The effectiveness of communication depends on constant supporting on one hand, and adaptation to internal and external changes on the other. dodging Alignment should exist between all strategies and programmes employed by an organization, including the fit between the internal (or external) brand and the objectives of the business.Conflict between these will reduce the approach and believability of the brand and greatly reduce a program mes effectiveness. Further aspects under this dimension include scheduling the most suitable timing and budget the programme. Staff Recruiting, motivating and rewarding staff are all aspects that can influence the readiness among employees to adopt a new or altered strategic direction with respect to the internal brand. Consequently, manage the organizational dimension, the staff dimension addresses the most favorable preconditions for internal branding as well as techniques capable of further enhancing the effectiveness of the programme.Likewise, this dimension highlights the importance of gaining not only leadership support, but also the support of employees at all levels, since they constitute the largest audience for the internal branding programme. Internal branding is deemed most effective where the programme has been designed in appointment with employees. Education Out of the previous six dimensions arises the need for a 7th concerned with the education of staff and management to prevent some of the failures that may occur during internal branding programmes as a result of ignorance and flaw preconceptions.Thus, this dimension calls for the identification of such beliefs, attitudes, and mental models through market research and constituency assessments and their alignment with organizational objectives and policies through education. ROLE OF HR IN INTERNAL BRANDING The degree of HR participation in internal branding was evaluated using the mean of the five-item measure presented in diagram The measures mean of 3. 31 on a six-point outstrip (1 strongly agree 6 strongly disagree) does not indicate a strong degree of HR involvement in internal branding activities.In fact, fully one-fifth of the respondents generally or strongly disagreed that brand value training is provide or that the knowledge is used in staffing decisions. More than 30 percent generally or strongly disagreed that annual performance reviews or departmental plans consider the brand values. It is apparent that HR is not heavily involved in the internal branding process, and/or that internal brandingis not considered a high anteriority function at most American firms.When asked who within the company delivers the brand message, more than two-thirds (68 percent) of respondents indicated it was top management, followed by marketing personnel (35 percent), the immediate executive program (27 percent), and human resources (16 percent). Since respondents were able to check more than one response, it is apparent that in many cases more than one individual in the company delivers the brand message, and the involvement of HR could be stronger. Incorporation of the brand message into work activities The incorporation of the b rand message into work activities is not particularly strong.With an overall mean of 2. 68 on a six point scale (1 strongly agree 6 strongly disagree), it appears that American professionals do not emphasize the integration their firms brand message into their general work activities, at least at the level one might expect given recent accounts in business and academic literature. Personal involvement in the brand Respondents attitude toward the company brand was stronger than may have been hazard by the human resource involvement and the incorporation of the brand message into work activities. The measures mean of 2. 4 on a six-point scale illustrates a relatively strong respondent attitude toward their respective brands, and possible chance for furthering the development of incorporation the brand in work activities. Relationship between HR involvement in internal branding and the incorporation of the brand message into work activities and personal involvement in the brand Wh ile perceived HR involvement in internal brandingand the incorporation of the brand message into work activities appears moderate at best within US businesses, there is a relatively strong relationship between the meaning of the two variables.As the go steadyings in Table IV indicate, the relationship between mean HR involvements in internal branding and mean incorporation of the brand message as well as the relationship between mean HR involvements in internal branding and mean personal attitude toward the brand are significantly correlated. In other words, respondents who perceived a stronger involvement of the HR function in internal branding were more likely to incorporate the brand message in work activities and/or had a more positive personal attitude toward the brand.HR involvement in internal branding and the incorporation of the brand message into specific work activities Not only does a strong relationship exist between mean HR involvements in internal branding and mean incorporation of the brand message, but a relatively strong relationship also exists between mean HR involvement and each of the specific work activities tested. In each case a significant, positive relationship can be found, as well as possible opportunity for enhance brand integration among American professionals.RESEARCH METHODOLGY data Collection- There are two main sources for collecting data. These are 1. Primary Data 2. lowly Data 1. Primary Data The primary data was collected in the form of questionnaire from employees of various industries like IT industry, Hotel industry etc. 2. Secondary Data The secondary data was to be collected from reference books, journals, magazines, and newspapers and through internet. The research instrument was Questionnaire.SAMPLE SIZE The sample size for the questionnaire was 50 employees. SAMPLE METHOD Simple random regularity of sampling. The limitation of the study was- * The area go after was only pune city. * There was the lack of dive rsification within each sample, and the relatively low total sample size employed. * The respondents may be biased or influenced by some other factors. DATA ANALYSIS 1) Did your organization deem out inductance program? YES NO 80% 20%Through this graph we have tried to show that 80% of the organizations carry out the induction program whereas 20% of the organizations do not carry out the induction program. 2) Did in induction program you cover Employee branding? YES NO 80% 20% In the second graph we have tried to figure out how many organization in induction program cover the employee branding technique and the result was that 80% of the organization mainly It industry do cover the employee branding technique whereas 20%of the industry do not cover it. ) Which technique do you use for employee branding? Mentoring Presentation Apprenticeship Other 30% 20% 30% 20% In these graph we have tried to find out which method do they use to tell them about their brands they use various metho d like mentoring where only 30% of them use it then other is mentoring where only 20% only use it other apprenticeship where only 30% use it and there are other method which only 20% of the organization use it. ) Do you have any other employee branding program for brisk employee? YES NO 10% 90% Through this graph we have tried to figure out how many organization uses any other employee branding program for their existing employee the result was that 10% says they do have where they send their employee for training for some limited amount of time to brush up their knowledge and 90% says they do not have. 5) What is the best way to approach employee branding? EMPLYOEE CUSTOMER 50% 50%In this we try to find out who is the best way to approach Employee branding and we come to know that marketers should look at employees as an internal market, where the objective is to make them feel valued and give them a sense of belonging because this is a basic human need. But equally staff should be viewed as another vehicle to glide by and manifest the brand. 6) Who should take charge of employee branding? TOP LEVEL HR DEPARTMENT MARKETING DEPARTMENT new(prenominal) 40% 40% 10% 10% In this we try to find out who has the main responsibility of conveying the employee branding and the result was it is not whole-sole responsibility of one department it is the responsibility of all the department. 7) How do you communicate internal branding? MEETINGS SPONSORING NARRATING STORY OTHERS 20% 40% 10% 30% Through we try to find out what is the best way to communicate your brand to people because brand is at the centre of the organization that why organization uses meetings, narrating events to tell them about their brands. ) What are the ways you use to make them interested in the brands? TV-ADS SPONSORING INTERNET OTHERS 40% 30% 20% 10% In this we have shown which are the best medium to communicate about our brand we have seen TV-ads , internet ,organizing events were the best wa y to communicate about it because it attract lot of attention of the customers. 9) How do you manage the success of your internal brand? SETTING TARGET CLIENT ASSESSMENT OTHERS 40% 40% 20%In this we have tried to figure out that how they monitor the success of their brand because sometime it become benchmarking exercise to try to see if anything is becoming problematic so they set target and sometime they do client assessment test where they interviewed 50 people from client organization. 10) To what extent do employees understand what their organization brand represents? At 20% At 50% At 70% 70% or in a higher place 10% 40% 30% 20% In this we have tried to find out how much employees of an organization understand their brand so we have try to present in the form of numeric form FINDINGSIn general, the volume of participants were able to articulate (in varying degrees) what their organizations brand represents In relation to the way in which employees acquire organizational knowl edge for the goal of carrying out their roles and responsibilities, the results revealed three strong themes, that is, training, customer/market information and work environment (co-workers). The employees devoid of brand knowledge are unable to transform the brand vision into the brand reality curtilage presented here suggests that there is still an inconsistent practitioner approach to the provision of employee-relevant brand information.This is somewhat surprising, given that it is apparent from the comments provided by the participants who lacked customer or market information that employee satisfaction and their ability to successfully carry out their roles and responsibilities is adversely impacted. despite the speed with which business decisions need to be made today in order to remain combative, individuals within organizations are still not being given the support and skills they feel are necessary for them to respond in effect to the business challenges of today. CONCL USIONIt could be concluded that employee branding is becoming the concept or mantra of todays business world. Employee branding helps the companies to have better perspective of their consumers and motivate the employees as well. The brand interpretation in the mind of customer is very important. At the end of the day, how the brand is positioned in the minds of the consumers is heavily dependent on companys employees. enthronement in an organizations human capital is a herald for subsequent organizational success, especially in such a competitive global market.While conceptually this appears to be a reasonable assumption, the empirical march is limited to the validation of the link between employee satisfaction and customer loyalty. In particular, internal brand management has been identified as a means to engender such outcomes (eg organizational success and employee satisfaction) and yet there appears to be limited understanding as to the impact of such efforts from an employe e perspective. Without such insight, learning of a desired level of employee satisfaction could be considered synonymous to fugitive blind.Furthermore, it becomes increasingly challenging to justify such an internal investment without evidence of the impact such an investment has on the organization as manifested in employee attitude and behavior. SUGGESTIONS * Cultivate a culture that reinforces your Brand Contract and hike up employees to live the brand * Measure the effectiveness of your internal branding strategy to maximize the ROI on your internal branding initiatives * Insist that senior management models brand-focused behavior and cultural values. * Set communication alignment goals (are you even beat the effectiveness of your internal communication. Make positive examples of employee behavior that represents your values, mission, brand and business strategy. * Reward employees for demonstrating their commitment to your brand contract and values. * Show daily how commitm ent to mission and values is the touchstone that drives your decisions. * Harness the entire creativity of every employee in bringing the brand to life. * Involve all departments in branding, not just marketing HR, operations, customer support, development, finance, and more. REFERENCES BOOKS AND JOURNALS * Aurand, T. W. , L. Gorchels and T. R.Bishop (2005), Human resource managements role in internal btanding an opportunity for cross-functional brand message synergy, journal of Product and Brand Management, vol. 14, no. 3, pp. 163-9. * Bak, C. A. , L. H. Vogt, W. R. George and I. R. Greentree (1994), Management by team an innovative tool for hurry a service organization through internal marketing, ledger of go Marketing, vol. 8, no. 1, pp. 37-47. * Ballantyne, D. (1997), Internal networks for internal marketing, Journal of Marketing Management, vol. 13, no. 5, July, pp. 343-66. * Barnes, B. R. , M. T. booze and D.S. Morris (2004), Exploring the linkage between internal marketi ng, relationship marketing and service quality a case study of a consulting organization, Total Quality Management, vol. 15, nos. 5/6, pp. 593-601. * Beagrie, S. (2003), How to influence employee behavior through internal marketing, Personnel Today, August, p. 35- * Bergstrom, A. , D. Blumenthal and S. Crothers (2002), Why internal branding matters the case of Saab, Corporate Reputation Review, vol. 5, nos. 2/3, Fall, pp. 133-42. * Berry, L. L. (1981), The employee as customer, Journal of Retail Banking, vol. , pp. 25-8. * Berry, L. L. , M. C. Burke and J. S. Hensel (1976), Improving retailer capability for effective consumerism response, Journal of Retailing, vol. 52, no. 3, Fall, pp. 3-15. * Berry, L. L. and A. Parasuraman (1992), Services marketing starts from within, Marketing Management, vol. 1, no. 1, pp. 24-34. * Bowen, D. E. and E. E. Lawler III (1992), the authorization of service workers what, why, how, and when, Sloan Management Review, vol. 33, no. 3, spring, pp. 31-9. INTERNET SITES www. google. com www. philipkotler. com www. Shrm. org www. wikipedia. com QUESTIONNAIRE ) Did your organization carry out induction program? Yes No 2) Did in induction program you cover employee branding techniques? Yes No 3) Which techniques do you use for employee branding? Mentoring Presentation Apprenticeship Other 4) Do you have any other employee branding program for existing employee? Yes No 5) What is the best way to approach employee branding? Employees Customer 6) Who should take charge of employee branding?Top level Hr department Marketing department other 7) How do you communicate internal brands to people? Meetings nsor sponsoring narrating storey Other 8) What are the ways you use to make them interested in the brand? TV-ads Sponsoring Internet Other 9) How do you monitor the success of your internal brand? Setting targets client Assessment Other 10) To what extent do employees understand their organization brand represent? At 20% At 50% A At 70% 70% or above