Employer Branding for Sustainable Growth of Organisations

Author: Vijayakumar, V. T. R.; Parvin, S. Asha; Dhilip, J. Author Affiliation: Anna U Technology, Irunelveli and Anna U Technology, Chennai; Sun College of Engineering and Technology; Vins Christian College of Engineering, Chunkankadai Source: International Journal of Research in Commerce and Management, March 2011, v. 2, iss. 3, pp. 53-57 Publication Date: March 2011 Abstract: Employer branding is the image of an organization as a great place to work in the minds of its current employees and key stakeholders. It is the development of such an organizational culture which fosters a sense of belongingness with the company and encourages the employees to share organization's goals for success. In short, it is the value of the company in external marketplace. The goal of employer branding is to create loyal customers; the customers here being the employees. From an HR point of view branding is very important. If your organization has a good brand image in the market, it will help you in getting right workforce at right time and at the same time you will have a control over the employee cost. An organization with no brand name has to shell out lots of money to attract and retain the right candidate. This paper begins by defining the concept of employer branding practices carried out by the organisations to attract talents which help them to move towards their vision in a successful style. Types of employer branding, branding strategy, and the benefits received by the organisation by adoption of the concept of employer branding in Indian context are then discussed. Descriptors: Marketing (M310) Advertising (M370) Keywords:

terdependency Between Sustainable Development and Economic Growth (Investment Attraction):The Role of City's Governance, Branding and Monitoring Strategies.
Authors: Pereira, Joaquim Azevedo, Antnio Source: Journal of Modern Accounting & Auditing; Jul2011, Vol. 7 Issue 7, p734-748, 15p Publ ication Year: 2011 Subject Terms: SUSTAINABLE development ECONOMIC development INVESTMENTS CORPORATE governance STRATEGIC planning QUALITY of life GOVERNMENT policy Author-Supplied Keywords: balanced scorecard city governance entrepreneurship place marketing sustainable development NAICS/Industry Codes : 523999 Miscellaneous Financial Investment Activities 523930 Investment Advice 926110 Administration of General Economic Programs Abstract: Sustainable development is now considered the only option for collective happiness. This paper aims to highlight the interdependent role of city governance, its quality of life and corporate sustainable development process. A place that is good to live in, means that it is good to inhabit, work at, study invest, and visit. Therefore, public policies makers should think about the role of city administration in order to provide a good environment for entrepreneurship and corporate sustainable development.Territories, regions, cities and firms, must know their capabilities and competencies and define a common vision of the future, taking into account the present and the context in which they operate. Being defined as the strategy based on the principles of collective efficiency and market orientation, the successful implementation of activities requires "an operational framework for monitoring, supported by mechanisms of interdepartmental

cooperation, and performance measurement procedures based on indicators and monitoring progress" (ENDS-2015, 2007). This paper discusses the implementation of place marketing strategies and adoption, by the city governance, of the best practices of business management such as: balanced score card methodologies, leading to the enhancing of the wellness produced by cities; promoting productivity, innovation and rational use of resources; and developing competences and expertise in order to strength their competitive advantages and achieve the desired sustainable development. [ABSTRACT FROM AUTHOR]

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Place branding's role in sustainable development

Authors:

Maheshwari, Vishwas Vandewalle, Ian Bamber, David Source: Journal of Place Management and Development; 2011, Vol. 4 Issue: 2 p198-213, 16p Publ ication Year: 2011 Abstract: <B>Purpose</B> - The aim of this research is to examine the place brand construct and to establish its role in the sustainable development of a place. This research reviews the evolution, development and effectiveness of the place branding concept from the perspectives of regeneration, growth and sustainability. <B>Design/methodology/approach</B> - The main research focus is on establishing key facets responsible for driving the brand of a place and examining the relationship between them in terms of achieving sustainability. A place-specific branding campaign (using the Liverpool '08, European Capital of Culture status) was considered and data collected from the key stakeholders in Liverpool. <B>Findings</B> - The findings suggest that place branding plays an important role in the sustainable development of a place, provided that the momentum of progress is maintained. In turn, these sustainable developments help promote the place and thereby create stronger place brands. <B>Research limitations/implications</B> - Whilst some of the facets identified in this study are place-specific (Liverpool is a port, for example), there is much of a generic nature here and the facets identified in this research could provide useful practical constructs for place branding practices and may therefore become the basis of a formal place brand framework which has a more generic application in terms of sustainable development. <B>Originality/value</B> - This research paper provides better understanding of place branding and further explores its role into sustainable development through relationship framework. ISSN: 17538335 Accession Number: ejs25461992 Database: EDS Foundation Index

How the local competition defeated a global brand: The case of Starbucks
Authors: Paul G. Patterson Jane Scott Mark D. Uncles Affiliation: School of Marketing, Australian School of Business, University of NSW, Sydney, NSW 2052, Australia Source: In Australasian Marketing Journal (AMJ) 2010 18(1):41-47 Publ isher: Elsevier Ltd Keywords: Service brands Service quality Global branding International business Starbucks Coffee Abstract: The astounding growth and expansion of Starbucks is outlined, both on a global scale and within Australia. The focus then shifts to the abrupt closure of three-quarters of the Australian stores in mid 2008. Several reasons for these closures are described and examined, including that: Starbucks overestimated their points of differentiation and the perceived value of their supplementary services; their service standards declined; they ignored some golden rules of international marketing; they expanded too quickly and forced themselves upon an unwilling public; they entered late into a highly competitive market; they failed to communicate the brand; and their business model was unsustainable. Key lessons that may go beyond the specifics of the Starbucks case are the importance of: undertaking market research and taking note of it; thinking globally but acting locally; establishing a differential advantage and then striving to sustain it; not losing sight of what makes a brand successful in the first place; and the necessity of having a sustainable business model. Document Type: Article ISSN: 1441-3582 10.1016/j.ausmj.2009.10.001

Does branding's role need to be redefined?

Authors: Sherman, Howard1 hsherman@doremus.com Source: B to B; 12/12/2005, Vol. 90 Issue 16, p12-12, 1/3p, 1 Color Photograph Document Type: Article Subject Terms: *BRAND name products *CORPORATIONS -- Growth *FINANCIAL performance *INVESTMENT analysis *CHIEF executive officers *FINANCIAL management NAICS/Industry Codes : 523920 Portfolio Management Abstract: This article emphasizes on the need to redefine branding in businesses. Two key drivers have changed the role of branding. First, after an era of consolidation, better and smarter companies are controlling a greater portion of overall industry revenue. The operational mantra has been to consolidate, keep the healthy assets, shed the weak ones and implement value-based programs such as Six Sigma to drive costs out and efficiency in. This was all done in anticipation that it would lead to industry dominance.Instead, it has led to a world where there are fewer but stronger competitors, all delivering world-class products and services at "world-class" prices. The second significant driver that redefines how branding should be viewed is that the rules of business have changed, and so have the stakes. A key paradox is that CEOs are now, more than ever, expected to deliver the numbers.Companies today are viewed and judged in a more multidimensional

way than ever before. Consistent financial performance, coupled with sustainable business practices, unimpeachable business ethics, the ability to attract and keep world-class talent--all have equal footing on the scorecard against which a CEO is evaluated. Auth or Affil iation s: 1 Managing director of Doremus. Full Text Wor d Cou nt: 476 15302369 19267114 Business Source Premier

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S1441358209000949 Copyright 2009 Australian and New Zealand Marketing Academy. Published by Elsevier Ltd All rights reserved. ScienceDirect

Developing and implementing global branding strategies for Kirin Group

Publisher Information: Massachusetts Institute of Technology 2009-11-06T16:32:43Z 2009-11-06T16:32:43Z 2009 2009 Added Detail s: Sloan School of Management. ctb John R. Hauser. ctb Sano, Tamaki cre Document Type: electronic resource Abstract: The recent surge in the globalization of markets in various industries has brought global brands to the attention of consumers worldwide. Just as information connects consumers across geographical borders in seconds, globalization is a common stream among many industries, which leads consumers to consume locally but their purchasing decisions involve more global opportunities.The Japanese alcohol industry is changing so rapidly that alcoholic beverage companies must expand beyond the domestic market and seek new opportunities in global markets in order to achieve sustainable growth. There are several key reasons for this dramatic change in the alcoholic beverage market in Japan: declining birth rate and population, a totally saturated beer market, and diversification in younger consumers' preferences for alcoholic beverages. Faced with this situation, it is clear that my employer, Kirin needs to expand its focus from the beer business to a broader-based beverage business while also seeking opportunities to expand its business base in new markets. In this thesis, I will explore the key factors of branding in the growth strategies of firms that compete internationally. Starting from the concept and defining the importance of global brands, I will look into the successful brands and companies that manage their brands globally. By identifying essential commonalities through my research and study, I will focus on key factors that Kirin Group will need in order to develop and implement its own global branding strategies. (cont.) Through my research of successful global brands and firms, I found that building a strong brand in global markets can lead a firm to a stronger competitive position in the world, but this requires essential skills and organizational challenges. The thesis concludes with a discussions of key strategies that can be adopted by Kirin for building its global brands. by Tamaki Sano. Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2009. Includes bibliographical references (leaves 80-82). Index Terms: Sloan School of Management Thesis URL: http://hdl.handle.net.ezproxy.liv.ac.uk/1721.1/49769 Avail ability: M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. http://dspace.mit.edu/handle/1721.1/7582 Note : 82 leaves English MYG oai:dspace.mit.edu:1721.1/49769 MASSACHUSETTS INST OF TECH From OAIster, provided by the OCLC Cooperative. edsoai.655612008 OAIster Titl e: Does branding's role need to be redefined? By: Sherman, Howard, B to B, 15302369, 12/12/2005, Vol. 90, Issue 16 Database: Business Source Premier HTML Full Text

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Does branding's role need to be redefined?

Listen

Section : OPINION THE CRITERIA FOR doing business today have changed fundamentally from what they were only five years ago. Two key drivers led this change and impact how companies should view the role of branding. First, after an era of consolidation, we live in a world of fewer, better and smarter companies controlling a greater portion of overall industry revenue.The operational mantra has been to consolidate, keep the healthy assets, shed the weak ones and implement value-based programs such as Six Sigma to drive costs out and efficiency in. This was all done in anticipation that it would lead to industry dominance. But it hasn't. Instead, it has led to a world where there are fewer but stronger competitors, all delivering world-class products and services at "world-class" prices.Having done all the hard work of building highly efficient organizations, the still-standing industry leaders find themselves competing on a transactional level, fighting to keep pricing and margins from eroding further. In this world, branding represents one of the remaining strategic levers to create a meaningful incremental advantage. The second significant driver that redefines how branding should be viewed is that the rules of business have changed, and so have the stakes. A key paradox is that CEOs are now, more than ever, expected to deliver the numbers. But delivering the numbers alone can now end up being your downfall or, worse yet, lead to the kind of front-page news no CEO ever signed on for. Companies today are viewed and judged in a more multidimensional way than ever before. Consistent financial performance, coupled with sustainable business practices, unimpeachable business ethics, the ability to attract and keep world-class talent and the ability to be nimble and innovate to take advantage of changing market opportunities all have equal footing on the scorecard against which a CEO is evaluated. There has been much talk and frustration around the issue of ROI and branding in recent years. One of the reasons for the frustration has been that the definition of ROI has been 100% focused on how branding impacts a company's financial performance. In today's world this definition needs to be revisited. ROI needs to be looked at both in terms of how communications have contributed to business growth as well as reputational growth. Both are key to how companies are evaluated by their customers, employees and the investment community. When a brand is articulately and effectively communicated, it has enormous strength that, when unleashed, takes on a life of its own. And that strength provides enduring return on investment, which transcends market cycles and elevates the value a company provides above and beyond world-class pricing. PHOTO (COLOR) ~~~~~~~~ By Howard Sherman Howard Sherman is managing director of Doremus. He can be reached at hsherman@doremus.com

Branding of Fiji's bottled water: edging into sustainable consumption

Authors: Reddy, Mahendra Singh, Gurmeet Source: International Journal of Entrepreneurship and Small Business; January 2010, Vol. 9 Issue: 4 p447-462, 16p Publ ication Year: 2010 Abstract: Small developing economies are struggling to achieve the economic growth rates required to provide a decent standard of living to their population. For them to survive in an increasingly competitive global economy, they will have to differentiate their products by targeting issues which the consumers in the global market are quite responsive to. In this paper, we argue that Fiji bottled water exporters have successively marketed their products by exploiting the sustainable dimension of consumption, given the widespread concern for it in highincome countries. We argue that the branding of these products has been in relation to health, environment and lifestyle issues. We further demonstrate that the sustainable consumption dimension of branding has been enhanced thanks to the remoteness and exoticised small-island nature of Fiji. ISSN: 14761297; 17418054 Accession Number: ejs21031011 Database: EDS Foundation Index

Exploring management perspectives of branding in service SMEs

Authors: Horan, G O'Dwyer, M Tiernan, S Source: JOURNAL OF SERVICES MARKETING; 2011, 25 2-3, p114-p121, 8p. Publ isher Copyright: EMERALD GROUP PUBLISHING LIMITED ISSN: 08876045 Document Type: Article Author Keywords: Brands Small to medium-sized enterprises Service industries Ireland Brand awareness Subject Category: BUSINESS Abst ract: Purpose - Branding in small companies is an emergent aspect of the literature which to date has been explored from the perspective of customers but not SME management. Increasing understanding of management perceptions of branding is essential, given the impact of the entrepreneurial personality on SME branding, the need to create sustainable value, the emphasis of differentiation, and nurturing the generation of growth. This paper seeks to enhance the understanding of brands in service small and medium enterprises (SMEs) from a management perspective. Design/methodology/approach - A qualitative case study method was undertaken with five SMEs in Ireland over a period of 18 months to understand the context specific implementation of branding from the perspective of the owner/manager. The research approach utilized indepth interviews, historical data, and observation with diverse service SMEs to facilitate the theory building necessary for this study. Findings - The findings demonstrate that from a management perspective, branding in service SMEs is dominated by four variables; characteristics of the SME, the role of customer importance, the role of management and staff and brand equity. Additionally, the case SMEs noted the impact on their branding of budgetary constraints, procrastination, the desire for success and the influence of the owner/manager on change.

Originality/value - While the importance of branding is well supported, service SME branding is an emergent area of the literature.This study explores management perspectives of branding in service SMEs culminating in a model of SME service branding. English 000292340500004 Copyright (c) 2011 Institute for Scientific Information Social Sciences Citation Index

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How the local competition defeated a global brand: The case of Starbucks
Authors: Paul G. Patterson Jane Scott Mark D. Uncles Affiliation: School of Marketing, Australian School of Business, University of NSW, Sydney, NSW 2052, Australia Source: In Australasian Marketing Journal (AMJ) 2010 18(1):41-47 Publ isher: Elsevier Ltd Keywords: Service brands Service quality Global branding International business Starbucks Coffee Abstract: The astounding growth and expansion of Starbucks is outlined, both on a global scale and within Australia. The focus then shifts to the abrupt closure of three-quarters of the Australian stores in mid 2008. Several reasons for these closures are described and examined, including that: Starbucks overestimated their points of differentiation and the perceived value of their supplementary services; their service standards declined; they ignored some golden rules of international marketing; they expanded too quickly and forced themselves upon an unwilling public; they entered late into a highly competitive market; they failed to communicate the brand; and their business model was unsustainable. Key lessons that may go beyond the specifics of the Starbucks case are the importance of: undertaking market research and taking note of it; thinking globally but acting locally; establishing a differential advantage and then striving to sustain it; not losing sight of what makes a brand successful in the first place; and the necessity of having a sustainable business model. Document Type: Article ISSN : 1441-3582 10.1016/j.ausmj.2009.10.001 S1441358209000949 Copyright 2009 Australian and New Zealand Marketing Academy. Published by Elsevier Ltd All rights reserved. ScienceDirect

Small and medium-sized enterprises (SME) are socially and economically important, since they represent a large percentage of enterprises in Kenya, provide hundreds of thousands of jobs and also contribute to entrepreneurship and innovation. In a growing economy like Kenya SMEs have the potential to sustain and accelerate the current economic growth. This was the case in East and South East Asia where SMEs were instrumental to the phenomenal economic growth.

In the third world SMEs face constraints in growth mainly due to limited availability of credit. Another reason is that they mainly operate in the commodities categories, producing homogenous products and services restricted to small local markets. I addition to this a large number of SMEs are family or individually owned with expertise lying with one or two individuals.

Growth for any company in an industry consisting of many players is attained through competitive advantage. SMEs tend to have short term competitive advantages usually revolving around price and location. These are soon copied or matched due to the low entry barriers in the SME sector. Therefore a small company thrives in the short term but suddenly finds itself struggling to grow.

Huge multinationals also go through the same dilemma at some point and they too seek ways to remain competitive. Eventually for these companies brand strategy ends up providing the most sustainable competitive advantage. Therefore SMEs should not view themselves differently, they too can benefit from brand strategy and attain growth through sustainable competitive advantage. This approach shall create a business that will endure and grow through generations.

Brand strategy will also enable an SME to break out of its geographical barriers, spreading from its original location to various locations around the country or other countries within the region.

An SME previously competing in a price sensitive sector can find itself able to charge a premium and consumers willing to accept this higher price.

Debt collection would also improve because people would be willing to pay you faster so as to be able to continue trading with a reputable brand.

In spite of size an SME that has taken the brand strategy route will find itself able to attract and retain good workers because they are proud and happy to be working with a strong brand. Of course due to being able to charge premium prices the SME would also be able to pay wages above the going rate.

Similar to large multinationals the gains from brand strategy for SMEs will not be seen overnight, but in the long term will deliver differentiation, continued growth and stability.

The writer is the Chief Executive Officer of Interbrand Sampson East Africa, a strategic brand consultancy firm. Email: rmukoma@ibsea.co.ke

Some people say that SMEs will find it incredibly difficult to build international and global brands. Their reasoning is that most of the world markets and the product categories in those markets are already dominated by powerful global brands. Furthermore, they claim that companies have to overcome significant global consumer perceptions of sub-par quality and other concerns relating to the country of origin of the brand. There is a lot of truth in these comments, and it will be no easy task for SMEs to develop strong brands of their own, but it is the very nature of the fast-changing business world that can help them. There are no hard and fast rules anymore, and innovation no longer belongs to the privileged few. Moreover, there are corporate leaders with the vision necessary to harness technology and ideas, both of which are freely available, and global niche markets are available to those who can move in quickly. Speed and agility are not strengths possessed by many of the existing global giants. CEOs of small and medium size companies must use market dynamics to exploit the weaknesses of the power brand companies and establish new and innovative brands for the future. But in order to benefit from this there are many additional aspects of branding that SMEs have to improve upon in order to achieve international recognition. Firstly, corporate thinking has to stop rigidly focusing on short-term profits and concentrate more on long-term brand building. Brands are strategic assets that require investment, and there has to be a better balance here. It all comes back to strategy, and there is no doubt in my mind that brand strategy now drives business direction in the 21st Century. Brand has to be top-down driven and should be a constant item on boardroom agendas. Secondly, there also has to be a top management mind-set change about what building a brand really involves. A brand is not merely a logo, slogan, or advertising. Too many companies make promises to consumers via market communications that they cannot deliver on, with the result that a great deal of money is wasted and consumers disappointed. This means that all customer touch points have to be managed with care no easy task. But if large companies such as DuPont can train everyone from the cleaner to the chairman in what the brand stands for , and how they can contribute to the brand image of the company in their everyday work, then SMEs should be able to do the same. Thirdly, although product quality has improved tremendously in Asia, with many companies having reached worldclass standards, it remains an undisputable fact that service quality needs drastic improvement. Service brands have got to work much harder on the consumer experience. As brands are relationships that only exist in peoples minds, those relationships have to be built and nurtured with care. Brand successes and failures are linked directly to levels of consumer satisfaction and delight. Lastly, it must be remembered that branding is an on-going process; it never stops. It is a tough and long journey but the rewards make it worthwhile. SMEs must create and manage their brands as soon and as meticulously as they can. Failure to take control of their brand image in the marketplace will mean that it will be determined by others, whether customers or competitors. To put it simply, if you do not differentiate and position your company well, you will end up with an image you might not like. So at the basis of corporate success these days are solid brand strategies, with clearly defined brand visions, values, positioning and plans for fulfillment. Brand strategies have to be brought to life by people, and the development of a brand culture is vital if companies are to deliver on the messages projected by market communications. The bottom line for SMEs that wish to create sustainable, profitable international and global market positions is that branding is the road to travel. This is the strategy that has been missing from many boardroom discussions over recent years and one that could possibly have saved a number of firms in previous recessions. Indeed without a strong brand, business survival and growth will be very difficult in the 21st century