Vinsamlegast notið þetta auðkenni þegar þið vitnið til verksins eða tengið í það: http://hdl.handle.net/1946/32936
Given the complexity of brands and how dynamic they are, they can be challenging to
manage. Marketers spend so much energy and effort in figuring out how to impact,
attract and retain customers that they often forget the people behind the brand, the
employees. Brands are created from within by employees because employee attitudes
and behavior affect consumer´s perception of the brand and thus dictate the brand´s
performance. More attention has been paid to the impact human resource departments
can have on influencing employee behaviour and align it with overall branding strategies.
This thesis is based on interviews with five marketing managers and four human
resource managers who work for organizations that operate in the Icelandic economy.
The research is based on understanding how marketing departments and human
resource departments can collaborate to create brand ambassadors. Nine semistructured
in-depth interviews were conducted, and open-ended questions were asked.
Six themes emerged from the interviews. All six themes inherited approaches marketing
and human resource management departments can collectively take to turn employees
into brand ambassadors. The interviews highlighted the importance of marketing and
human resource management departments collaborating by implementing strategies
that include employees in branding processes, establishing an effective internal
communications platform and rewarding employee work contributions. This research
proposes a model that conceptualizes how a relationship between marketing and human
resource management departments can create brand ambassadors.