品牌内化对品牌资产影响的实证研究——以酒店品牌为例
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摘要
酒店服务员工作为服务品牌的一部分,他们的一言一行都会影响顾客对服务品牌的感知。因此,从酒店内部着手将品牌根植于企业和员工行为中,才能确保顾客体验与期望相一致,获得良好的品牌资产。但是,以往学者很少有从实证角度研究品牌内化对品牌资产的影响。该研究基于酒店服务人员和顾客的匹配数据,实证检验品牌内化对酒店企业服务品牌资产的影响。研究发现,品牌内化对酒店企业的品牌资产有直接的积极影响,而且还会通过服务体验和顾客满意间接影响酒店品牌资产。研究结论证实了酒店企业品牌内化的理论和实践价值,并为酒店企业及其他服务行业的品牌内化管理提出了管理建议。
Compared with product branding, service branding places great importance on overall customer experience, the role of frontline service employees in shaping customer experience, and consistency among many"touch points". For these reasons, hotel companies should not only focus on brand building from a customer perspective, but also on branding inside the company, i.e., brand internalization, which can be defined as a key process to align the cognitive, affective, and conative responses of employees with the brand value. The importance of service branding is the value it provides customers; a brand separated from customers becomes meaningless. From this point of view,the ultimate goal of brand internalization should be contributing to customers' positive psychological and behavioral responses to the service brand. Unfortunately, although many researchers recognize both the internal and external perspectives of service brand building, they focus merely on one perspective,thus separating the two. Therefore, research integrating these two perspectives is scant. For these reasons, this study integrates the internal and external perspective of service branding, and empirically investigates the effects of employees' service brand internalization on a hotel's service brand equity.Based on the matched data from employees and customers, structural equation modeling was utilized to test the hypotheses. The results show that employees' service brand internalization not only directly influences a hotel's service brand equity, but also has indirect influence via customer service experience and customer satisfaction, a relationship in which both brand experience and customer satisfaction play important roles. The effects of employee brand internalization on service brand equity are divided into direct and indirect effects. The results show that the total effect is 0.377; the direct effects are greater than indirect effects, which are 0.266 and 0.111, respectively. These results confirm that brand internalization and external service brand building are integrated with each other and thus the relationship between them can be seen as a"means-ends"relationship. Both external brand building and brand internalization contribute to a hotel's service brand equity. The results provide some important managerial implications for hotel companies. First, hotels should recognize the two perspectives of service branding as a comprehensive unit, and place emphasis on brand internalization.Second, brand internalization involves many aspects, including employees' cognitive, affective, and intentional responses to service brands, so hotels should ensure these aspects are thoroughly achieved.Third, hotels should establish brand internalization activities, such as training, communicating, climateconstructing, and empowering to facilitate the process of internalization. Fourth, brand internalization is a tough process that needs to be executed over a long period of time. Similar to other studies, this study suffers from a number of limitations. The hypotheses were tested using data collected from east China.Findings may not be generalized to hotels operating in other parts of the country. Furthermore, this study uses matched data from employees and customers to test the hypothesis; future researchers could perform a more in-depth study using a hierarchical linear model. Another limitation is that organizational brand internalization was not investigated in the current study, and thus future researchers could construct a more integrated model by including organizational brand internalization, and investigate the effects of both organizational and employee brand internalization on service brand equity.
Compared with product branding, service branding places great importance on overall customer experience, the role of frontline service employees in shaping customer experience, and consistency among many"touch points". For these reasons, hotel companies should not only focus on brand building from a customer perspective, but also on branding inside the company, i.e., brand internalization, which can be defined as a key process to align the cognitive, affective, and conative responses of employees with the brand value. The importance of service branding is the value it provides customers; a brand separated from customers becomes meaningless. From this point of view,the ultimate goal of brand internalization should be contributing to customers' positive psychological and behavioral responses to the service brand. Unfortunately, although many researchers recognize both the internal and external perspectives of service brand building, they focus merely on one perspective,thus separating the two. Therefore, research integrating these two perspectives is scant. For these reasons, this study integrates the internal and external perspective of service branding, and empirically investigates the effects of employees' service brand internalization on a hotel's service brand equity.Based on the matched data from employees and customers, structural equation modeling was utilized to test the hypotheses. The results show that employees' service brand internalization not only directly influences a hotel's service brand equity, but also has indirect influence via customer service experience and customer satisfaction, a relationship in which both brand experience and customer satisfaction play important roles. The effects of employee brand internalization on service brand equity are divided into direct and indirect effects. The results show that the total effect is 0.377; the direct effects are greater than indirect effects, which are 0.266 and 0.111, respectively. These results confirm that brand internalization and external service brand building are integrated with each other and thus the relationship between them can be seen as a"means-ends"relationship. Both external brand building and brand internalization contribute to a hotel's service brand equity. The results provide some important managerial implications for hotel companies. First, hotels should recognize the two perspectives of service branding as a comprehensive unit, and place emphasis on brand internalization.Second, brand internalization involves many aspects, including employees' cognitive, affective, and intentional responses to service brands, so hotels should ensure these aspects are thoroughly achieved.Third, hotels should establish brand internalization activities, such as training, communicating, climateconstructing, and empowering to facilitate the process of internalization. Fourth, brand internalization is a tough process that needs to be executed over a long period of time. Similar to other studies, this study suffers from a number of limitations. The hypotheses were tested using data collected from east China.Findings may not be generalized to hotels operating in other parts of the country. Furthermore, this study uses matched data from employees and customers to test the hypothesis; future researchers could perform a more in-depth study using a hierarchical linear model. Another limitation is that organizational brand internalization was not investigated in the current study, and thus future researchers could construct a more integrated model by including organizational brand internalization, and investigate the effects of both organizational and employee brand internalization on service brand equity.
引文
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[6]BARSADE S G.The ripple effect:Emotional contagion and its influence on group behavior[J].Administrative Science Quarterly,2002,47(4):644-675
[7]BITNER M.Service scapes:The impact of physical surroundings on customers and employees[J].Journal of Marketing,1992,56(2):57-71.
[8]HESKETT J L,SASSER W E,SCHLESINGER L A.The Service Profit Chain:How Leading Companies Link Profit And Growth to Loyalty,Satisfaction and Value[M].New York:Free Press,1997:29-60.
[9]KRALJ A,SOLNET D.Service climate and customer satisfaction in a casino hotel:An exploratory case study[J].International Journal of Hospitality Management,2010,29(4):711-719.
[10]PARASURAMAN A,ZEITHAM V A,BERRY L L.A conceptual model of service quality and its implications for future research[J].Journal of Marketing,1985,49(4):41-50.
[11]O’CASS A,GRACE D.Exploring consumer experiences with a service brand[J].Journal of Product and Brand Management,2004,13(4):257-268.
[12]BAI Changhong,QIU Wei.A research review on brand internalization:Perspectives from the organization and employee-level[J].Management World,2008,(11):160-165.[白长虹,邱玮.品牌内化研究综述:基于员工与组织层面的主要观点[J].管理世界,2008,(11):160-165.]
[13]ALCORN S,CAMPANELLO M,GROSSMAN D.The inside story[J].Marketing Health Services,2008,28(3):11-16.
[14]CHANG A,CHIANG H H,Han T S.A multilevel investigation of relationships among brand-centered HRM,brand psychological ownership,brand citizenship behaviors,and customer satisfaction[J].European Journal of Marketing,2012,46(5):626-662
[15]AURAND T W,GORCHELS L,BISHOP T R.Human resource management’s role in internal branding:An opportunity for cross-functional brand message synergy[J].The Journal of product and Brand Management,2005,14(2/3):163-169.
[16]MAHNERT K F,TORRES A M.The brand inside:The factors of failure and success in internal branding[J].Irish Marketing Review,2007,19(1/2):54-63.
[17]DRAKE S M,GULMAN M J,ROBERTS S M.Light Their Fire:Using Internal Marketing to Ignite Employee Performance and Wow Your Customers[M].Chicago:Kaplan Publishing,2005:10-35.
[18]MACLAVERTY N,MCQUILLAN P,ODDIE H.Internal branding best practices study[EB/OL].http://w.brand-matters.com/downloads/InternalBrandingJune07.pdf,2015-07-22.
[19]KAEWSURIN A.An Investigation into The Relationships Between Universities’Internal Branding,Employee Brand Support and The Transformational Leadership Characteristics of Immediate Leaders:A Study from the Perspective of Academic Staff in Thai Universities[D].London:Brunel University,2012:3-8.
[20]PUNJAJSRI K,WILSON A.The role of internal branding in the delivery of employee brand promise[J].Journals of Brand Management,2007,15(1):57-70.
[21]LOHNDORF B,DIAMANTOPOULOS A.Internal branding:Social identity and social exchange perspectives on turning employees into brand champions[J].Journal of Service Research,17(3):310-325.
[22]SANTOS-VIJANDE M L,RIO-LANZE A B,SUAREZ-áLVA-REZ L,et,al.The brand management system and service firm competitiveness[J].Journal of Business Research,2013,66(2):148-157.
[23]CHEN Ye,BAI Changhong,CAO Zhenjie.Influences of internal marketing on employees’brand internalization[J].Chinese Journal of Management,2011,8(6):890-897.[陈晔,白长虹,曹振杰.内部营销对员工品牌内化行为的影响关系与路径研究--以服务型企业为例[J].管理学报,2011,8(6):890-897.]
[24]BAUMGARTH C,SCHMIDTB M.How strong is the businessto-business brand in the workforce?An empirically-tested model of internal brand equity in a business-to-business setting[J].Industrial Marketing Management,2010,39(8):1250-1260
[25]KING C,GRACE D A.Building and measuring employeebased brand equity[J].European Journal of Marketing,2010,44(7/8):938-971.
[26]BURMANN0 C,ZEPLIN S,RILEY N.Key determinants of internal brand management success:An exploratory empirical analysis[J].Journal of Brand Management,2009,16(4):264-284.
[27]THOMSON K,de CHERNATONY L,ARGANBRIGHT L,et al.The buy-in benchmark:How staff understanding and commitment impact brand and business performance[J].Journal of Marketing Management,1999,15(8):819-835.
[28]MEYER J P,ALLEN N J.A three-component conceptualization?1of organizational commitment[J].Human Resource Management Review,1991,1(1):61-89.
[29]MORHART F M,HERZOG W,TOMCZAK T.Brand-specific leadership:Turning employees into brand champions[J].Journal of Marketing,2009,73(5):122-142.
[30]FARH J L,EARLEY P C,LIN S C.Impetus for action:A cultural analysis of justice and organizational citizenship behavior in Chinese society[J].Administrative Science Quarterly,1997,42(3):421-444.
[31]RUST R T,LEMON K N,ZEITHAMLV A.Return on marketing:Using customer equity to focus marketing strategy[J].Journal of Marketing,2004,68(1):109-127.
[32]KAYAMAN R,ARASLI H.Customer based brand equity:Evidence from the hotel industry[J].Managing Service Quality,2007,17(1):92-109.
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