CC BY
6
УДК 316.776.3
Немцев И.А. студент магистратуры 1 курса Алексенко А.А. студент магистратуры 1 курса Алтайский государственный университет
Россия, г. Барнаул КОРПОРАТИВНЫЙ БРЕНД КАК ЧАСТЬ ВНУТРЕННИХ КОММУНИКАЦИЙ В КОМПАНИИ Аннотация: для того, чтобы поддерживать главные ценности компании, недостаточно транслировать их только лишь на целевую аудиторию; каждый работник и представитель какого-либо бренда должен сам быть носителем этих ценностей; в статье рассматривается персонал компаний не с точки зрения субъекта трансляции ценностей бренда, но как полный их приверженец.
Ключевые слова: бренд, брендинг, внутренние коммуникации, ценности принципы компаний.
Nemtsev I.A.
1st year master's student Altai state University Russia, Barnaul Aleksenko A.A.
1st year master's student Altai state University Russia, Barnaul COMPANIES' BRANDING AS A PART OF INTERNAL COMMUNICATIONS Abstract: it is not enough to broadcast them only to the target audience in order to maintain the company's main values; Every employee as a part of a brand must be the bearer of these values himself; the article examines the personnel of companies not from the point of view of the subject of broadcasting the brand values, but as a complete adherent.
Keywords: brand, branding, internal communications, company principles and values.
There are several dominant concepts in the foreign theory of modern internal communications, which can be differentiated by name and form, but in the essential aspects they are the same. For instance, it can be internal branding, employer branding, integrated branding, holistic branding and so on.
All of the concepts respond, on the one hand, to the need of employees to be a participant brand's creation, and, on the other hand, to the management's need to support the company's image in the eyes of its partners and potential employee. At the same time, the literature recognizes branding can be focused on external
audience, but in fact it has important opportunities for internal use [1]. Inside corporate communications translate its essence is in the strategic concept, which aim is a synchronizing the external communication strategy of the company with its internal values and behavior practices.
Thomson and his co-authors argue that organizations are increasingly aware of the fact, that employees need a comprehensive understanding the core values of their companies and internalizing them to the extent to whom they will be committed and loyal. The nature of the services leads to the close relationship between the service provider and their consumer: "people's experience with brands are more influenced by the staff they are directly interact"[2]. Moreover, some authors promote the use of employees as "brand ambassadors" [3]. According to their position, it is not essential, that employees understand and contribute to brand development. They confess employee must actively promote and demonstrate the key elements of this brand. The use of marketing and advertising would not be successful in the realization of any product or ideas without internal communications. Although advertisement and public relations can influence relationships and behavior, but the possibility of marketing to create the brand is negligible. On the other hand, no brand can be designed just on the basis of internal corporate values and aspirations.
The suggestion of the brand's vision (values and goals) make a higher commitment of employees. Companies allow employees to play the role of real ambassadors of the company; they should not just inform their employees and expect a response of genuine enthusiasm and commitment: just one way to motivate employees to live according to the brand is to ensure their participation in its creation, convince it is a part of their own [4].
Moreover, organizations need to ensure that the brand vision grows up from the general needs and approved by all participants [5].
According to Canter R.M., commitment is a process when interests of the individual join in the development of socially organized behaviors [6]. Commitment may originate at the highest corporate level, reflecting the beliefs of leaders in their vision of the corporate brand and its main goal. Managers need to be aware, support and be proactive in demonstrating commitment to the goals within corporate communication process.
Thus, consumers have difficulty in the choice of competing brands and will rely on their own experience and experience. It is assumed employees of enterprises fulfill the promise of the brand with their behavior to ensure the integrity of brand messages. To do this, they must be informed and receive timely support. So to speak, internal communications are intended to clearly construct for employees model behavior and brand promise. The company must declare and apply additional training or any means of encouragement that would be necessary to stimulate, support and reward the required behavior.
Communication leads to internalizing brand values and promoting employee commitment to the behavior support the brand. According to the most extreme scenario, brand commitment can detect characteristics that some researchers call
"organizational civic behavior». The same researchers determine "organizational citizenship behavior» as assistance from employees that is not included in their job descriptions. This concept translates the model of corporate civic behavior, which imposes responsibility of corporations for the social aspect of their activities or public benefits at the organizational level.
References:
1. Gelacle G. A., Ivery М. The impact of human resources management and work climate on organizational performance // Personnel Psychology. 2003. N 56 (2). P. 383-395.
2. De Chernatony L., Drury S., Segal-Horn S. Building a services brand: stages, people and orientations // The Service Industries Journal. 2003. N 23 (3). P. 5.
3. De Chernatony L, Segal-Horn S Building on services. Characteristics to develop successful services brands // Journal of Marketing Management. 200 I.N 17. P. 656-658.
4. Bennis W. G., Nanus B. Leaders: the strategies for taking charge. New York: Harper Row, 1985. P. 109.
5. Baum J. R., Locke E., Kirkpatrkk S A longitudinal study ofthe relation of vision and vision communication to venture growth in entrepreneurial firms // Journal of Applied Psychology. 1998. N 83. P. 43-54.
6. Kanter R. M. Commitment and social organization: A study of commitment mechanisms in Utopian communities // American Sociological Review. 1968. N 33. P. 511-515.
