Living the Brand : a case study of how management at Standard Bank can create brand ambassadors of their employees.
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Abstract
Living the Brand - a Case Study of How Management at Standard Bank
Can Create Brand Ambassadors of their Employees
In April 2006 the new brand positioning for Standard Bank was revealed to
staff and the general public. The new brand positioning focused mainly on
employees and customers and to a lesser extent operational efficiency. The
study attempts to find what meanings the employees of Standard Bank made
of this new brand positioning through a qualitative case study methodology.
As part of the study, theoretical models and concepts covering the brand,
brand positioning, living the brand, employee segmentation and the 3-phased
approach to implement the programme were reviewed. A qualitative research
study was conducted whereby one-on-one interviews were held with
managerial and non-managerial employees at Standard Bank. The research
is therefore a phenomenological investigation of the business problem
statement, that is, the re-positioning of the brand from simpler to better, faster
as well as inspired and motivated.
The research findings were that the brand repositioning did not have a
negative impact on employee perceptions. However, it was found that
employees did not understand what the brand stands for and were having
problems delivering on the new brand promise. To improve the level of
understanding by the employees so that the new brand positioning can
influence employee behaviour, the researcher recommended applying the 3-
phased approach in implementing an effective "living the brand" programme.
