Bringing the brand to life: Structural conditions of brand-consistent employee behavior

Abstract

Continuous brand success can be realized only if the brand promise that is communicated through mass media campaigns is lived up to by customer contact employees. In fact, discrepancies in brand experience may lead to customer confusion and dissatisfaction. However, what does that mean to brand managers? A survey among marketing managers shows that a reorganization of brand management routines is needed in order to bring the brand to life: informal management techniques and employee empowerment are required instead of formal management activities. In this article, we elaborate first steps for the implementation and maintenance of behavioral branding considering findings of our survey as well as implications from management focus groups and best practice examples.