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Brand engagement = how employees make or break brands /

Record Type:	Electronic resources : Monograph/item
Title/Author:	Brand engagement/ Ian P. Buckingham.
Reminder of title:	how employees make or break brands /
Author:	Buckingham, Ian P.,
Published:	Houndmills, Basingstoke, Hampshire ;Palgrave Macmillan, : 2008.,
Description:	x, 221 p. :ill. :
Subject:	Brand name products. -
Online resource:	access to fulltext (Palgrave)
ISBN:	9780230579507

Brand engagement = how employees make or break brands /
Buckingham, Ian P.,1967-

Brand engagementhow employees make or break brands /[electronic resource] :Ian P. Buckingham. - Houndmills, Basingstoke, Hampshire ;Palgrave Macmillan,2008. - x, 221 p. :ill.

Includes bibliographical references (p. 205-210) and index.

Brand engagement, everyman and the death of the hero leader. November 1983. What does great brand engagement feel like? The CEO is dead, long live the CEO. Are we at the tail end of spin? What characterizes an effective chief engagement officer? -- Deconstructing brand ("but we don't even brand animals any more"). January 1992. Brand and authenticity. Brand anthropology. New ways of tellingold stories. Leadership engagement. Brands and motivation. The national perspective : nation branding. Case study : ARM holdings (UK business of the year 2006) -- Through the looking glass. July 1996.What's been happening in the communication market? Employment brand. Engage people by letting themplay. Inside-out communication (the power of partnership). Behaviour brand creep. Brandscape and the brand engagement journey. Mergers and acquisitions. The quest for balance. What do committed employees look like? Case study : Zurich: involvement-driven employee engagement. The catalyst event --Culture as a weapon of mass construction. December 2000. What's culture got to do with it? The culturedevelopment process. Case study : motability : a culture-first approach to change. The use of tools-- Bring yourself to work. April 2006. Everything begins with a story. Mythology, the ancient arts and employee engagement. The story of good company. Authenticity and engagement. The John Lewis Group : an authentic brand.Authenticity in action. Becoming comfortable with the emotional dimension. What'sbeen happening in the recruitment market? Retention issues?Case study: values-based communication :the story of the Yorkshire Building Society : a true mutual. In conclusion.

(draft) The branding landscape is dominated by the marketers, the promise makers the people who commission the neon lights and the funky adverts. In our consumer society brands have become an obsession. But an often forgotten fact is that the people who make or break brands are the employees,the promise guardians. Traditionally employee and customercommunication has been very similar ( b3 swe show them the adverts! b4 s). There's very strong evidence to suggest that staff (who are also educated consumers) are starting to reject PR and spin-style communication within organisations. But still 80% of spending on brands within organisations is on the physical brand trappings with very little attention given to the cultural and behavioural dimensions. It will have to change. The core hypothesis of this book is that individuals within organisations who are committed to winning the brandwar should focus most oftheir time on ensuring that their people are authentically engaged with thebrand. Neglect this area and risk brand disasters of the Barings scale or creeping brand death, a slow poisoning from within. Read BrandEngagement and find out how to make the most of your brand asset.

Electronic reproduction.
Basingstoke, England :
Palgrave Macmillan,
2009.

Mode of access:World Wide Web.

ISBN: 9780230579507

Standard No.: 10.1057/9780230579507doiSubjects--Topical Terms:

86051
Brand name products.
Index Terms--Genre/Form:

96803
Electronic books.

LC Class. No.: HD69.B7 / B8316 2008eb

Dewey Class. No.: 658.8/27

Brand engagement = how employees make or break brands /
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245 1 0 $a Brand engagement $h [electronic resource] : $b how employees make or break brands / $c Ian P. Buckingham.
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300 $a x, 221 p. : $b ill.
504 $a Includes bibliographical references (p. 205-210) and index.
505 0 $a Brand engagement, everyman and the death of the hero leader. November 1983. What does great brand engagement feel like? The CEO is dead, long live the CEO. Are we at the tail end of spin? What characterizes an effective chief engagement officer? -- Deconstructing brand ("but we don't even brand animals any more"). January 1992. Brand and authenticity. Brand anthropology. New ways of tellingold stories. Leadership engagement. Brands and motivation. The national perspective : nation branding. Case study : ARM holdings (UK business of the year 2006) -- Through the looking glass. July 1996.What's been happening in the communication market? Employment brand. Engage people by letting themplay. Inside-out communication (the power of partnership). Behaviour brand creep. Brandscape and the brand engagement journey. Mergers and acquisitions. The quest for balance. What do committed employees look like? Case study : Zurich: involvement-driven employee engagement. The catalyst event --Culture as a weapon of mass construction. December 2000. What's culture got to do with it? The culturedevelopment process. Case study : motability : a culture-first approach to change. The use of tools-- Bring yourself to work. April 2006. Everything begins with a story. Mythology, the ancient arts and employee engagement. The story of good company. Authenticity and engagement. The John Lewis Group : an authentic brand.Authenticity in action. Becoming comfortable with the emotional dimension. What'sbeen happening in the recruitment market? Retention issues?Case study: values-based communication :the story of the Yorkshire Building Society : a true mutual. In conclusion.
520 $a (draft) The branding landscape is dominated by the marketers, the promise makers the people who commission the neon lights and the funky adverts. In our consumer society brands have become an obsession. But an often forgotten fact is that the people who make or break brands are the employees,the promise guardians. Traditionally employee and customercommunication has been very similar ( b3 swe show them the adverts! b4 s). There's very strong evidence to suggest that staff (who are also educated consumers) are starting to reject PR and spin-style communication within organisations. But still 80% of spending on brands within organisations is on the physical brand trappings with very little attention given to the cultural and behavioural dimensions. It will have to change. The core hypothesis of this book is that individuals within organisations who are committed to winning the brandwar should focus most oftheir time on ensuring that their people are authentically engaged with thebrand. Neglect this area and risk brand disasters of the Barings scale or creeping brand death, a slow poisoning from within. Read BrandEngagement and find out how to make the most of your brand asset.
533 $a Electronic reproduction. $b Basingstoke, England : $c Palgrave Macmillan, $d 2009. $n Mode of access:World Wide Web. $n System requirements: Web browser. $n Title from title screen (viewed on Mar. 3, 2009). $n Access may berestricted to users at subscribing institutions.
650 0 $a Brand name products. $3 86051
650 0 $a Organizational commitment. $3 100681
650 0 $a Employee motivation. $3 96863
650 0 $a Interpersonal communication. $3 73821
655 7 $a Electronic books. $2 local. $3 96803
710 2 $a Palgrave Connect (Online service) $3 227469
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856 4 0 $3 Palgrave Connect $u http://www.palgraveconnect.com/doifinder/10.1057/9780230579507 $z access to fulltext (Palgrave)