Strategic Brand Engagement: using HR and marketing to connect your brand customers, channel partners and employees
Gespeichert in:
| Beteilige Person: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | Englisch |
| Veröffentlicht: |
London
Kogan Page
2014
|
| Ausgabe: | First published |
| Schlagwörter: | |
| Links: | http://site.ebrary.com/lib/bsb/Doc?id=10808765 https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=653150 |
| Umfang: | 1 Online-Ressource (x, 219 Seiten) |
| ISBN: | 9780749470142 0749470143 |
Internformat
MARC
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| 245 | 1 | 0 | |a Strategic Brand Engagement |b using HR and marketing to connect your brand customers, channel partners and employees |c John G Fisher |
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| 505 | 8 | |a Acknowledgements; Introduction; 01 What is strategic brand engagement?; Defining strategic; Defining your brand; Defining engagement; Starting the engagement journey; 02 Why engagement matters; Building the case for engagement; Employee engagement; Costs vs benefits; Channel partner engagement; 03 What is a brand?; Rebuilding trust; Where did brands come from?; The rise of service businesses; 'Me-too' products need more engagement support; Trust is easily lost; The chicken maharaja mix; Branding and long-term engagement; 04 Who are you and who do you want to be? | |
| 505 | 8 | |a Cognitive dissonanceBenchmarking; Building the vision; Agreeing the vision and values; HR and marketing working together; 05 Leading brand engagement; What is leadership?; True engagement needs an engaged leadership; Power sharing in practice; Transformational leadership; Brand engagement leadership; How to lead ... the future; 06 Measuring strategic brand engagement; Master of all you survey; Getting 'engagement' with surveys; Choice of questions; After the initial survey; 07 Marketing brand engagement internally; Some basics about corporate communication; Packaging the brand values | |
| 505 | 8 | |a International aspectsThe cost of communication; Promoting employee engagement; Places of engagement; The fifth 'P' is participation or people; 08 Ambassadorship and advocacy: taking the employer brand into the channel; Employed sales forces; Channel engagement programmes; Brand match vs brand clash; Customer advocacy; Closing the brand engagement circle; 09 Engaging through experiences; What is 'experiential'?; Employee and channel experiential events; Measuring experiential activities; Social media point the way; 10 Engagement and social networking; How did we get here? | |
| 505 | 8 | |a The internet changed everythingSocial media; Pandora's box; Professional help; 11 Rewards, recognition and respect; Cash vs non-cash; Reward choices for engagement; Recognition programmes; Creating mutual respect; 12 Recruitment and the employer brand; A 'Great Place to Work'; Employee value propositions; Social networking; 13 Dealing with disengagement; Disengagement and disinterest among employees; Channel disengagement; Advocate disengagement; Removing the 'dis' from disengagement; 14 The future of strategic brand engagement; Joined-up engagement; Engaging with the workforce of the future | |
| 505 | 8 | |a The wider brand engagement communityEngaging with the disengaged; Engagement and loyalty; Bridging the generation gap; The engagement VP; Bibliography and online resources; Index | |
| 505 | 8 | |a The consumer brand of any organization is crucial to its long term business success. Just as important is the employer brand of the organization, vital to attracting talent and retaining an engaged workforce. Despite the critical connection between internal and external brand engagement, these areas remain firmly entrenched in the traditional silos of HR, internal communication and marketing, wasting resources and even contradicting each other instead of pursuing a common goal. By breaking down traditional silos Strategic Brand Communication offers a new approach for developing brand and emplo | |
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| 650 | 7 | |a Corporate culture |2 fast | |
| 650 | 7 | |a Organizational behavior |2 fast | |
| 650 | 7 | |a Personnel management |2 fast | |
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| 650 | 4 | |a Corporate culture | |
| 650 | 4 | |a Branding (Marketing) | |
| 650 | 4 | |a Organizational behavior | |
| 650 | 4 | |a Personnel management | |
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Datensatz im Suchindex
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| _version_ | 1821932222389682176 |
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| author | Fisher, John G. |
| author_facet | Fisher, John G. |
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| contents | Acknowledgements; Introduction; 01 What is strategic brand engagement?; Defining strategic; Defining your brand; Defining engagement; Starting the engagement journey; 02 Why engagement matters; Building the case for engagement; Employee engagement; Costs vs benefits; Channel partner engagement; 03 What is a brand?; Rebuilding trust; Where did brands come from?; The rise of service businesses; 'Me-too' products need more engagement support; Trust is easily lost; The chicken maharaja mix; Branding and long-term engagement; 04 Who are you and who do you want to be? Cognitive dissonanceBenchmarking; Building the vision; Agreeing the vision and values; HR and marketing working together; 05 Leading brand engagement; What is leadership?; True engagement needs an engaged leadership; Power sharing in practice; Transformational leadership; Brand engagement leadership; How to lead ... the future; 06 Measuring strategic brand engagement; Master of all you survey; Getting 'engagement' with surveys; Choice of questions; After the initial survey; 07 Marketing brand engagement internally; Some basics about corporate communication; Packaging the brand values International aspectsThe cost of communication; Promoting employee engagement; Places of engagement; The fifth 'P' is participation or people; 08 Ambassadorship and advocacy: taking the employer brand into the channel; Employed sales forces; Channel engagement programmes; Brand match vs brand clash; Customer advocacy; Closing the brand engagement circle; 09 Engaging through experiences; What is 'experiential'?; Employee and channel experiential events; Measuring experiential activities; Social media point the way; 10 Engagement and social networking; How did we get here? The internet changed everythingSocial media; Pandora's box; Professional help; 11 Rewards, recognition and respect; Cash vs non-cash; Reward choices for engagement; Recognition programmes; Creating mutual respect; 12 Recruitment and the employer brand; A 'Great Place to Work'; Employee value propositions; Social networking; 13 Dealing with disengagement; Disengagement and disinterest among employees; Channel disengagement; Advocate disengagement; Removing the 'dis' from disengagement; 14 The future of strategic brand engagement; Joined-up engagement; Engaging with the workforce of the future The wider brand engagement communityEngaging with the disengaged; Engagement and loyalty; Bridging the generation gap; The engagement VP; Bibliography and online resources; Index The consumer brand of any organization is crucial to its long term business success. Just as important is the employer brand of the organization, vital to attracting talent and retaining an engaged workforce. Despite the critical connection between internal and external brand engagement, these areas remain firmly entrenched in the traditional silos of HR, internal communication and marketing, wasting resources and even contradicting each other instead of pursuing a common goal. By breaking down traditional silos Strategic Brand Communication offers a new approach for developing brand and emplo |
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| discipline | Wirtschaftswissenschaften |
| edition | First published |
| format | Electronic eBook |
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| id | DE-604.BV042744600 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-20T17:18:41Z |
| institution | BVB |
| isbn | 9780749470142 0749470143 |
| language | English |
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| publishDate | 2014 |
| publishDateSearch | 2014 |
| publishDateSort | 2014 |
| publisher | Kogan Page |
| record_format | marc |
| spellingShingle | Fisher, John G. Strategic Brand Engagement using HR and marketing to connect your brand customers, channel partners and employees Acknowledgements; Introduction; 01 What is strategic brand engagement?; Defining strategic; Defining your brand; Defining engagement; Starting the engagement journey; 02 Why engagement matters; Building the case for engagement; Employee engagement; Costs vs benefits; Channel partner engagement; 03 What is a brand?; Rebuilding trust; Where did brands come from?; The rise of service businesses; 'Me-too' products need more engagement support; Trust is easily lost; The chicken maharaja mix; Branding and long-term engagement; 04 Who are you and who do you want to be? Cognitive dissonanceBenchmarking; Building the vision; Agreeing the vision and values; HR and marketing working together; 05 Leading brand engagement; What is leadership?; True engagement needs an engaged leadership; Power sharing in practice; Transformational leadership; Brand engagement leadership; How to lead ... the future; 06 Measuring strategic brand engagement; Master of all you survey; Getting 'engagement' with surveys; Choice of questions; After the initial survey; 07 Marketing brand engagement internally; Some basics about corporate communication; Packaging the brand values International aspectsThe cost of communication; Promoting employee engagement; Places of engagement; The fifth 'P' is participation or people; 08 Ambassadorship and advocacy: taking the employer brand into the channel; Employed sales forces; Channel engagement programmes; Brand match vs brand clash; Customer advocacy; Closing the brand engagement circle; 09 Engaging through experiences; What is 'experiential'?; Employee and channel experiential events; Measuring experiential activities; Social media point the way; 10 Engagement and social networking; How did we get here? The internet changed everythingSocial media; Pandora's box; Professional help; 11 Rewards, recognition and respect; Cash vs non-cash; Reward choices for engagement; Recognition programmes; Creating mutual respect; 12 Recruitment and the employer brand; A 'Great Place to Work'; Employee value propositions; Social networking; 13 Dealing with disengagement; Disengagement and disinterest among employees; Channel disengagement; Advocate disengagement; Removing the 'dis' from disengagement; 14 The future of strategic brand engagement; Joined-up engagement; Engaging with the workforce of the future The wider brand engagement communityEngaging with the disengaged; Engagement and loyalty; Bridging the generation gap; The engagement VP; Bibliography and online resources; Index The consumer brand of any organization is crucial to its long term business success. Just as important is the employer brand of the organization, vital to attracting talent and retaining an engaged workforce. Despite the critical connection between internal and external brand engagement, these areas remain firmly entrenched in the traditional silos of HR, internal communication and marketing, wasting resources and even contradicting each other instead of pursuing a common goal. By breaking down traditional silos Strategic Brand Communication offers a new approach for developing brand and emplo BUSINESS and ECONOMICS / Human Resources & Personnel Management bisacsh BUSINESS and ECONOMICS / Organizational Development bisacsh BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Branding (Marketing) fast Corporate culture fast Organizational behavior fast Personnel management fast Wirtschaft Corporate culture Branding (Marketing) Organizational behavior Personnel management |
| title | Strategic Brand Engagement using HR and marketing to connect your brand customers, channel partners and employees |
| title_auth | Strategic Brand Engagement using HR and marketing to connect your brand customers, channel partners and employees |
| title_exact_search | Strategic Brand Engagement using HR and marketing to connect your brand customers, channel partners and employees |
| title_full | Strategic Brand Engagement using HR and marketing to connect your brand customers, channel partners and employees John G Fisher |
| title_fullStr | Strategic Brand Engagement using HR and marketing to connect your brand customers, channel partners and employees John G Fisher |
| title_full_unstemmed | Strategic Brand Engagement using HR and marketing to connect your brand customers, channel partners and employees John G Fisher |
| title_short | Strategic Brand Engagement |
| title_sort | strategic brand engagement using hr and marketing to connect your brand customers channel partners and employees |
| title_sub | using HR and marketing to connect your brand customers, channel partners and employees |
| topic | BUSINESS and ECONOMICS / Human Resources & Personnel Management bisacsh BUSINESS and ECONOMICS / Organizational Development bisacsh BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Branding (Marketing) fast Corporate culture fast Organizational behavior fast Personnel management fast Wirtschaft Corporate culture Branding (Marketing) Organizational behavior Personnel management |
| topic_facet | BUSINESS and ECONOMICS / Human Resources & Personnel Management BUSINESS and ECONOMICS / Organizational Development BUSINESS & ECONOMICS / Industrial Management BUSINESS & ECONOMICS / Management BUSINESS & ECONOMICS / Management Science BUSINESS & ECONOMICS / Organizational Behavior Branding (Marketing) Corporate culture Organizational behavior Personnel management Wirtschaft |
| work_keys_str_mv | AT fisherjohng strategicbrandengagementusinghrandmarketingtoconnectyourbrandcustomerschannelpartnersandemployees |