Company who wish to forge stakeholder’s loyalty needs to establish stakeholder’s experience during interaction with the corporate brand (Abratt and Kleyn, 2012). Corporate brand experience represents corporate values and brand image of the company (O’Laughlin et al., 2004) and the aim of every organization are to live its corporate values and brands (Gylling and Lindberg-Repo, 2006). This permeate changes in the way organization thinks and behaves, while relates their multiple stakeholders to be having relationship with the corporation (Hatch and Schultz, 2001). The rise of corporate brand experience is vital in building on the disciplines of brand management and organization theory as it is not only in gaining competitive advantage and strong
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As quoted by Ind (1998, p. 324), “Employees have the potential to make or break the corporate brand”. Employees play an important role in building service brands, as they must give the service persistently same as the brand promise as achieving point-of-differentiation can be done through several aspects such as punctuality, in-flight entertainment (IFE) and attentive cabin staff (Chernatony and McDonald, 2003). As explained by Chernatony et al., (2003) interpreting nine stages in building successful service brands where three of the stages are mainly elaborating the role of employees in the process. First, ensure internal commitment discovers that employees and management need to believe in the service brand, knowing what’s it all about and what will inspires others; second, position and differentiate the brand interprets on how to differentiate your service brand and delivering something different with competitive advantage. As mentioned earlier, this could be achieved through corporate brand experience Hamzah et al., (2014). Third, structure organisational resources points out that employees are the integral part of services brand, hence recruiting the right people with right attitude and skills are vital to support the brand. In line with Kimpakorn and Tocquer (2009) highlights that powerful service brand composed through employees engagement by denoting and practicing brand values during servicing. For service companies, employees are considered as the personal manifestation of the brand (Olin, 2004). Ensuring employees assimilate and have faith in the company’s values is the most effective means in brand building (Ind, 2001; Brexendorf and Kernstock, 2007; de Chernatony,
As quoted by Ind (1998, p. 324), “Employees have the potential to make or break the corporate brand”. Employees play an important role in building service brands, as they must give the service persistently same as the brand promise as achieving point-of-differentiation can be done through several aspects such as punctuality, in-flight entertainment (IFE) and attentive cabin staff (Chernatony and McDonald, 2003). As explained by Chernatony et al., (2003) interpreting nine stages in building successful service brands where three of the stages are mainly elaborating the role of employees in the process. First, ensure internal commitment discovers that employees and management need to believe in the service brand, knowing what’s it all about and what will inspires others; second, position and differentiate the brand interprets on how to differentiate your service brand and delivering something different with competitive advantage. As mentioned earlier, this could be achieved through corporate brand experience Hamzah et al., (2014). Third, structure organisational resources points out that employees are the integral part of services brand, hence recruiting the right people with right attitude and skills are vital to support the brand. In line with Kimpakorn and Tocquer (2009) highlights that powerful service brand composed through employees engagement by denoting and practicing brand values during servicing. For service companies, employees are considered as the personal manifestation of the brand (Olin, 2004). Ensuring employees assimilate and have faith in the company’s values is the most effective means in brand building (Ind, 2001; Brexendorf and Kernstock, 2007; de Chernatony,