By seeking brand orientation ownermanag ers develop

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By seeking brand orientation, owner–manag- ers develop strong brand implementation capacity to manage the internal brand imple- mentation processes comprehensively. Internal brand communication, brand enabling and con- sistent brand delivery processes receive careful attention. Brand enabling entails preparing the SME to deliver the brand promise and receives the top priority of owner–managers. It is facili- tated by committed owner–managers who prac- tice visible, consultative, and transformational leadership, to foster a collaborative corporate culture and motivate employees to buy-in to the brand values (Morhart, Herzog, and Tomczak 2009). Targeted recruitment and selection proc- esses are used to attract employees with congru- ent values to the SME brand identity. Relatively high investment is made toward ongoing employee development, to enhance their techni- cal and inter-personal skills to deliver the brand promise. Brand delivery standards, procedures, control systems, and support systems are imple- mented. Quality assurance systems, which are mandatory in International Standards Organiza- tion (ISO)-certified SMEs, such as Traffic Engi- neering Consultancy , Vegetation Management Consultancy , and Environmental Consultancy , are also part of brand enabling. Although brand enabling is the top priority of owner–managers, internal brand communica- tion and ensuring consistent brand delivery processes are not neglected. Internal brand com- munication is used to inform employees about the SME brand vision, mission, and core values, to ensure that they understand the brand prom- ise to deliver. The brand is often codified in employee handbooks, such as in Vegetation Management Consultancy and Environmental Consultancy and on the websites of the SMEs. To ensure consistent brand delivery, formal and informal monitoring methods are used. Formal methods include internal and external audits, monitoring documentation of work output such as consultancy reports and performance appraisal systems. Informal methods include supervision by line managers. The performance of the SME brand is assessed through a combination of financial (revenue and profit) and relevant nonfinancial market-based criteria such as tender success rate, customer acquisition, customer satisfaction, and professional awards. The use of market- based metrics is illustrated by Traffic Engineer- ing Consultancy : One of the measures of success is return- ing clients, because that means they’re happy with our work. The other is our competitive tender success rate of 60 per- cent, which is better than 10 percent by most of the large companies we compete against. External feedback is gathered informally through the networking activities of owner– managers, as well as implicitly through metrics, such as the tender success rate in consultancy brands and customer repeat patronage of the band. Internal feedback is mainly sought infor- mally at team meetings or through on-the-job interaction between managers and employees.
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  • Fall '19
  • Brand, SME Brand, holistic understanding of brand management

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