Through transformational leadership morhart herzog

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through transformational leadership (Morhart, Herzog, and Tomczak 2009; Vallaster and de Chernatony 2005) and developing branding capabilities (de Chernatony, Drury, and Segal-Horn 2003). Incor- porating the outside-in perspective ensures that the voices of the customer and other external stakeholders inform the corporate strategy. This perspective is informed by market orientation, viewed as customer and competitor orientations (Deshpande, Farley, and Webster 1993; Hult, Ketchen, and Slater 2005) and by stakeholder ori- entation (Balmer and Greyser 2006; van Riel and Fombrun 2007). Stage 2: Corporate Strategy-Operations Interface The interface stage is included in the frame- work to link corporate strategy and operations/ implementation. The interface consists of brand orientation and brand promise, which serve as the platform for business activities (Balmer 2013; Urde 1999) and strategy execution (Wong and Merrilees 2007). Corporate brand orienta- tion treats the corporate brand as the platform to inform and guide the execution of the firm’s activities (Balmer 2013) and the espoused cor- porate brand values are enshrined in the corpo- rate brand promise/covenant and underpin the firm’s core philosophy and culture (Balmer 2013). Thus, corporate brand orientation and the content of the corporate brand promise are included to reveal the role the SME brand plays in the execution of the SME corporate strategy. Stage 3: Operations/Internal Brand Management This stage refers to the implementation of the corporate strategy to deliver the brand promise. It consists of three internal brand management processes, namely internal brand communica- tion, brand enabling, and consistent brand deliv- ery, which are integrated into a coherent system rather than implemented discretely. (a) Internal brand communication . This pro- cess informs employees of the purpose, val- ues, and promise of the corporate brand (Harris and de Chernatony 2001), to facili- tate their intellectual and emotional buy-in (Thomson et al. 1999) and commitment to the corporate brand (Burmann and Zeplin 2005). Internal brand communication is an essential component of successful internal brand building to deliver the brand promise (Chong and Chian 2007; Punjaisri and Wilson 2007) and bridging the gap between management’s corporate brand vision and the lived corporate culture (Hatch and Schultz 2001). Committed employees live the brand values in their interactions with customers and other external stakeholders (de Chernatony 2002; de Chernatony and Cottam 2006). (b) Brand enabling . This process is included to prepare the organization to deliver the brand promise. It involves having senior manage- ment that fosters a brand-supportive corpo- rate culture, organizational structure and provides systems and operational proce- dures to deliver the brand (de Chernatony and Segal-Horn 2001; Vallaster and de Cher- natony 2005, 2006). Also involved is imple- menting brand-centered human resource management, to recruit employees who buy into corporate brand values (Burmann and Zeplin 2005; Burmann, Zeplin, and Riley 2009), training them to deliver the brand
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