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Does Internal Brand Management really drive Brand Commitment in Shared-Service Call Centers?

Christoph Burmann and Verena König



Journal of Brand Management 18, 374-393 (April 2011) | doi:10.1057/bm.2010.50

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Title:Does Internal Brand Management really drive Brand Commitment in Shared-Service Call Centers?Authors:Burmann, Christoph1
König, Verena2Source:Journal of Brand Management; Apr2011, Vol. 18 Issue 6, p374-393, 20pDocument Type:ArticleSubject Terms:*PRODUCT management
*BRANDING (Marketing)
*MARKETING strategy
*BRAND extension
*BRAND name products -- Management
*BRAND identification
CALL center agentsAuthor-Supplied Keywords:brand citizenship behaviour
brand commitment
call center agents
identity-centered brand management
internal brand management
shared-service call centersAbstract:It is widely acknowledged that brand commitment of employees, which is defined as the extent of employee's psychological attachment to a brand, is an important factor for the effectiveness of brand management. However, while shared-service call centers are increasingly involved in the process of brand building, little is known about internal brand management within call centers. This is surprising because shared-service call center agents often deal with multiple brands, and the working environment is emotionally stressful. Furthermore, the influence of the representatives of a client's brand on the internal brand management in shared-service call centers is limited. This raises the question of whether and how shared-service call center agents can develop a brand commitment (BC) under such conditions. This article presents the conceptualization and testing of a holistic model for the analysis of BC in shared-service call centers as a central tool of internal brand management. The model provides a quantitative assessment of internal brand management within call centers working for a German media company. An empirical analysis reveals that levers in the field of brand-oriented communication significantly influence BC. They are more important than empowerment and promotional prospects. The majority of brand levers create a brand-oriented atmosphere through a more 'human and social' brand-oriented communication by managers of a client's brand and the shared-service call centers. This suggests that internal brand management in shared-service call centers does not always mean higher costs. [ABSTRACT FROM AUTHOR] Copyright of Journal of Brand Management is the property of Palgrave Macmillan Ltd. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)Author Affiliations:1University of Bremen, Germany
2Baden-Wü rttemburg Cooperative State University, GermanyISSN:1350-231XDOI:10.1057/bm.2010.50Accession Number:59600581Persistent link to this record (Permalink):http://vpn.library.shmtu.edu.cn:2235/login.aspx?direct=true&db=buh&AN=59600581&site=bsi-liveDatabase: Business Source Premier