Inculcating Brand Ways

Akshay Maxim Sequeira | H13009

Anirban Ghosh | H13010
Arpit Jain | H13014
 Positioning Southwest Airlines through employee branding

Sources/Modes of Messages Employees Psyche Outcomes

Internal Positioning of
Formal Organization & its
HR Systems Knowledge of Offerings in
PR Desired Brand Customers Mind
Informal
Orgs - Culture/ co-worker
Image Turnover
Desired Employee
Mission influence
Brand Brand
& - Leader/ Manager Employee Satisfaction
Image External Image
Values
Formal Psychological Customer Satisfaction
Advertising & PR Contract
Informal Customer Loyalty
Customer Feedback
Favourable Reputation

Feedback
The Role of Internal Communication & Training in Infusing Corporate Values & Delivering Brand Promise: Singapore Airlines Experience

Communication at SIA

Projected Manifested
Identity Identity
Organisation Cabin Crew
Wide Staff

Outlook
Cabin Crew
Formal Bulletin Experienced Attributed
Circulars
boards/email Identity Identity

Online portal
Road Shows Pre-flight
Informal Relationship among various dimensions of SIAs
Focus Groups briefings
corporate identity
In Sync
 Additional Readings
Contact Employees: Relationships among Workplace Fairness, Job Satisfaction and Pro-social Service Behaviours

Contact Employee Contact Employee Prosocial Customer Evaluations of

Psychological Outcomes Service Behaviours Service Delivery

Job Satisfaction Role-Prescribed Customer

Customer Satisfaction
Service
Service Quality
Extra-Role Customer
Service Favourable Word-of-
Workplace Fairness Mouth
Cooperation
 Hypotheses Tested
Contact Employees: Relationships among Workplace Fairness, Job Satisfaction and Pro-social Service Behaviours

H1: Workplace fairness perceptions will be positively related to contact employee extra-role customer
service.

H2: Workplace fairness perceptions will be positively related to contact employee cooperation

H3: Workplace fairness perceptions will be positively related to contact employee role prescribed customer
service

H4: Workplace fairness perceptions will be positively related to contact employee job satisfaction

H5: Job satisfaction will be non-significantly related to contact employee extra-role customer service, role-
prescribed customer service, and cooperation when the influence of fairness perceptions is partialled out.

H6: Contact employee extra-role customer service, role prescribed customer service and cooperation will
be positively related to customer-satisfaction.
 Findings & Implications
Contact Employees: Relationships among Workplace Fairness, Job Satisfaction and Pro-social Service Behaviours
1. Fairness is significantly, positively related to job satisfaction and each of the prosocial service behaviours.

2. Job satisfaction reveals non significant relationships with contact employee prosocial behaviours when the effects of
fairness are partialled out.

3. The most influencial dimensions of workplace fairness on job satisfaction are job supervision, pay rules & internal
equity, work standards, external equity and pay administration (the first two are twice as influential as the others).

4. Most influential dimensions of workplaceFairness for prosocial behaviors involve rules for pay and promotion and
their implementation by customer service managers.

5. Contact employees must believe that their prosocial service behaviors will be recognized and rewarded by the firm.
Interestingly, perceptions Concerning external equity of compensation were not significantly related to any of the three
types of prosocial behaviours.
6. Customer service managers must be trained on the importance of being consistent,unbiased, truthful and respectful
in assigning jobs, conducting evaluations and administering rewards and punishment.
Additional Readings
Employee Behavior and Relationship Quality: Impact on Customers

Relationship Quality
Positive Behavioural
Interventions
Service Orientation Satisfaction Perceived Switching Costs
Trust Activism
Commitment
 Key Terms - Definition
Employee Behavior and Relationship Quality: Impact on Customers
Service orientation captures customers perception of the organization's service related
Service Orientation policies and practices, as enacted by employees.

A measure of the extent to which consumers want to maintain relationships with their service
Relationship Quality providers. It focuses on the overall nature of the relationship between the consumer and the
firm, and views fulfilling consumers needs as central to relationship success.

Satisfaction Consumers overall affect-based evaluation of the relationship with the provider.

Trust Consumers confidence in the service providers reliability and integrity.

The consumers enduring desire to continue a relationship with a service provider because of a
Commitment liking or positive attitude, accompanied by this consumers willingness to make efforts at
maintaining the relationship.

Positive Behavioral Intentions Repeat purchase behavior and positive word of mouth communications.

Perceived Switching Costs They make take up the form of continuity, set up or sunk costs.

Demonstrating negative behaviours towards the firm, such as complaining to other customers
Activism and complaining to external agencies.
Hypotheses Tested
Employee Behavior and Relationship Quality: Impact on Customers

H1: Customers perceptions of service orientation are directly related to their perceptions of
relationship quality.

H2: Higher perceptions of relationship quality lead to a higher level of positive behavioural intentions.

H3: Higher perceptions of relationship quality lead to a lower level of activism against the company.

H4: Higher perceptions of relationship quality lead to a higher level of perceived switching costs.

H5: A higher level of relationship trust will lead to a higher level of relationship commitment.

H6: A higher level of relationship satisfaction will lead to a higher level of relationship commitment.
Findings & Implications
Employee Behavior and Relationship Quality: Impact on Customers
Service orientation does indeed act to increase consumers perceptions of relationship satisfaction and relationship
trust.

Interestingly, however, it did not appear to increase consumers perceptions of relationship commitment.

Hence employees need to work on managing customer interface to ensure these perceptions are facilitated.

They can do this by adopting policies and practices that are directed at allowing front-line staff to deliver exceptional
service to customers. Such policies may include empowering employees training them and implementing internal
marketing to motivate them to deliver service excellence.
All three dimensions of relationship quality lead to positive behavioural outcomes. This suggests that satisfaction, trust
and commitment all result in repeat purchase and positive word of mouth toward the service-providing organisation.

Trust emerges as the focal dimension in this construct as it has a direct relationship with both satisfaction and
commitment and also positive behavioural intentions, consumer activism and perceived switching costs.
 Case Study American Express
Worlds leading payments, travel
and card-issuing company
Linked customers satisfaction to
the individual CCP
Took them off the clock
Talent management and work/life
balance
Flexible scheduling
Robust career development plan
Service as a cost centre
Competitive advantage of superior
Adherence to a script
everyday customer service
CCPs raced against the clock
Selection, training and
Developed Relationship Care, a
incentivization to engage
service ethos focused on most
customers, and creating an
powerful loyalty builders - CCPs
emotional connect with them
Customer spending increased by
Invested in IT to enable CCPs to
8-10%, satisfaction increased too
personalise every conversation
Average time of call went down
with the customer
Service margins widened
Thank you!