International Organisational Branding Assignment Sample
Report-including relevant data analysis:
Introduction:
Branding can be considered in two key aspects namely employer branding and marketing branding. Employer branding is the method to advertise a company as an atmosphere where employees can work (Reis et al., 2021). It draws emphasis on the principles, culture, and work atmosphere within the company. An efficient employer brand minimises the loss of talent, enhances satisfaction among workers, and brings in the best candidates. Considering the credibility of an organisation as a supplier. A company’s marketing branding defines the way it offers its products and services to its intended audience (Malhotra et al., 2020). It includes the client experience, a message, and brand personality (visual elements like colours and logos). A strong visual identity enhances trustworthiness, fosters loyalty, and sets the company above its rivals. This is how marketing has historically been tied to goods and services.
The aim of the report is to develop a comprehensive analysis of the value branding encompass in an international setting. For that, the report discusses branding and its purpose through examining branding strategies throughout different organisational functions, evaluating the relationship between branding, commercial drive, people and customer focused practices, and offering insights and suggestions to enhance branding strategies in an international context. The delivery of key insights and recommendations will equip international brands with the knowledge and techniques needed to utilise nuances of branding and achieve organisation growth in the global marketplace.
Definition of branding and its value to organisations:
In today’s setting, branding relates to the nuanced account that the organisation deliberately crafts which includes marketing branding alongside employer branding. Recruiting and keeping both highly qualified employees and loyal consumers is a vital goal for this coherent image. A business’s corporate identity is made public through employer marketing (Minh et al., 2019). Exceptional people who connect with the objectives and objectives of the organisation are drawn to companies that have solid brands. In contrast, commercial branding has to do with how a business depicts its products and services to others. It includes the total client experience, messaging, or appearance. Amongst the intended consumers, a powerful marketing brand encourages recognition of the brand, trust, and devotion. It acts as the main distinction in a saturated marketplace, encouraging buyers to select a particular company over another. A completely marketing-focused tactic could come under fire as being weak.
More contented, satisfied staff members constitute a hallmark of an organisation with an excellent employer brand. These employees naturally take on the role of spokespersons for the company, acting up to the business’s ideals and offering excellent client service (Kanwal and Van Hoye, 2024). Positive customer experiences result in brand loyalty and efficient referral advertising, which in turn solidifies the promotional efforts of the brand. On the reverse side, it may be damaging if there is a clash between the boss and promotional brands. The image of an organisation is susceptible to damage by angry staff members as this conveys an air of falsehood that drives out potential and skilled customers. Businesses can utilise a potent tool for attracting in talented employees, promoting customer loyalty, and achieving sustained prosperity by developing an integrated brand image that appeals to internal as well as external consumers.
Branding across different organisational strategies-marketing and HR:
Sustaining top talent is crucial in the modern fierce employment market. A company’s vision, standards, and ethos show up in the talented employees it recruits if it has a solid employer brand. Higher levels of creativity, and finally an edge over others result from employees who are invested. Human resources departments capitalise on the benefits of employer branding by highlighting the business’s distinctive advantages for workers, including work-life balance, possibilities of career promotion, and a pleasant workplace culture, in employer value propositions (EVPs) (Kargas and Tsokos, 2020). Social media sites such as LinkedIn are essential tools for displaying the business’s culture at work and sharing employee stories. Branding for employers, nevertheless is not mere advertisement. Establishing an environment that maintains the corporate image presented requires an honest dedication to staff happiness. Recruitment challenges along with substantial loss of staff might result from a company brand that is harmed by a discrepancy between benefit promises and operational realities.
Branding serves to set the products and services of a company apart from those of opponents from outside. Marketing teams work to create recognition of the company, reliability, and commitment through a unified visual style (the logo, colours, design), engaging messaging, and a concentration on the consumer’s experience (Dwivedi et al., 2021). A powerful advertising image can be established via influencer promotion, online communication, and focused advertising campaigns. On the other hand, an only external perspective may be considered weak. Trust is swiftly undermined if a business’s internal values and culture conflict with the public perception that the brand delivers to clients. The image of a business can be severely marred by improper conduct or poor customer service. Lastly, branding is not an independent marketing tactic anymore. It is an instrument of strategy that affects anything from retention of clients to hiring employees, and it penetrates many organisational operations.
Global Challenges and Drivers impacting branding-STEEPLE Analysis:
In the modern, globally connected world, branding—the art of developing a distinctive and favourable image—faces some hurdles and inspirations. Companies can develop a complete brand plan that successfully reacts to shifting situations by using the STEEPLE paradigm to analyse all of these elements.
Social:
The social networking site’s rise has democratised communication between brands. Through social networking articles, endorsements, review sites, and other pathways, consumers no longer simply receive brand messaging—they also actively shape how buyers see companies (Chaker et al., 2022). For businesses to remain trusted and trustworthy, companies must be genuine, environmentally friendly, and open to feedback from customers.
Technological:
Both advantages and drawbacks in branding arise from advances in technology. Organisations can get additional knowledge into the online behaviour, tastes, and characteristics of their clientele with the assistance of sophisticated data analytics (Ooi et al., 2023). It allows consumer’s preference-oriented personalised communications and advertising approaches that are indeed focused. Still, marketers have to ensure ethical use of statistics and be straight about how they collect information because of apprehensions regarding data privacy and safekeeping. Branding has been prejudiced by the collective use of AI and robotics. Although any consumer distresses can be mitigated by chatbots, personalised communication, thereby human interaction are still critical to building unquestioning brand connections.
Economic:
Purchaser spending habits and discernments of brands are impacted by variations in the world’s commercial situation. Affordability may take priority over loyalty to a brand among customers in downturns. Flexible advertising strategies that emphasise on worth and product topographies that meet customer supplies in stimulating economic conditions were vital. Monetary growth, on the other hand, may deliver high-end businesses with chances to set themselves apart via superior products and distinctive practices.
Environmental:
Cumulative consumer understanding of ecological problems distresses behaviour and offers doors to globally friendly businesses. Sustainable goods and services by firms that have a significant commitment to sustainability become ever more popular with customers (Rathee and Milfeld, 2024). Encouraging purchasing, ethical engineering practices, and ecological initiatives are ways of incorporating sustainability into branding. Evolving loyalty to a brand enables businesses to involve with customers who are ecologically conscious.
Political:
Trade disagreements and unpredictability in politics have an opportunity to impact promotion tactics, upset supply chains, and alteration of opinions among consumers. International brands needs to be aware of challenges related to geopolitics and modify their approaches to ensure their branding adheres to legal guidelines (Dąbrowska et al., 2022). They have to stay totally aware of the political and social landscape and refrain from paying language which can be construed to be damaging or ill-mannered.
Legal:
Commercials, information security, and the protection of goods are all subject to vigorous regulatory structures. To remain out of judicial consequences while maintaining the self-confidence of consumers, companies need to abide by all applicable rules and protocols. To protect enterprise copyrights and logos in a global economy, legal regulations are furthermore important.
Ethical:
Consumers anticipate that businesses will conduct themselves in an ethical and responsible method across their supply chain. It covers ethical substantial procurement, unbiased labour norms, and ethical promotion strategies. Customers who appreciate local accountability and honesty may be attracted to companies that put a focus on morals.
The relationship between branding, commercial drive, and people and customer-focused approaches within national and international brands:
Understanding a brand’s client-base successfully is vital to respectable branding. Organisations that put folks and consumers first get vital particulars about the needs, desires, and values of their intended demographic. Clients are more inclined to believe and be loyal to a company which trusts on honesty and a truthful desire to meet their needs. A solid brand is further supported by favourable word-of-mouth advertising that progresses on a substance of excellent consumer relations.
Commercial drive is principally fuelled by branding. Trades that have a solid reputation can charge more, bring in potential customers, and uphold current customers. A commerce’s capacity to differentiate itself from its contestants in an overfull market is made at ease by robust branding. It also results in a greater share of the market, greater income, and eventually the financial backing needed to maintain and develop the brand. But true dedication to clients’ needs to stable attempts at branding. Companies that employ solid advertising techniques to increase profits at the expense of client completion run the risk of losing customers if their goods or services fall short of their statements.
International and national brands might function differentially branding, economic drive, and people-centric approaches combined. Businesses putting a national presence may be able to capitalise on pre-existing loyal customers since they have greater brand recognition in their domestic market. Going worldwide, however, requires changing branding techniques and exhibiting awareness of other cultures. It is vital to accomplishment to comprehend the needs, inclinations, and peculiarities of local consumers. A diverse pool of knowledge and perspectives improves the storytelling of brands while offering an additional layer of customer engagement for large companies with a worldwide staff. Still, to guarantee employee happiness and successful advertising throughout multiple countries, maintaining an international staff with different expectations of culture requires careful attention to focused on individuals’ ways.
Key insights into the effectiveness and improvement of branding within an international context:
Worldwide companies are more widely recognised than local ones, depending on the researcher’s studies. As per a survey from 2023, 62% of consumers are likely to believe well-known international brands (Rathee and Milfeld, 2024). Since their products are widely recognised and seen as high-quality, powerful worldwide companies can fetch more money. Robust companies may charge a 20–25% price advantage over rivals, according to an investigation by Interbrand Chaker et al., 2022).
Brand errors can stem from misinterpreting cultural norms. Anything that is a hit advertisement in a particular country could upset a different nation. A convenience foods chain’s slogan, which in the local dialect equates to “diarrhoea,” acts as an example of the significance of awareness of culture essential. There are variations throughout worldwide markets. Local variations are noteworthy when thinking about client requirements, tastes, and media usage trends.
The recommendations are:
(i) It is crucial to devote money to comprehensive market studies for target foreign markets. Tailored marketing strategies are rendered possible by a knowledge of the regional society, consumer behaviour, and market dynamics.
(ii) Finding the ideal balance between localised adaption with international personality is important. While regional elements like language acquisition, pictures, and messages connect with local consumers, an effective global identity serves as the core.
(iii) Cultivating a multiracial, multinational employee-base enhances brand identity and encourages cultural awareness. Professionals representing multiple departments can offer helpful perspectives and make sure the brand word is understood by customers in the fields they specialise in.
Conclusion:
The report concludes that a business can unleash an explosive force for long-term achievement by establishing a unified reputation that attracts to both internal and external audiences. The STEEPLE analysis reveals that Businesses may build powerful and lasting brands that interact with customers, build faith, and lead to sustained profitability in an evolving and dynamic environment by understanding these components while developing an extensive brand plan. This strategy approach blends focused on individuals methods, commercial drive, and client emphasis. Creating strong, lasting identities that resonate with customers, encourage repeat business, and lead to sustained profitability is possible for companies that are capable of handling that connection.
References:
Chaker, N.N., Nowlin, E.L., Pivonka, M.T., Itani, O.S. and Agnihotri, R. (2022). Inside sales social media use and its strategic implications for salesperson-customer digital engagement and performance. Industrial Marketing Management, 100, pp.127-144.
Dąbrowska, J., Almpanopoulou, A., Brem, A., Chesbrough, H., Cucino, V., Di Minin, A., Giones, F., Hakala, H., Marullo, C., Mention, A.L. and Mortara, L. (2022). Digital transformation, for better or worse: a critical multi‐level research agenda. R&D Management, 52(5), pp.930-954.
Dwivedi, Y.K., Ismagilova, E., Hughes, D.L., Carlson, J., Filieri, R., Jacobson, J., Jain, V., Karjaluoto, H., Kefi, H., Krishen, A.S. and Kumar, V. (2021). Setting the future of digital and social media marketing research: Perspectives and research propositions. International journal of information management, 59, p.102168.
Kanwal, H. and Van Hoye, G. (2024). Beyond employer brand content: The role of employer brand process attributes in understanding employees’ reactions toward their employer. Human Resource Management, 63(1), pp.67-86.
Kargas, A. and Tsokos, A. (2020). Employer branding implementation and human resource management in Greek telecommunication industry. Administrative Sciences, 10(1), p.17.
Malhotra, N.K., Nunan, D. and Birks, D.F. (2020). Marketing research. Pearson UK.
Minh, H.T.T., Dan, P.V. and TIEN, N. (2019). Branding building for Vietnam higher education industry-reality and solutions. International journal of research in marketing management and sales, 1(2), pp.118-123.
Ooi, K.B., Lee, V.H., Hew, J.J., Leong, L.Y., Tan, G.W.H. and Lim, A.F. (2023). Social media influencers: An effective marketing approach?. Journal of Business Research, 160, p.113773.
Rathee, S. and Milfeld, T. (2024). Sustainability advertising: literature review and framework for future research. International Journal of Advertising, 43(1), pp.7-35.
Reis, I., Sousa, M.J. and Dionísio, A. (2021). Employer branding as a talent management tool: A systematic literature revision. Sustainability, 13(19), p.10698.
Critical Personal Reflection:
Introduction:
The reflective report’s purpose is right to evaluate my learning journey throughout the BUS7C3 portfolio management. Reflection in academics is a crucial learning process that enables a learner to look back at a certain event or instances and evaluate to identify strengths and weaknesses. In addition to that, a reflective report is necessary to gather knowledge to improve the areas that need development. The reflection encompasses my evaluation of key branding concepts, my contributions to the group project and how the developed knowledge and skills will help in real-time business settings (Adeani et al., 2020). The BUS7C3 portfolio assessment is about how international brands maintain branding and what benefits they have because of that. The key objectives were defining branding and its significance, branding strategies’ necessity in different organisational functions such as HR and marketing, analysis of relationship between branding, commercial drive, people and customer-focused practices, and further identify global challenges and drivers impacting branding-STEEPLE analysis. Such elaborate analysis enabled learners to develop proper understanding of the strategic role of branding in brand identity and reputation.
Reflection is critical for theoretical and professional knowledge. Learners can learn from their experiences, situations and continuously enhance their performance. My learning journey analysis will identify major findings, areas of improvement and future opportunities.
Description of the Assignment:
The group portfolio assignment had four tasks which are interrelated. Each of them were necessary to gather knowledge on how branding is practiced in international companies. The key tasks of it were defining branding and its significance, branding strategies’ necessity in different organisational functions such as HR and marketing, analysis of relationship between branding, commercial drive, people and customer-focused practices, and further identify global challenges and drivers impacting branding-STEEPLE analysis. Such elaborate analysis enabled learners to develop proper understanding of the strategic role of branding in brand identity and reputation.
We had a four-member team where each had separate tasks. As a team member no. 3 I ensured overall team-management and time schedule. I set the goals of the project, ensured everyone is at the same page by facilitating effective communication. The 1st team member had the responsibility to conduct research and data interpretation through gathering information from secondary sources. The 2nd team member dived deep into creating branding strategies and analysed real-world scenarios using theoretical concepts. Lastly, the 4th team member was responsible for visual content creation and making presentations to further translate complex ideas in engaging formats.
There was a series of steps that we took to accomplish the project. First, we began data collection or literature review to gather compelling data to enhance theoretical knowledge (Adhabi and Anozie, 2017). To assess how the strategies are implemented practically, we assessed case examples. After that, we integrated the findings and developed a proper report that addresses the key objectives.
However, it was not smooth sailing as we faced trouble in regards to conflicting schedules and evaluation of the complexity of the task. It was solved eventually through establishing clear roles and responsibilities and maintaining transparency in communication.
References:
Ahmad, A., Khan, M.N. and Haque, M.A. (2020) Employer branding aids in enhancing employee attraction and retention. Journal of Asia-Pacific Business, 21(1), pp.27-38.
Barbaros, C. (2020) Does employer branding beat headhunting? The potential of company culture to increase employer attractiveness. Journal of Entrepreneurship, Management and Innovation, 16(4), pp.87-112.
Reis, I., Sousa, M.J. and Dionísio, A. (2021). Employer branding as a talent management tool: A systematic literature revision. Sustainability, 13(19), p.10698.
Staniec, I. and Kalińska-Kula, M. (2021) Internal employer branding as a way to improve employee engagement. Problems and perspectives in management, 19(3), p.33.
Verčič, A.T. (2021) The impact of employee engagement, organisational support and employer branding on internal communication satisfaction. Public Relations Review, 47(1), p.102009.
Yousf, A. and Khurshid, S. (2024) Impact of employer branding on employee commitment: employee engagement as a mediator. Vision, 28(1), pp.35-46.
( Contributed by – Ameeta Carmels Emmanuel Diaz (S22015712)).
Learning Outcome Analysis:
The BUS7C3 portfolio assessment enables learners to gather knowledge in the form of learning outcomes of international organisations. I learned how branding can be a key strategic tool, enabling firms to have competitive advantage, have stakeholder engagement and achieve long-term success in such a dynamic market (Brodie et al., 2017). The real-life case analysis further equipped me with knowledge on how the branding strategy should be formed and managed. Further, I learnt that branding is implemented in different functions. From the analysis of HR and marketing in respect, my learning outcome was how branding is effective to retain top talents and at the same time attract loyal customers. Such a dynamic approach highlights the importance of cross cultural collaboration.
Further, we got the opportunity to analyse how branding, commercial drive, people and customer-focused practices are interrelated. We explored customer centricity, human resources and brand equity concepts that equipped us with the knowledge of how long-term success is gained through custom loyalty, effective pricing and gaining market share. The STEEPlE analysis also helped me gain understanding of how global businesses must be aware of geo-political issues and show ensure branding is as per sentiments to local people. Even this reveals that sustainability has become a major aspect that attracts customers and talents when integrated into branding (Dumitriu et al., 2019). Sophisticated data analysis also essential for personalisation which further highlights the effectiveness of branding in this ever-changing global landscape. Overall, the real-world examples and literature review to complete the task improved my analytical and critical thinking skills and communication skills.
References:
Chaker, N.N., Nowlin, E.L., Pivonka, M.T., Itani, O.S. and Agnihotri, R. (2022). Inside sales social media use and its strategic implications for salesperson-customer digital engagement and performance. Industrial Marketing Management, 100, pp.127-144.
Dąbrowska, J., Almpanopoulou, A., Brem, A., Chesbrough, H., Cucino, V., Di Minin, A., Giones, F., Hakala, H., Marullo, C., Mention, A.L. and Mortara, L. (2022). Digital transformation, for better or worse: a critical multi‐level research agenda. R&D Management, 52(5), pp.930-954.
Dwivedi, Y.K., Ismagilova, E., Hughes, D.L., Carlson, J., Filieri, R., Jacobson, J., Jain, V., Karjaluoto, H., Kefi, H., Krishen, A.S. and Kumar, V. (2021). Setting the future of digital and social media marketing research: Perspectives and research propositions. International journal of information management, 59, p.102168.
Kanwal, H. and Van Hoye, G. (2024). Beyond employer brand content: The role of employer brand process attributes in understanding employees’ reactions toward their employer. Human Resource Management, 63(1), pp.67-86.
( Contributed by -Udaykiran Chetpally (S22015713)).
Application of learning in a business context:
The BUS7C3 portfolio group assessment equipped us with real-world examples. The profound concepts and frameworks for branding enables brands to resonate with the target audience that differentiates them from competitors and ensures long-term sustainability. Having practical knowledge is essential to develop branding strategies for brands. It involves conducting market research, identifying unique brand attributes, creating compelling brand messages (Mogaji and Danbury, 2017). These are critical to ensure a company can position itself in a market which ensures it remains separate from its target audiences. Further, strong branding even ensures that a firm has a loyal customer base and motivated employee base. These are combined efforts of brand identity and strong employer brand. Delivering brand goals, businesses create an emotional connection with customers and employees to drive sustainable growth.
References:
Kargas, A. and Tsokos, A. (2020). Employer branding implementation and human resource management in Greek telecommunication industry. Administrative Sciences, 10(1), p.17.
Malhotra, N.K., Nunan, D. and Birks, D.F. (2020). Marketing research. Pearson UK.
Minh, H.T.T., Dan, P.V. and TIEN, N. (2019). Branding building for Vietnam higher education industry-reality and solutions. International journal of research in marketing management and sales, 1(2), pp.118-123.
Ooi, K.B., Lee, V.H., Hew, J.J., Leong, L.Y., Tan, G.W.H. and Lim, A.F. (2023). Social media influencers: An effective marketing approach?. Journal of Business Research, 160, p.113773.
Rathee, S. and Milfeld, T. (2024). Sustainability advertising: literature review and framework for future research. International Journal of Advertising, 43(1), pp.7-35.
Reis, I., Sousa, M.J. and Dionísio, A. (2021). Employer branding as a talent management tool: A systematic literature revision. Sustainability, 13(19), p.10698.
( Contributed by Srivardhan Sagar (S22015714)).
Personal growth and development:
The group portfolio assignment gave me a surge of motivation as I learnt an array of perspectives on branding and it will contribute to my personal growth and development. The overall methodology involving collecting to applying the relevant concepts to real-world scenarios, I gained knowledge on branding in international organisations. I understood how nuanced branding is and how it is related to marketing bad human resources. The group project helped me develop project management skills and critical learning skills (Meredith et al., 2017). I worked with the team members and ensured we all communicate properly and maintain the timeline. As the project manager I developed goals and motivated members which ensure timely completion of tasks. Although I developed such skills, I still have areas of improvement. I need to hone my research and strategic thinking skills to get more relevant data and conduct effective analysts of latest changes in branding and how they impact international businesses. I will consider honing these areas with the help of professors and peers and use library sources and online platforms to gather knowledge.
Conclusion:
To conclude it can be said that The BUS7C3 led to a transformative learning experience. It helped me gather ample knowledge on branding and international organisations and how critical it is to gain long-term sustainability. Overall, the portfolio equipped me with knowledge to help me in my future endeavors.
References:
Adhabi, E. and Anozie, C.B. (2017). Literature review for the type of interview in qualitative research. International Journal of Education, 9(3), pp.86-97.
Adeani, I.S., Febriani, R.B. and Syafryadin, S. (2020). Using GIBBS’reflective cycle in making reflections of literary analysis. Indonesian EFL Journal, 6(2), pp.139-148.
Brodie, R.J., Benson-Rea, M. and Medlin, C.J. (2017). Branding as a dynamic capability: Strategic advantage from integrating meanings with identification. Marketing Theory, 17(2), pp.183-199.
Dumitriu, D., Militaru, G., Deselnicu, D.C., Niculescu, A. and Popescu, M.A.M. (2019). A perspective over modern SMEs: Managing brand equity, growth and sustainability through digital marketing tools and techniques. Sustainability, 11(7), p.2111.
Meredith, J.R., Shafer, S.M. and Mantel Jr, S.J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.
Mogaji, E. and Danbury, A. (2017). Making the brand appealing: advertising strategies and consumers’ attitude towards UK retail bank brands. Journal of Product & Brand Management, 26(6), pp.531-544.
