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Employees As Influencers: Measuring Employee Brand Equity in a Social Media

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Employees As Influencers: Measuring Employee Brand Equity in a Social Media Employees as influencers: measuring employee brand equity in a social media age Donna Smith, Jenna Jacobson and Janice L. Rudkowski Ted Rogers School of Management, Ryerson University, Toronto, Canada Abstract Purpose – The practice of frontline employees articulating their brand voice and posting work-related content on social media has emerged; however, employee brand equity (EBE) research has yet to be linked to employees’ social media activity. This paper aims to take a methods-based approach to better understand employees’ roles as influencers. As such, its objective is to operationalize and apply the three EBE dimensions – brand consistent behavior, brand endorsement and brand allegiance – using Instagram data. Design/methodology/approach – This qualitative research uses a case study of employee influencers at SoulCycle, a leading North American fitness company and examines 100 Instagram images and 100 captions from these influential employees to assess the three EBE dimensions. Findings – Brand consistent behavior (what employees do) was the most important EBE dimension indicating that employees’ social media activities align with their employer’s values. Brand allegiance (what employees intend to do in the future) whereby employees self-identify with their employer on social media, followed. Brand endorsement (what employees say) was the least influential of the three EBE dimensions, which may indicate a higher level of perceived authenticity from a consumer perspective. Originality/value – This research makes three contributions. First, it presents a novel measure of EBE using public Instagram data. Second, it represents a unique expansion and an evolution of King et al.’s (2012) model. Third, it considers employees’ work-related content on social media to understand employees’ role as influencers and their co-creation of EBE, which is currently an under-represented perspective in the internal branding literature. Keywords Instagram, Employee voice, Internal branding, Employee brand equity, Employee influencers, Employee social media Paper type Research paper 1. Introduction response to their work environment” (p. 142). The concept has evolved and is conceptualized as three dimensions: Marketing scholars and practitioners increasingly acknowledge 1 brand consistent behavior: behavior that is aligned with the the important role that employees play in brand value co-creation brand values of the organization; fi (Merrilees et al.,2017; Glan eld et al.,2018; Chou et al.,2018) 2 brand endorsement: positive external communication about and the internal branding process (Du Preez et al., 2017; Boukis the brand; and and Christodoulides, 2020). In the eyes of the consumer, employees can embody and personify the corporate brand. This is especially true for service-based corporate brands, where © Donna Smith, Jenna Jacobson and Janice L. Rudkowski. Published by employees interact directly with consumers and are responsible Emerald Publishing Limited. This article is published under the Creative for delivering positive and authentic brand experiences. While Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, frontline employee behavior and service delivery can be powerful distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to tools in holistic branding strategy, corporate brands have the original publication and authors. The full terms of this licence may be traditionally focused on a consumer-targeted context seen at http://creativecommons.org/licences/by/4.0/legalcode (Brexendorf and Kernstock, 2007)wherebyconsumers’ in-role (i.e. participation) and extra-role (i.e. voluntary citizenship) This paper forms part of a special section “Internal Branding: in Search of behaviors contribute to the co-creation of brand value (Yi and a New Paradigm”, guest edited by Holger J. Schmidt, Nicholas J. Ind and Gong, 2013; Chou et al.,2018). As such, a tripartite model of Oriol Iglesias. brandmanagementthatincludesconsumer-basedbrandequity, financial-based brand equity, and importantly, employee brand Funding: The research was supported by Mitacs Globalink Program, and a equity should be considered (King et al., 2012). Employee brand SSHRC Explore Grant (PI: Jenna Jacobson). fi “ ... equity (EBE) is de ned by King and Grace (2009) as [ ]the Disclosure statement: No potential conflict of interest was reported by the differential effect that brand knowledge has on an employee’s authors. Eratum: It has come to the attention of the publisher that the article “Employees as influencers: measuring employee brand equity in a social media age” published in Journal of Product & Brand Management,Vol.ahead- The current issue and full text archive of this journal is available on Emerald of-print No. ahead-of-print, included incorrect bibliographic information. Insight at: https://www.emerald.com/insight/1061-0421.htm This error was introduced in the editorial process and has now been corrected in the online version. The publisher apologises for this error. Journal of Product & Brand Management Received 30 March 2020 30/6 (2021) 834–853 Revised 6 August 2020 Emerald Publishing Limited [ISSN 1061-0421] 20 November 2020 [DOI 10.1108/JPBM-03-2020-2821] Accepted 15 December 2020 834 Employees as influencers Journal of Product & Brand Management Donna Smith, Jenna Jacobson and Janice L. Rudkowski Volume 30 · Number 6 · 2021 · 834–853 3 brand allegiance: employees’ future intention to remain their perceptions of their employer’s brand by posting work-related with their organization (King et al., 2012). content to an external audience. This research specifically addresses a gap in the internal As organizations build their brands, the role of social media in the branding literature identified through the work of Saleem customer journey and brand value co-creation is becoming and Iglesias (2016) and King (2017).Assuch,theobjective increasingly important. Brand-to-customer, customer-to- of this research is to operationalize and apply three customer, customer-to-brand, employee-to-employee, dimensions of EBE – brand consistent behavior, brand employee-to-customer, and employee-to-brand touchpoints via endorsement, and brand allegiance – in a social media social media have disrupted and blurred the traditional pre- context, using Instagram data. A methods-based approach is purchase, purchase, and post-purchase stages of the customer used to understand employees’ rolesasinfluencers and co- journey (Lemon and Verhoef, 2016), as well as the internal and creators of brand value and develop a novel measure of external branding activities and strategies. Merrilees et al. (2017) employee brand equity using public social media data. argue “[...] just as customers co-create by offering new ideas and The paper is organized as follows. The literature review suggestions to firms, so too do staff” (p. 250). Organizations examines the conceptual foundations of internal branding heavily invest in social media to showcase their brand and build (Section 2.1) and employee voice and employee influencers in relationships based on the brand (Hambrick and Kang, 2015). the context of social media (Section 2.2). EBE is outlined as the Indeed, according to an industry survey, 50% of participants in theoretical framework underpinning this research (Section 3). the USA follow their favorite brands on social media (Statista, The research method is then described, including case selection 2018). in the fitness and wellness industry, sampling strategies, and At the same time, employees are becoming increasingly justification for the newly developed measures used for each of empowered to voice their opinions on employer review sites and the three dimensions of EBE – including brand consistent post work-related content on social media such as Instagram or behavior, brand endorsement, and brand allegiance (Section 4). TikTok. This has given rise to employee influencers, which The findings are analyzed for each of the three dimensions manifests as employees influencing consumers’ perceptions, (Section 5), they are discussed (Section 6), and the paper employees influencing other employees’ perceptions of the brand, concludes with theoretical contributions, managerial employees’ co-creating value (Roncha and Radclyffe-Thomas, implications, limitations, and future research (Section 7). 2016) and employees championing the brand (Morhart et al., 2009). Internal stakeholders (i.e. employees) are influencing external stakeholders (i.e. consumers) via external communication 2. Literature review instruments (i.e. social media). Instagram has over 1 billion 2.1 Internal branding monthly active users making it a particularly compelling brand- Brands are an organization’s most valuable intangible assets building social media platform for corporate brands (Clement, (Keller and Lehmann, 2006). Today, brands are no longer 2020), who face increasing competition and pressure to innovate viewed as static and lifeless products or services; rather, they are and respond appropriately to changing consumer needs and dynamic, experiential, and multi-faceted entities co-created by a behaviors. Thus, this research is situated at the intersection of three variety of stakeholders, including consumers and employees contemporary trends: employees’ influence within the internal (Veloutsou and Guzman, 2017). By developing a strong company branding and brand value co-creation process; organizations’ use brand, and one that consistently delivers on its
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