Internal branding in multicultural services organizations an exploratory study of Barclays Bank (Ghana)

Abstract

An insight into how the internal branding process is to be managed to create a coherent brand understanding and commitment among multicultural organisations is largely lacking. The main aim of this study was to investigate and highlight the key factors involved in successful internal branding in a multicultural services organisation. Through an exploratory study of Barclays Bank-Ghana, a brand whose financial value has appreciated following a brand driven restructuring, this study has surfaced the key factors involved in internal branding. The findings show that the transformational role of leaders, brand alignment with business strategy, attention to building a purposeful brand-centred unifying culture, enabling employee buy-in, are critical to successful internal branding. The study also found that processes and systems alignment with brand values, cross-functional approach to performance management, and strong customer orientation, were other factors that are critical to successful internal branding at Barclays Bank. Concluding with a suggested modeling of the internal branding process, the study found the generation of brandcentred distinctive competences, through empowered and motivated HR as the goal of internal branding at Barclays.