Abstract:

Each year 40,000 women die during pregnancy and childbirth, and over 250,000 babies die in their first month of life in Nigeria. Save the Children International worked to improve the lives and health status of an estimated 435,000 mothers and their babies in Lagos and Jigawa over a period of three years through its Quality of Care (QoC) project in Nigeria. This integrated project drew on existing partnerships with national, state and global experts to strengthen essential training, improve the clinic environment including supervision and monitoring, develop and disseminate communication messages for behaviour change as well as advocate for implementation of transformative policies. A combination of document review, qualitative and quantitative data collection approaches were adopted. These data were then triangulated to respond to the objectives of the evaluation. The findings show that the project has changed the way healthcare is provided in target facilities in Jigawa and Lagos as a result of their participation on the project.

References:

[1] Adedokun, S. T., & Uthman, O. A. (2019). Women who have not utilized health Service for Delivery in Nigeria: who are they and where do they live? BMC pregnancy and childbirth, 19(1), 93.

[2] Aluko, M. E. (2004). Our Superlative Country called Nigeria. Retrieved from https://dawodu.com/aluko84.htm

[3] Findley, S. E., Cometto, G., & Afenyadu, G. Y. (2013). Awareness of critical danger signs of pregnancy and delivery, preparations for delivery, and utilization of skilled birth attendants in Nigeria. Journal of health care for the poor and underserved, 24(1), 152-170.

[4] Olusegun, O. L., Ibe, R. T., & Micheal, I. M. (2012). Curbing maternal and child mortality: The Nigerian experience. International Journal of Nursing and Midwifery, 4(3), 33-39.

Abstract:

This study examines how employees are supported to acquire requisite knowledge and skills and build brand supportive behaviors for corporate success. The study was conducted in a manufacturing setup of a multinational organization in Ghana. Being an exploratory study, a qualitative approach was adopted, and primary data was collected from twenty respondents via face-to-face semi-structured interviews. Purposive sampling was employed as it enabled diversity to be explored and targeted personnel to be contacted and interviewed. Manual coding was used in analyzing data collected. The study findings identified various mechanisms that an organization can employ to help employees build brand supportive behaviors, and to get employees empowered to deliver on the brand promise. The findings revealed that internal branding initiatives such as employees perceived knowledge and capability building activities, internal communication, leadership support, and the work environment, acted as critical mechanisms that contributed to employees’ empowerment and display of brand supportive behaviors. The study further notes that effective management and implementation of internal branding activities contributes greatly to employees’ empowerment, employees’ internalization of corporate values, and consequently employees’ delivery on the brand promise. The study results confirm the significance of internal branding initiatives to employees’ development and organizational growth and recommends that internal branding initiatives be promoted for sustained success. The research approach adopted however limits generalizability of the findings to other organizations. This study contributes to the scanty empirical literature on internal branding in Africa, and more importantly to the limited literature on internal branding in Ghana.

References:

[1]. Aaker, D. A. 1991, Managing Brand Equity (The Free Press. New York London Toronto Sydney).

[2]. Ashraf, H., Khalid, M., Maqsood, S., Kashif, M., Ahmad, Z., and Akber, I. 2011, Internal Branding in Telecommunication Sector of Pakistan: Employee’s Perspective. Asian Journal of Business Management, 3 (3),161-165.

[3]. Asha, C. S. and Jyothi, P. 2013, Internal Branding: A Determining Element of Organizational Citizenship Behaviour. The Journal Contemporary Management Research, 7(1), 37 – 57.

[4]. Ashforth, b. E., and Mael, F. 1989, Social Identity Theory and The Organization. Academy of Management Review, 14(10),20-39.

[5]. Aurand, T. W., Gorchels, L., and Bishop, T. R. 2005, Human Resource Management’s Role in Internal Branding: An Opportunity for Cross Functional Brand Message Synergy. The Journal of Product and Brand Management, 14 (2 /3), 163-169.

[6]. Backhaus, K. 2016, Employer Branding Revisited. Organization Management Journal, 13(4), 193-201.

[7]. Balmer, J. M. T. and Gray, E. R. 2003, Corporate Brands: What Are They? What of Them? European Journal of Marketing, 37(7-8), 972-997.

[8]. Barney, J. B. 1991, Firm Resources and Sustained Competitive Advantage. Journal of Management, 17,99-120.

[9]. Begley, T. M. and Boyd, D. P 2000, Articulating Corporate Values through Human Resource Policies. Business Horizons, 8-12.

[10]. Bergstrom, A., Blumenthal, D., and Crothers, S., 2002. Why Internal Branding Matters: The Case of Saab. Corporate Reputation Review, 5(2/3), 133-142.

[11]. Bowden, P. 2000, Delivering organizational excellence by employee values management. Total Quality Management, 11 (4-6), 636 -640.

[12]. Bryman, A. and Bell, E. 2011, Business Research Methods, (Third Edition, Oxford University Press Inc, New York).

[13]. Burmann C. and Zeplin S. 2005, Building brand commitment: A behavioral approach to internal brand management. Journal of Brand Management, 12 (4), 279–300.

[14]. Chong, M. 2007, The Role of Internal Communication and Training in Infusing Corporate Values and Delivering Brand Promise: Singapore Airlines Experience. Corporate Reputation Review, 110 (3), 201-212.

[15]. De Chernatony, L. and Cottam, S. 2006, Internal brand factors driving successful financial services brands. European Journal of Marketing, 40 (5/6), 611 – 633.

[16]. De Chernatony L. and Dall’Olmo Riley 1998, Defining A Brand: Beyond the Literature with Experts Interpretation. Journal of Marketing Management.14 (5), 417-443.

[17]. Foster C., Punjaisri, K., and Cheng, R. 2010, Exploring the relationship between corporate, internal and employer branding. Journal of Product and Brand Management, 19 (6), 401 – 409.

[18]. Harris F. and De Chernatony, L. 2001, Corporate Branding and Corporate Brand performance. European Journal of Marketing, 35 (3/4), 441-456.

[19]. Hulberg, J. 2006, Integrating Corporate Branding and Sociological Paradigms: A Literature Study. Journal of Brand Management, 14 (1/2), 60-73.

[20]. Ind, N. 2003, Inside Out: How Employees Build Value. Brand Management ,10 (6), 393-402.

[21]. Jacob, R. 2003, Turn Employees into Brand Ambassadors. ABA Bank Marketing, 35(3),22-26.

[22]. Javanmard, H. and Nia, E.N. 2011, Effect of Internal Branding on Brand Supporting Behaviors of Employees Regarding Customer Attraction in Islamic Banking. The IUP Journal of Brand Management, VIII (4),35-46.

[23]. Kapferer, J. N. 2012, The New Strategic Brand Management: Advanced Insights and Strategic Thinking (Fifth Edition).

[24]. Kaufmann, R.H., Vrontis, D., Czinkota, M., and Hadiono, A. 2012, Corporate Branding and Transformational Leadership in Turbulent Times. Journal of Product and Brand Management, 21 (3), 192-204.

[25]. King, S. 1991, Brand building in the 1990s. Journal of Marketing Management, 7 (1), 3-13.

[26]. King, C. and Grace, D. 2008, Internal Branding: Exploring the employee’s Perspective. Brand Management, 15 (5), 358-372.

[27]. King, C. and Grace, D. (2012) “Examining the Antecedents of Positive Employee Brand-Related Attitudes and Behaviors”, European Journal of Marketing, 46 (3/4), 469 – 488.

[28]. King, C., So, K.K.F., and Grace, D. 2013, The influence of service brand orientation on hotel employees’ attitude and behaviors in China. International Journal of Hospitality Management, 34,172– 180.

[29]. King, C., and So, K.K.F. 2015, Enhancing Hotel Employees’ Brand Understanding and Brand-Building Behavior in China. Journal of Hospitality and Tourism Research, 39(4),492-516.

[30]. Kor, Y., and Y. and Mahoney, J. T. 2004, Edith Penrose’s (1959) Contributions to the Resource-Based View of Strategic Management. Journal of Management Studies, 41, 183-191.

[31]. Lee, Y.K., Kim, S., and Kim, S.Y. 2014, The Impact of Internal Branding on Employee Engagement and Outcome Variables in the Hotel Industry. Asia Pacific Journal of Tourism Research, 19 (12), 1359-1380.

[32]. Lee, A., Yang, J., Mizerski, R., and Lambert, C., 2015, The Strategy of Global Branding and Brand Equity (London, New York).

[33]. LePla, F.G. 2013, The Impact of Internal Branding on Employee Motivation and Competitive Advantage. Employee Relations Today, 19-24.

[34]. MacLaverty, H., McQuillan, P., and Oddie, H. 2007, Internal Branding Best Practices Study. Canadian Marketing Association: 1-12.

[35]. Madden, T., Fehle, F., and Fournier, S. 2006, Brands Matter: An Empirical Demonstration of the Creation of Shareholder Value through Branding. Journal of the Academy of Marketing Science, 34(2), 224-235.

[36]. Maxwell, R. and Knox, S. 2009, Motivating employees to ‘live the brand’: a comparative case study of employer brand attractiveness within the firm. Journal of Marketing Management, 25 (9-10), 893-907.

[37]. Merz, M.A., He, Y., and Vargo, S. 2009, The Evolving Brand Logic: A Service Dominant Perspective. Journal of the Academy of Marketing Science 37(3), 328 -344.

[38]. Miles, S.J. and Mangold, G. 2004, A Conceptualization of the Employee Branding Process. Journal of Relationship Marketing, 3(2-3), 65-87.

[39]. Miles, S.J. and Mangold, G. 2005, Positioning Southwest Airlines through Employee Branding. Business Horizons, (48):535-545.

[40]. Mitchell, C. 2002, Selling the Brand Inside. Harvard Business Review, 80 (1), 99-105.

[41]. Murphy, J. 1988, Branding. Marketing Intelligence and Planning, 6 (4), 4-8.

[42]. Patla, S. and Pandit, D. 2012, Internal Branding in an Indian Bank: An Initial Exploration. Journal of Management (XIMB),115-124.

[43]. Punjaisri K., Wilson, A., and Evanschitzky, H. 2008, Exploring the Influences of Internal Branding on Employees' Brand Promise Delivery: Implications for Strengthening Customer–Brand Relationships. Journal of Relationship Marketing, 7 (4), 407- 424.

[44]. Punjaisri, K., Evanschitzky, H., and Wilson, A. (2009) “Internal branding to influence employees’ brand promise delivery: A case study in Thailand”, Journal of Service Management, 20: 209–226.

[45]. Punjaisri, K. and Wilson, A. 2011, Internal branding process: Key Mechanisms, Outcomes and Moderating Factors. European Journal of Marketing, 45 (9/10), 1521 – 1537.

[46]. Rooney, J.A. 1995, Branding: a trend for today and tomorrow. Journal of Product and Brand Management, 4 (4), 48 – 55.

[47]. Saunders, M., Lewis, P., and Thornhill, A. 2007, Research Methods for Business Students, (Fourth Edition, Pitman Publishing Print).

[48]. Thomson, K., De Chernatony, L., Arganbright, L., and Khan, S. 1999, The Buy-In Benchmark: How Staff Understanding and Commitment Impact Brand and Business Performance. Journal of Marketing Management, 15, 819-835.

[49]. Vargo, S.L. and Lusch, R.F. 2004, Evolving to a New Dominant Logic for Marketing. Journal of Marketing, 68(1), 1-17.

[50]. Vallaster, C. and de Chernatony, L. 2005, Internationalization of services brands: The role of brand leadership during the internal brand building process. Journal of Marketing Management, 21 (1/2), 181-203.

[51]. Wallace, E., de Chernatony, L., and Buil, I. 2013, Building bank brands: How leadership behavior influences employee commitment. Journal of Business Research, 66, 165-171.

[52]. Walker, D. and Myrick, F. 2006, Grounded Theory: An Exploration of Process and Procedure. Quantitative Health Research, 547-559.

[53]. Wallstrom, A., Karlsson, T., and Salehi-Sangari, E. 2008, Building a Corporate Brand: The Internal brand building process in Swedish service firms. Brand Management, 16, (1/2), 40-50.

[54]. Xiong, L., King, C., and Piehler, R. 2013, That’s not my job: Exploring the employee perspective in the development of brand ambassadors. International Journal of Hospitality Management, 35, 348-359.

Abstract:

The study examined the role of internal branding to understand how the practice was used as a strategic tool to empower and support employees’ building of brand supportive behaviors for corporate success. An inductive approach was adopted, and data was collected from twenty respondents via face-to-face semi-structured interviews. Purposive sampling was employed as this technique enabled the conscious engagement of targeted respondents (both senior and junior staff). The grounded theory approach was used in analyzing data collected. Study findings revealed that internal branding played both an enabler and a differentiator role. As an enabler, internal branding initiatives enhanced employees’ brand understanding, facilitated employees’ internalization of corporate values, and exhibition of brand-supportive behaviors. Additionally, the practice empowered them to act as brand ambassadors and inspired them to achieve desired goals. With regards to the differentiator role, internal branding efforts promoted the alignment of internal processes and culture with desired goals, which enhanced the identity, image, and reputation of the establishment. This suggests that internal branding practices contributes greatly to building strong brands as the practice helps provide the point of differentiation for the organization. The research approach adopted limits generalizability of the findings. It is suggested that future research consider a wider company or sector coverage and much larger sample size. The paper highlights the important role of internal branding initiatives for employees’ acquisition and display of brand supportive behaviors for sustained competitiveness and corporate success. It thus contributes to the limited empirical literature on internal branding in Africa.

References:

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[2].Aaker, D. A. 1996, Building Strong Brands (New York Free Press).

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[4].Amebge, H. 2016, Internal Branding Among SME’s and Employee’s Supporting Behaviors in Ghana. Journal Of marketing and Consumer Research, Vol. 26: 65-72.

[5].Ashforth, B. E., and Mael, F. 1989, Social Identity Theory and The Organization. The Academy of Management Review, Vol. 14(1): 20 -39.

[6].Aurand, T. W., Gorchels, L., and Bishop, T. R. 2005, Human Resource Management’s Role in Internal Branding:  An Opportunity for Cross Functional Brand Message Synergy. The Journal of Product and Brand Management, 14 (2 /3): 163-169.

[7].Barney, J. 1991, Firm Resources and Sustained Competitive Advantage. Journal of Management, Vol (1): 99-120.

[8].Bergstrom, A., Blumenthal, D., and Crothers, S., 2002, Why Internal Branding Matters: The Case of Saab. Corporate Reputation Review, Vol. 5(2/3): 133-142.

[9].Bowen, D. E.  2015, The Changing Role of Employees in Service Theory and Practice: An Interdisciplinary View. Human Resource Management Review, Vol, 26 (1):4-13.

[10].Bryman, A. and Bell, E.  2011, Business Research Methods, Third Edition, Oxford University Press Inc, New York.

[11].Brymer, R. A., Molly, J. C., and Gilbert, B. A. 2014, Human Capital Pipelines: Competitive Implications of Repeated Inter-Organizational Hiring. Journal of Management, 483-508.

[12].Burman C. and Zeplin S. 2005, Building brand commitment: A behavioral approach to internal brand management. Journal of Brand Management, Vol. 12 (4): 279–300.

[13].De Chernatony, L. 1999, Brand Management through narrowing the Gap between brand Identity and brand reputation. Journal of Marketing Management, Vo. 15 (1-3): 157-80.

[14].De Chernatony, L. 2002, Living the Corporate Brand: Brand Values and Brand Enactment. Would A Brand Smell any sweeter by a Corporate Name? Corporate Reputation Review, Vol. 5(2/3):114-132.

[15].De Chernatony, L. and Cottam, S. 2006, Internal brand factors driving successful financial services brands. European Journal of Marketing, Vol. 40 (5/6): 611 – 633.

[16].Dickson, M. 2015, People are the Essential Element for Implementing and Delivering Strategy. PMI Today: 3-5.

[17].Foster C., Punjaisri, K., and Cheng, R. 2010, Exploring the relationship between corporate, internal and employer branding. Journal of Product and Brand Management, Vol. 19 (6): 401 – 409.

[18].Grant, R. M. 1991, The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation. California Management Review, Vol. 33(3):114-135.

[19].Golant, B.D. 2012, Bringing the corporate brand to Life: The Brand Manager as Practical Author. Journal of Brand Management, Vol. 20(2):115-127.

[20].Harris, P. 2007, We the People: The Importance of Employees in The Process of Building Customer Experience. Brand Management, Vol. 15 (2): 102-114.

[21].Hatch, M.J. and Schultz, M. 2009, Of Bricks and Brands: From Corporate to Enterprise Branding. Organizational Dynamics, 38(2): 117-130.

[22].Ind, N. 2003, Inside Out: How Employees Build Value. Brand Management Vol. 10 (6): 393-402.

[23].Iyer, P., Davari., A. and Paswan, A. 2018, Determinants of Brand Performance: The Role of Internal Branding. J. Brand Management, Vol. 25: 202-216.

[24].Kapferer, J. N. 2012, The New Strategic Brand Management: Advanced Insights and Strategic Thinking. 5^Th Edition, London, Kogan Page.

[25].Kaufmann, R.H., Vrontis, D., Czinkota, M., and Hadiono, A. 2012, Corporate Branding and Transformational Leadership in Turbulent Times. Journal of Product and Brand Management, Vol. 21 (3): 192-204.

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[29].King, S. 1991, Brand Building in the 1990’s. Journal of Consumer Marketing, Vol 8(4): 43-51.

[30].King, C. and Grace, D. 2008, Internal Branding: Exploring the employee’s Perspective. Brand Management, 15 (5), 358-372.

[31].King, C. and Grace, D. 2010, Building and Measuring Employee-Based Brand Equity. European Journal of Marketing, Vol. 44: 938-971.

[32].King, C. and Grace, D. 2012, Examining the Antecedents of Positive Employee Brand-Related Attitudes and Behaviors. European Journal of Marketing, Vol. 46 (3/4): 469 – 488.

[33].King, C., and So, K.K.F. (2015) “Enhancing Hotel Employees’ Brand Understanding and Brand-Building Behavior in China”, Journal of Hospitality and Tourism Research, 39 (4):492-516.

[34].Kor Y. Y, and Mahoney J. T. 2004. Edith Penrose’s (1959) contributions to the resource-based view of the firm. Journal of Management Studies 41(1): 183–191.

[35].LePla, F.G. 2013, The Impact of Internal Branding on Employee Motivation and Competitive Advantage. Employee Relations Today: 19-24.

[36].Madden, T., Fehle, F., and Fournier, S. 2006, “Brands Matter: An Empirical Demonstration of the Creation of Shareholder Value through Branding. Journal of the Academy of Marketing Science, 34(2), 224-235.

[37].Maxwell, R. and Knox, S. 2009, Motivating Employees to Live the Brand: A Comparative Case Study of Employer Brand Attractiveness Within the Firm. Journal of Marketing Management, 25 (9-10): 893-907.

[38].Miles, S. J. and Mangold, G. 2004, A Conceptualization of the Employee Branding Process. Journal of Relationship Marketing, 3(2-3): 65-87.

[39].Miles, S.J. and Mangold, G. 2005, Positioning Southwest Airlines through Employee Branding. Business Horizons, (48):535-545.

[40].Mitchell, C.  2002, Selling the Brand Inside. Harvard Business Review, Vol. 80 (1):  99-105.

[41].Mohart, F.M., Herzog, W., and Tomczak, T. 2009, Brand-Specific Leadership: Turning Employees into Brand Champions”, Journal of Marketing, 73:122 – 142.

[42].Patla, S. and Pandit, D. 2012, Internal Branding in an Indian Bank: An Initial Exploration.  Journal of Management (XIMB):115-124.

[43].Piehler, R., King, C., Burmann, C., and Xiong, L. 2016, “The Importance of Employee Brand Understanding, Brand Identification and Brand Commitment in Realizing Brand Citizenship Behavior” European Journal of Marketing, Vol. 50 (9/10): 1575-1601.

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Abstract:

This study examined the relative effects of investing in technology and its financial impact on the company. The analysis was based on primary data collected from the auditor of Motor Manufacturers (T) LTD which included the cash flow statement and income statements for the years 2015 to 2017. The review also included secondary data from previous researches in order to support the results and findings obtained. The findings of study show that companies investing in technology would bring a positive financial impact for the company. The results indicate that the company can bring higher returns and better liquidity through new technology however needs to maintain it throughout the years in order to bring constant improvement. In order to analyze the impact of investment in technology, the financial analysis would include the ratio analysis, budgeting, benchmarking, risk management and investment appraisal. The constantly changing environment increases the need of investing in technology however the negative financial impact becomes a concern for a company’s management. This therefore causes the management in neglecting the idea of investing in technology which does not bring any positive impact that it could have brought to the company if the management would have forecasted its’ financial and investment appraisal.

References:

[1] Walsh, C. (2003) Key Management Ratios (Third Edition) Harlow, UK: Pearson Education. Arnold, G. (2005) Handbook of Corporate Finance, Harlow, UK: Pearson Education.

[2] http://www.ieng-group.com/

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[7] https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4084908/

[8] http://www.candor-holdings.com/equities/wp-content/uploads/sites/2/2016/02/types_of_financial_ratios_19mar_2012.pdf

[9] https://www.coursehero.com/file/p1qis61/27-Definition-of-Ratio-Ratios-has-been-defined-by-different-authors-in-many/

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Abstract:

Global trends like desertification, urban growth, and economic restructuring are making water increasingly scarce and water access increasingly inequitable in cities around the world. While much is being done to extend water provision systems to most communities, the roots of water scarcity are complex and difficult to resolve. Today, as communities face water scarcity challenges, research is needed to help mitigate its impact on the environment and human welfare. The aim of this research is to establish the implication of water development projects on community welfare in the Eloumden I community through determining the different waters sources, knowing the causes of water supply problems in the Elounden I community and examining the various health related hazards caused by water crisis in this community. The research performed participant-observation, direct observations, and survey interviews in an impoverished, water-scarce neighborhood in Elounden I community. The study contains a thorough discussion of the definition and operationalization of the “community water scarcity” concept, including water provision, water sources, and the environmental impact. The data indicate that water scarcity greatly affect the health situation of the population of this community. When people are first hit by severe water scarcity, the health concerns become more intense.

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[9]    Catherine Dion (1998). "Monitoring of Pollution Regulation: Do Local Conditions Matter?" Journal of Regulatory Economics; 13: 5-18.

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Abstract:

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