Companies are exerting their efforts to increase the number of loyal customers, who will evolve into brand apostles in the future (Yi & Jeon, 2003; Yi & La, 2004). Inside the company, however, they have not realized the importance of employees’ perception of the brand.
A survey shows that about 30% of UK employees are brand neutral or are just not interested in their company’s brand, and a further 22% are brand saboteurs, actively working against the brand culture (Hiscock, 2002). Companies should make sure that internal customers understand the brand and communicate it well to external customers. In this sense, Hiscock (2002) suggested that companies use more idiosyncratic methods to make the brand a living reality. Particularly, for companies whose brand is based more on service than product, it is even more important to keep employees who are the brand embassy. Management should have a well-motivated team that comprehends and communicates the brand promise. Recently, corporations are finally realizing that employees are their vital assets. Successful organizations are able to interconnect their employees’ personalities into a strong brand culture that expresses their brand promise (Ellwood, 2001).