When product brands and corporate brands begin to be truly recognized, valued, and actively built, don't forget that there is another aspect of brand building that requires equal attention: the "employer brand."
What is an employer brand? Currently, it is a fresh concept in China. Simply put, an employer brand is the company's positioning in the human capital market. It includes two parts: the external brand of the company’s human resources and the internal brand of the company’s human resources. The external brand refers to the brand image of the company's human resources among potential employees, while the internal brand refers to the brand image of the company's human resources among current employees.
An employer brand differs in meaning from a product brand or a corporate brand. On the surface, product brands and corporate brands directly target consumers. They represent quality products, excellent services, and quality assurance, as well as the value recognition consumers derive from the brand. They also signify that the company can achieve higher profits. The goal of building product and corporate brands is to better promote the company's products for profitability. In contrast, an employer brand directly targets employees or potential employees, with the aim of attracting and retaining talent.
Despite this, an employer brand can achieve commercial objectives just like product and corporate brands. Through a great working environment, competitive salaries, and other enticing benefits, it attracts and retains talent. Internally, it maximizes the value employees provide to the company, ultimately helping the company maximize its commercial benefits. Conversely, this positive cycle effect externally attracts more quality employees for the company, generating even greater commercial benefits. After all, businesses are built on human capital, and talent is the foundation for constructing and maintaining product and corporate brands.
Starbucks’ statement, "We take care of our employees, and they take care of our customers," illustrates this principle. Starbucks firmly believes that only by taking good care of their employees will satisfied customers bring good returns to the business.
Another implication of brand management is "differentiating oneself from competitors." This applies to product brands, corporate brands, and employer brands alike. Competition between companies is also competition for talent. As Carnegie once said, "Take away my employees and leave my factory, and soon the factory will be overgrown with weeds. Take away my factory and leave my employees, and soon we'll have a better factory."
It is clear that an employer brand, like a product brand or a corporate brand, is an essential component of the company's branding efforts, each playing a significant role in the company's development.
Encouragingly, some Chinese enterprises with a global perspective and long-term growth strategies have already begun to focus on this. They deeply understand that excellent employment relationships undoubtedly mean greater commercial returns — an undeniable economic rule that must be followed.
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