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B2B branding can be managed by deploying traditional elements of the marketing

mix, but, as we have argued, brand image may need to have a firmer base in this

context than creative advertising. If business relationships are important then training

or the lack of it will play a central role in improving the experience of customers

(Mangham, 1995; Palmer, 2005). There is some evidence that staff training is one way

to reposition a business with customers (Liu and Davies, 1995). There is stronger

evidence that training will influence the internal (employee) perceptions of a company.

Training is often used as a motivator of employees, proper training leads to job

satisfaction and well-trained employees are less likely to leave the organisation

(Loveday, 1996; Mulder, 2001) and as such it should also influence the external

reputation of the company. In the current climate whereby the notion of a job for life is

in decline, employability through training can be the new form of job security for staff

(Bagshaw, 1997). Training helps to reinforce and reshape the psychological contract

between employees and management at a time when the global competition has

brought new anxieties and reduced feelings of job security (O’Bryan and Pick, 1995;

Kippenberger, 1996; Roehling, 1997). Work on the psychological contract proposes

training as an alternative to promotion in the flatter, less hierarchical organisation

(Hallier and Butts, 1999). Training generally leads to increased employee satisfaction

and facilitates the updating of skills that will provide benefits to customers and

increase competitiveness (Hughey and Mussnag, 1997; Burden and Proctor, 2000)

while increasing the employees’ commitment to the organisation (Bushardt and

Fretwell, 1994). Conversely a lack of training leads to de-motivation in the workforce

(Bent et al., 1999). Job satisfaction is an important motivator for employee performance

and is negatively related to staff turnover (Mak and Sockel, 1999). An organisation

where career development is seen as a priority is one where a committed culture is

developed. Training indirectly provides a sense of belonging (O’Bryan and Pick, 1995).

Company commitment to the needs of employees positively influences staff

satisfaction, morale improves and there is a greater feeling of employee achievement

(Elizur, 1996). Training objectives can include enhancing the technical skills of

employees but training can also be intended more generally to reinforce a company

culture, “how we do things around here”, and training should then produce an effect on

the internal view of the corporate brand. However such an influence has never been

tested.






Stuart Roper and Gary Davies, November 2008, Business to business branding: external and internal satisfiers

and the role of training quality