Exploring managers' perspectives of the impact of brand management strategies on employee roles within a service firm

Purpose – This study seeks to examine the impact of brand management strategies on the employee role in the deliverance of the service experience consistent with the brand from a management perspective. In doing so, furthers understanding of an area that, to date, has received little empirical attention. Design/methodology/approach – Case study approach with data gathered via in‐depth interviews with managers of a service organization. Findings – Several themes identified provided the foundation for discussion, namely, direction, involvement, employee selection, relevance, employee satisfaction, flexibility, management role, comprehension of differences, influencing role, control, foundation, internal marketing, management role, enhancers and element of control. The themes of relevance and comprehension of differences had not previously been considered in the literature and therefore explored in depth. Research limitations/implications – Limitations of a case study methodology include insufficient precision (i.e. quantifiable), objectivity and rigor. The development of a case study database and the formalisation of the interview process increased the likelihood of trustworthiness and credibility in the results. Practical implications – Emergence of new themes in relation to the implementation of brand management strategies provided a framework on which managerial implications are identified. Originality/value – In‐depth interviews conducted with managers that were not experts in the brand management field, yet were responsible for supporting brand management initiatives. The contribution of this paper is embedded in the insights afforded through research in an applied setting, providing an opportunity to identify emergent issues not previously discussed.