2.2.3. Internal branding

2.2.2. Internal marketing

60 Selected Issues in Global Health Communications

meetings [25].

The internal audience of an institution is important, be it as the selected target audience of a given social marketing campaign, or as a sample of a pre-stage testing for external campaigns. In the first case, one can use branding strategies, as advocated by Evans and Hastings in 2008, in the book "Public Health Branding: Applying Marketing for Social Change," a book that emphasizes the benefits of using branding strategies to social marketing, confirming what had

According to Gronroos, internal marketing is "a philosophy to manage the staff and a systematic way for developing and performing a service culture," a definition that moves into the quality of the service provided by the employees [24]. Nevertheless, we can see a broader approach in newer practices, social marketing included. Thus, just as there is B2B, business-tobusiness, and B2C, or business-to-consumer, we have the B2E, or business-to-employee, the marketing effort from the institution to its employees, as explained by Kotler and Keller. One example is the Disney Institute seminars on "Disney Style," intended for their own employees, but also for employees from other organizations around the world who participate in these

Kotler and Keller also clarify that internal marketing describes the process of training and motivating employees so that they meet the customers' needs. He states that "the greatest contribution that can be given by the marketing department is to be exceptionally skilled at

"The internal marketing and internal communication (although, in practice, they are often accepted as synonyms, internal communication is in fact part of the compound internal marketing) have a decisive role not only in the identification of this demand, but also in building the sense of belonging to the organization and satisfaction of the employees' desires. Besides the tangible attributes of the relationship between the organization and the employee, you also must to know how to communicate subjective values. Before satisfying the external

Internal marketing aims to strengthen the internal relations of the organization with the mission of integrating the notions of customer and internal supplier; it intends to forge a shared view of the institution's business among the employees, including of themes such as management, goals, results, products, services and markets in which it operates, but it also seeks to "convince" employees of a given social cause, as seen in the example presented later in this chapter. The view and the concept of internal marketing, in the strategic levels of the organization, are key points that are in the core of the process. An initial diagnosis, followed by an implementation plan that takes into account the reality of the company is another key factor to ensure the desired results of the process. Among other factors that should be considered are the visual impact of instruments and the most appropriate branding strategy for internal messages in

inducing other parts of the organization to do marketing." In the words of Costa [26]:

public, the organization needs to meet its workforce."

order to guarantee their success.

been said by Keller in 1998 and consolidated in the work edited by Evans [21–23].

Brand management, or branding, "is a basic decision in an organization where it uses a name, a slogan, a design, symbols or a combination of all these to identify its products or the institution itself," according to Kerin et al. [27].

It is also important to see that the organization's brand must be related to "people," to the way they attribute meaning to this brand, and this is a two-way street: it must focus on "endorsers," that is, people who will defend the brand in different situations, and to the "employees" who must also learn to connect the brand with the company and grasp their values and meaning from it [6].

Strategic brand management starts with decisions regarding a particular brand identity that the organization wishes to have toward the market (as it wants to be seen), and then goes to the management to ensure, as far as possible, that brand image (how it is in fact perceived) in accordance with the intended identity [9].

Carvajal also brings up this matter [28]:

"All companies have the ability to radiate its own image, both outside and inside. Thus, we can think of an internal identity and external identity. The internal identity is generated into the organization and constitutes the cultural heritage (nonmonetary capital), or the corporate culture of a company, which is expressed in environmental values like order, cleanliness, good manners, goodwill at work, compliance with tasks and duties, etc. But there is a parallel external identity, i.e., the way in which ones' company is perceived by the outsider. It would be correct to conclude that the external and internal identity will depend on one another, and that the object of study of corporate image is the administration of all forms of identity."

When developing such inner identity, branding can play a very important role. Kotler and Keller define internal branding as the "activities and processes that help inform and inspire employees" [25]. As the branding per se is related to the management process of giving a brand to an idea or product, internal branding or endobranding is, for instance, the brand management of a social or motivational internal program. The brand helps in the understanding and it makes something tangible so it can be better perceived, understood and valued internally by employees of an organization.

Within the public sector, this need is also an issue. According to Dias [29]:

"Motivated mainly by the movement of deploying strategic planning, the public sector has been developing an ever-closer look at some essential practices to achieve overall better results, and, consequently, on the internal communication and internal marketing strategy."

For Evans [23], the branding of social and health behaviors has become widespread and is now a central approach in social marketing. Thus, adequate branding, in social marketing programs, can enable a great deal of success, as it is also shown in Evans et al., when they examined a drug abuse campaign, which targeted young people. The same rationale could be used for internal campaigns, within organizations [30].

Coordination of Advertising and Marketing. Since then, it has been an important tool to foster closer, more effective and efficient relationships between the Senate and different target audiences. This basically reinforces the line of action advocated by Schellong regarding the employment of CRM—Citizen Relationship Management systems—which bring technology, people and business processes together, and was conceived to be used by the public sector, as a business tool for developing closer ties between citizens and government institutions [35–38]. The Senate's profiles on the social media are divided basically into four categories: Institu-

Social Marketing and Health Communication: A Case Study at the Brazilian Federal Senate

http://dx.doi.org/10.5772/intechopen.78126

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The institutional profiles (not journalistic or hard news, but institutional in nature) are as

The information produced by the Senate has been reaching an increasingly higher number of people through social networks. In January 2016, the homepage on Facebook had 240,000

The growth in the number of people reached by the messages is also high. In the same period, Facebook posts were shared 4.6 million times, received 15.5 million likes and generated 23.6 million comments. In recent months, the Senate's profile on Facebook has been the one with the world's largest engagement records among government websites, surpassing that of NASA and the White House, according to Quintly (www.quintly.com), a social media analysis site. The Quintly ranking considers the total number of followers of the Facebook profile and the number of people interacting with the posts, which is measured by the number of shares, likes and comments. The position in the ranking changes constantly, since it depends on the

The Senate's social networks, as a whole, now have more than 3.5 million followers among Facebook, Twitter and Instagram, and are commonly referred to as benchmarks by other

In 1997, the Senate created its Special Projects SubSecretariat—nowadays called Coordination of Advertising and Marketing—which was founded with the purpose of paying particular attention to promotional and institutional activities of the Senate. This new service, part of the Secretariat of Social Communication, would dedicate time and efforts to the institutional marketing of all areas of the Senate. With the mission of planning and developing internal and external campaigns, this sector was created to organize and take over dispersed tasks as

followers. In April 2017, it reached 1.7 million, a growth of almost 600% in the period.

tional, Journalistic, Segmented and Public Service.

• Facebook: Senado Federal do Brasil

• Google Plus: Senado Federal do Brasil

• Twitter: @senadofederal

• Flickr: Você no Senado • YouTube: SenadoBR

daily activity of the pages [54].

2.5. Social marketing programs of the Brazilian Senate

public institutions [39].

follows:
