In your current work place (or most recent), what cultural and social capitals allow you to stand out from competing ‘actors'? Conversely, what tastes/ habits demonstrate that you can comfortably conform to in its institutionalized practices and logic?

           There are some cultural and social capitals that allow a business to stand out in the competitive market. Competing actors can influence customer equity and business sales that are not desirable. Brand positioning and person branding both require different cultural and social capitals to get support in creating a competitive edge and standing out from the competing actors (Parmentier, Fischer, & Reuber, 2013). In the current workplace field, specific social capital as strong social connections and access to required resources are the key social capital that allows to stand out from competing actors. Moreover, field specific skills, education, and previous experience are the key cultural capitals to stand out from competing actors (Parmentier, Fischer, & Reuber, 2013). Taste and habits are related to the field of work and requirement of the current organization. For instance, in the fashion industry of sense of right fashion and collecting information about the market requirements for fashion clothing by reading magazines and customer feedbacks at online portal demonstrate that I can comfortably conform to in its institutionalized practices and logics (Parmentier, Fischer, & Reuber, 2013).   

Q2 - What are some reasons for adaptation in establishing points of parity and differentiation between person brands and product brands?

         While establishing points of parity and differentiation between product brands and person brands some reasons are required to be adopted and employed. At first, it should be made clear that product brands and person brands are not the same concepts. Parity can be established effectively through developing an association between both that are expected for the competitors (in a similar category of products) (Parmentier, Fischer, & Reuber, 2013). While differentiation relates to the development of unique associations. In person brand conceptual analog and in product brand are fitting in points that are required to be taken into considerations. Imagery attributes such as intangible benefits and performance attribute such as functional benefits should be emphasized in the positioning of personal brand and product brand  (Parmentier, Fischer, & Reuber, 2013). 

Article: 2

Brand self-connections and brand prominence as drivers of employee brand attachment

Q1. As an employer, do you think it’s beneficial for employees to develop brand attachment and why?

As an employer, I support the idea to develop brand attachment in the market to gain maximum customer equity and power in the competitive market. But from the perceptive of employees, it is a little bit different. Employee’s attachment with the brand is a new way to get an attachment with the organization. Research studies have proved that employees engage with the workplace and satisfaction both result in the decrease of employees turnover ratio  (Gill-Simmen, MacInnis, Eisingerich, & Park, 2018). Thus in nutshell employees attachment with the brand benefit an organization in managing the workforce and human resources within an organization. Somehow, other than organization brand attachment also benefit employees but most of the time through an indirect way. For instance, brand attachment develops job engagement and interest in the assigned work responsibilities as a result of this employees show competitive performance in the organization. High performance outcomes benefit them in the form of incentives and rewards. Showing better work performance also increases the chances of promotion. Moreover, employees engaged with the brand and projecting high performance outcomes also get a better and positive reputation in the workplace. Employees also get flexible work schedules and training or development sessions that are the direct benefits earned by the increase in their attachment and engagement with the brand  (Gill-Simmen, MacInnis, Eisingerich, & Park, 2018). A research article was written on this topic claim that brand provides benefits to these employees by enabling them to feel more powerful at the workplace and experientially gratified.  

Q2. Why do employees have more attachment towards the brand than the organization?

            Employee attachment to the brand is directly linked with an increase in the organizational benefits and organizational equity. Increase in the employee’s attachment with the brand makes turnover rate low, better performance outcomes, and better positioning in the market  (Gill-Simmen, MacInnis, Eisingerich, & Park, 2018). Moreover, employees attached with the brand also communicate in the market as brand ambassadors that working as a promotion or marketing activity for the organization. Somehow, research claim that employees usually have more attachment towards the brand than the organization. One major reason is that employees usually have a strong connection between themselves and brands  (Gill-Simmen, MacInnis, Eisingerich, & Park, 2018). The employee who is paid on the behalf of the brand as for "live the brand" concept get attached to the brand and think that benefits and advantages given to them are because of the brand. Moreover, employees are mostly recruited and training to create value in brand operations. Therefore, they perceive that the benefits given to them are because of the brand. They represent the brand in the market and often communicate about it as a team or supportive of the brand. Therefore, their interaction and connection between brands always remain strong. In short, continuous interaction and the link between benefits, work responsibilities and brand result in the increase of brand attachment  (Gill-Simmen, MacInnis, Eisingerich, & Park, 2018).

References of Positioning person brands in established organizational fields