Branding culture: the missing link between top level managers and general employees in Zimbabwe’s small to medium tourism enterprises.

Abstract

This study was based on understanding brand culture practices in the operation of Small to Medium Enterprises in the Zimbabwe tourism industry by looking at the separate influence of top level managers and lower level employees. The study applied a QUAL to QUAN sequential mixed methods approach. Qualitative research was used to establish themes for the study and a quantitative research survey instrument was used to conduct the research on established themes. The findings from in-depth interviews revealed that a brand culture in SMEs can be enhanced through promoting effective communication with the customers, the dress code of the employees, a positive media publicity, effective marketing strategies, outweighing competitor’s quality and also through using logos and symbols. A further survey of these responses informed that a brand culture is grounded upon a collaborative effort between the top level managers and general employees. This is since the top level managers have been identified with the roles of: facilitating a positive media publicity, effective marketing strategies, outweighing competitor’s quality, effective logos and symbols. The general employees are responsible for effective communication with the customers and a dress code that promotes a suitable branding culture. The study recommended the further empowerment of lower level employees through team building, training and development, and provision of brand toolkits so as to enhance general quality and organizational sustainability. Every customer desires exceptional customer service and unparalleled tourism experiences and general employees in a strong brand oriented culture are the ideal conduit for this to materialize.

Keywords

• Small to Medium Enterprises
• brand culture
• tourism destination
• strategic marketing