PPB October 2018

and thus more attractive to others. Because loyal employees are more likely to become brand champions, programs that build employee trust and commitment are paramount. In general, more than half (57 percent) of the U.S. workforce is more likely to stay with a company that provides promotional products over a company that does not. Results show minimal disparity between generations; Millennial and Generation X employees both feel slightly stronger loyalty (59 percent) to companies that give them promotional products compared to 56 percent of Baby Boomer employees, who said it was not likely to impact their decision to stay. When looking at this type of loyalty by job level, 69 percent of managers, 71 percent of senior level employees and 86 percent of C-level employees said they felt stronger loyalties compared to 42 percent of entry-level employees (Figure 4) . There’s a natural attrition rate within any company. Yet, employees who depart feeling appreciated for their work, leave as perennial brand champions. As a full-time employee in the nonprofit industry promotional products outside of the workplace, organically extending the brand reach through a variety of activities that fit their lifestyle (Figure 2) . One survey respondent, a full- time employee in the technology industry, says, “I have a company thermos. I take this everywhere— dinner, shopping, work. Not only does it promote the company, but it’s a good quality container that I value.” Given the pace of change in competition OR for competition and the constant pressure to adapt, companies who fail to engage their employees with their brands will find it costly to outpace the competition. In fact, research consulting firm Gallup estimates that an actively disengaged workforce costs as much as $550 billion in lost productivity in the U.S. per year. Companies with an engaged workforce, however, outperform the disengaged more than 200 percent. Companies that use promotional products for internal branding inspire a culture of brand champions inside and outside of the workplace. Study results reveal 90 percent of employees say they are proud to represent their companies in public. However, as one would suspect, employees who are more satisfied in their jobs are more likely to portray a sense of pride and belonging to the company. Fifty-three percent of employees who said they were very dissatisfied in their current positions are proud to wear their employer’s brand outside of the workplace compared to 97 percent of those who are very satisfied in their jobs (Figure 3) . Much like external marketing, which seeks to attract new customers and retain existing ones, internal marketing strategies seek to attract potential employees, while retaining existing ones. When employees feel one with a company, it fosters a greater synergy and trust in the company that makes the brand even stronger, Figure 4: Employee Retention Rates, By Job Level Entry Level Mid-Level Management Level Senior Level C-Level 42% 46% 69% 71% 86% (at companies that give promotional products) Employee Job Level Most Likely To Stay Source: PPAI 2018 Consumer Study FEATURE | PPAI Exclusive Research 92 | OCTOBER 2018 |