Indoctrinate Staff into the Brand Cult

Michael Beverland
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Michael Beverland: RMIT University

Chapter Chapter 9 in Building Brand Authenticity, 2009, pp 159-174 from Palgrave Macmillan

Abstract: Abstract Mention the name Gordon Ramsay to a group of people and you’re guaranteed to provoke an emotional response — there is no middle ground on Ramsay you either love or hate him. The major source of complaint relates to how Ramsay treats his staff — he swears, bullies, manhandles, throws things, fires/demotes them on the spot, denigrates their efforts, and demands nothing less than perfection. To those of us brought up in a politically correct environment where schools and universities focus on enhancing student’s self-esteem rather than providing honest feedback about performance, where harassment laws result in us tiptoeing around each other for fear of giving offence, and parents are encouraged to indulge children’s tantrums, Ramsay’s behaviour seems outrageous and even immoral. Except that is to his staff — Ramsay has retained 80 per cent of his staff over the past ten years.

Keywords: Corporate Social Responsibility Programme; Poor Performer; Body Shop; Employment Branding; Childhood Development Centre (search for similar items in EconPapers)
Date: 2009
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-25080-2_9

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DOI: 10.1057/9780230250802_9

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