April 08, 2026
Internal Communication and Brand Value Perception
Carolina Pires Nogueira; Paulo Paganini
Summary prepared by the ResumeAI tool, an artificial intelligence solution developed by the Pecege Institute focused on synthesis and writing.
In postmodern society, characterized by the dizzying circulation of information and the ephemerality of interpersonal connections, organizations face the constant challenge of remaining attractive in an increasingly demanding talent market. The traditional management model, strictly based on the exchange of labor for financial remuneration, shows signs of exhaustion, giving way to a reality where organizational culture, corporate purpose, and quality of life occupy the center of professional decisions. A profound transformation is observed in worker motivation, who now seek genuine alignment between their personal values and the principles defended by the companies where they work. This scenario requires corporations to transcend financial benefit, integrating subjective aspects that directly influence productivity and the retention of human capital (Ferreira Filho; Pereira e Passos, 2013).
In this panorama of changes, internal communication consolidates itself as a vital strategy for strengthening the bond between employer and employee. It should not be understood merely as a flow of information, but as the sum of all company communication activities, functioning as the essential point of contact for the institution with its internal audiences. Corporate communication sustains organizational objectives by engaging all individuals and groups affected by management decisions, ensuring that institutional messaging is disseminated coherently (Nassar, 2006; Tavares, 2007). Internal marketing, or endomarketing, thus emerges as a strategic tool that enables innovation and informational fluidity, capable of strengthening culture, reducing turnover rates, and optimizing overall financial results (Oliveira, Passos e Ribeiro, 2019; Souza, 2022).
The effectiveness of these strategies depends on an accurate diagnosis of the organizational climate and active listening to employee needs. The implementation of endomarketing initiatives should be systematic and periodic, based on clear objectives that meet the specific demands of each sector. Among the most relevant initiatives are the creation of incentive cultures, the use of efficient communication channels, continuous training programs, and integration events aimed at strengthening interpersonal relationships and team cohesion. Internal marketing plays a crucial competitive role, as it directly contributes to the satisfaction and loyalty of professionals, consolidating the company’s image as a desirable brand (Silva e Bastos, 2021; Polli, 2015).
Within the realm of endomarketing, internal communication acts in building the perception of value that employees develop about the brand. When strategically structured, it promotes a sense of belonging and identification with the organization’s value proposition. This perception shapes behaviors and transforms the employee into a brand ambassador, someone who defends and promotes the company’s image both internally and externally. Brand identity is a symbolic representation composed of signs, words, and concepts that must be easily identified by the internal audience (Kapferer, 2003). The concept of employer branding, in turn, encompasses all forms of interaction between professionals and the organization’s image in the labor market, making the internal environment a decisive factor for corporate reputation (Nascimento, 2013).
Strategic communication is that which directly contributes to building identity and reputation, being essential for strengthening the brand as a whole (Kunsch, 2018). In the oil and gas sector, as well as in technology and pharmaceutical industries, competitiveness demands adaptable and culturally diverse organizational environments. Understanding how internal communication influences brand perception among employees is, therefore, a requirement for business sustainability and for retaining qualified talent in complex global scenarios.
For the execution of this analysis, a qualitative exploratory method was used, based on a single case study of a multinational labor recruitment and outsourcing organization. The exploratory model allows for the observation, analysis, and interpretation of human relations, broadening the understanding of complex social phenomena through interpretive techniques that seek to answer the “what”, “why”, and “how” of certain organizational dynamics (Martins, 2013; Gil, 2002). The qualitative approach enables the emergence of free information, allowing participants to describe in depth their opinions and lived experiences in the corporate daily life (Manzini, 2004).
The unit of analysis is a company headquartered in the Netherlands with operations in Rio de Janeiro, employing approximately 60 collaborators working in a hybrid regime. The organization adopts internal marketing strategies integrated with the human resources department to promote a positive culture. Data collection was carried out through semi-structured individual interviews, a method chosen for its flexibility and ability to elicit sincere responses. Ten people were selected, divided equally into two groups: five professionals in operational positions, such as assistants and analysts, and five professionals in leadership roles, including coordinators and managers. The selection considered the level of interaction of the participants with internal communication processes.
The interviews were conducted remotely, with screen recording and an average duration of 30 minutes each. The script was developed from theoretical constructs extracted from specialized literature, totaling 10 questions per participant. All involved were informed about the research objectives and signed the Free and Informed Consent Term, ensuring anonymity through numbering from 01 to 10. The operational group consisted of four women and one man, while the leadership group comprised four men and one woman, with ages ranging from 24 to 45 years, all residing in Rio de Janeiro.
Data analysis followed the rigorous thematic analysis method, structured in seven distinct stages. The first stage involved collecting raw data; the second consisted of the full transcription of the testimonies; the third stage, familiarization, required successive readings to become acquainted with the content. In the fourth stage, data was organized into a table by units of record, units of context, meaning cores, and themes. The fifth stage involved filling this table from right to left, allowing for the identification of general themes before delving into implicit meanings. The sixth stage involved the individual analysis of each participant, and the seventh stage culminated in the consolidation of data into a single matrix to identify convergences and patterns.
The analysis axes established were: organizational culture and cultural fit; clarity and accessibility of communication; recognition and belonging; brand image and identity; and value perception. This systematization allowed for a structured discussion on how internal communication shapes employee perspectives. In the operational group, composed of analysts and trainees, four participants had completed higher education. In the management group, all held a complete undergraduate degree. All interviewees had at least one year of tenure, working in sectors such as commercial, direct sales, and indirect sales, which ensured a mature perspective on internal processes.
Regarding the perception of organizational culture, the results indicate that institutional values are frequently reinforced in meetings and daily communications. Operational employees highlighted that the company strives to align employees towards a common goal, consistently conveying values during onboarding and events. However, discrepancies arose regarding the visibility of these values in daily practice. While some recognize the presence of principles in leadership decisions and behaviors, others reported difficulties in identifying these values in operational routines due to high work demands.
In the leadership group, the perception was predominantly favorable, emphasizing that communication is not a one-time event but a continuous process reinforced by official channels and the managers’ conduct. An evolution in communication was mentioned, shifting from a strictly human focus to an approach that integrates results and successes with clients, aligning with the company’s global strategy. However, managers admitted that certain values, such as entrepreneurship, are more difficult to communicate and demonstrate internally than more tangible ones. Organizational values should guide the behavior of all stakeholders, and the effectiveness of this guidance depends on leadership’s ability to act as a link between discourse and practice (Costa and Nunes, 2023; Besen, Tecchio and Fialho, 2017).
The analysis on transparency and accessibility revealed that communication is perceived as clear and easy to understand by the operational team. The use of messaging groups, structured emails, and weekly meetings ensures that information reaches everyone, including those without specific technical knowledge. Transparency is a set of strengths involving organizational literacy and the use of accessible language (Schuster, Carpenter and Kane, 1997). However, the fact that the company is multinational and uses English as its official language poses challenges. Although local channels strive to simplify the message, bottlenecks persist in the speed of disseminating news that impacts daily routines, such as holiday schedules and system updates.
Leadership pointed out that the volume of information can be a problem, generating noise during periods of significant change. The usability of digital platforms, such as the intranet and the corporate social network, was criticized for requiring excessive clicks to access relevant information from Brazil. This perception is common among Generation Y, which demands more dynamic and participatory systems (Scharf, Gomes and Huck, 2020). Effective digital communication planning is crucial to avoid dissatisfaction and ensure that the informational experience is equitable at all organizational levels (Pons, 2007).
Regarding recognition and belonging, the data show a division of opinions at the operational level. Some employees feel that recognition is not distributed equally, with an excessive focus on sales teams to the detriment of support areas. This perception of a lack of meritocracy can harm engagement. On the other hand, other participants value company anniversary celebrations, service awards, and thank-you letters as effective forms of appreciation. The motivational process must be strategically aligned with business objectives to stimulate commitment (Bekin, 2004).
Despite specific criticisms regarding recognition, the sense of belonging was a unanimous positive sentiment. Employees feel seen and aligned with the company’s mission, stating that communication fosters a positive environment. Among leadership, the use of internal competitions and quarterly newsletters to highlight team achievements was emphasized. Belonging is built when an employee is informed and involved in dialogue processes, allowing them to explore their full potential (Tavares, 2010; Oliveira, 2019). Internal communication thus acts as a symbolic integration mechanism that favors collective motivation.
Regarding the internal brand image and employer branding, employees perceive the organization as transparent and focused on valuing people. Consistency between what is communicated and what is practiced in employer branding strengthens the brand identity. Managers highlighted that companies investing in communication aligned with well-being can turn employees into ambassadors, which aids in attracting new talent. The synergy between communication and belonging is the greatest driver of corporate identity, creating the necessary closeness to understand the importance of each individual in the final outcome.
In the final section on value perception, all interviewees from the operational group stated they would recommend the company as a good place to work, citing the healthy environment and opportunities for development. Communication is seen as effective in reinforcing brand value through purpose. In the management group, brand expansion and organizational maturity were cited as factors that generate trust and credibility. Strategic communication is an ally in building healthy work environments and consolidating reputation with employees (Kunsch, 2018; Pinto, 2022).
The discussion of the results allows us to infer that internal communication plays a central role in mediating between the company’s objectives and professionals’ expectations. The clarity, accessibility, and coherence of messages directly impact how brand value is perceived. Although there are opportunities for improvement in the transparency of strategic decisions and in the equity of recognition among different departments, the foundation of communication in the studied organization is solid and promotes engagement. Investment in diversified channels and a consistent narrative is essential to maintain trust and a sense of inclusion.
It was observed that organizational culture is the pillar that sustains the perception of value. When values are lived in practice and reinforced by communication, employees develop an emotional bond with the brand. Active listening and the creation of permanent feedback spaces are practices that should be institutionalized to strengthen the employer brand. Internal communication ceases to be administrative support to become a strategic axis of people management, capable of reducing turnover and increasing organizational competitiveness through valued human capital.
It is concluded that the objective was achieved, as it was identified that internal communication exerts a decisive influence on employees’ perception of brand value, acting as a tool for engagement, recognition, and strengthening of organizational culture. The research demonstrated that clarity in communication channels and leadership proximity are determining factors for the sense of belonging, although the organization needs to advance in the equity of recognition between operational and commercial areas. The coherence between institutional discourse and daily practice proved to be the fundamental element for transforming employees into brand ambassadors, consolidating the company’s reputation in the labor market and ensuring the retention of qualified talents.
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Executive Summary from the Final Coursework of the Specialization in Marketing of the MBA USP/Esalq
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