GLOBAL THEME 3: WALK-THE-TALK

Consequently, the internal respondents thus perceive themselves as being part of the target audience, enabling them to fully understand their needs and interests, which has been a key driver for their success and perceived authenticity. It is furthermore a position which the brand is striving to maintain by keeping the average age of the employees around the same age as the target audience.

Hjalte: "I spoke to our newest intern, where I asked her why she likes to be here [the SOUNDBOKS company], where she answered ‘well, I feel I can bring my full self to work’. It was the first time that she had been at a workplace where she could be herself and where she didn't have to wear a mask when she entered. So, if she has a bad day, she can say that she has a bad day.” (Interview 2; l. 195-199)

According to Hjalte, the internal culture is open and encourage the internal stakeholders to be their true self, which according to Wang (1999) is connecting the stakeholder to the brand through an existential authenticity. The brand is thus enabling the internal stakeholders to be their own true self.

Similarly, Josh shares his experience of his first week at SOUNDBOKS where he felt that the brand internally acted according to their values, which he identifies and characterise as authentic branding.

Josh: “We at SOUNDBOKS practise what we preach we have a very inclusive office. (...) The first week I was here, all of us had to sing karaoke, so we practise breaking these mental barriers, pushing ourselves and getting out of our comfort zone on a weekly basis. That is what makes a brand authentic, does they live the lifestyle that they preach?” (Interview 4; l. 166-170)

The term ‘practise what we preach’ is a similar expression as Beverland’s (2009) ‘Walk the talk’ and which is related to Guèvremont’s (2018) 'dimension’, ‘virtuousness’, referring to the brand striving to live up to the values on a regular basis. The authenticity of SOUNBOKS is thus, according to Josh, grounded in their ability to behave according to their beliefs. Josh, Hjalte and Hans thus state that openness, inclusiveness and humbleness is a fundamental dimension internally which is consistent with the emotional value of being inclusive and open, thus indicating that SOUNDBOKS is practising what they preach internally.

5.1.3.2 Organised theme 3.2: Communication

The SOUNDBOKS brand is moreover acting according to their values and lifestyle through their communication, which is characterised as being ‘open’, ‘personal’ and ‘honest’. In this regard, the internal respondents all agree that SOUNDBOKS strive to be transparent and open towards their consumers providing them with honest content, both in good and in bad times.

Kristian: “We have to be open to the consumers, and say, 'we have fucked up, that’s why there is a delay in your delivery' and we are very transparent to those who are affected by a situation we have caused. (...) It is something we try to live by to the best of our ability.” (Interview 5; l. 209-214)

As such, Kristian is arguing for SOUNDBOKS’ ability to admit blunders openly and are not trying to hide these for the consumers in order to pose as a perfect company. Instead, the brand is openly

sharing their flaws, thus being honest towards their consumers, which accords to Kierkegaard (1985) argument about embracing flaws is essential to authenticity. This is in line with the

‘transparency’ dimension presented by Guèvremont (2018), referring to a brands ability to be open and able to share imperfections which are directly linked to the perceived authenticity of a brand.

According to Hans, this approach is deeply rooted in the way SOUNDBOKS is communicating towards their consumers.

Hans: "honesty is deeply rooted in the way we are in contact with our customers. We don’t want to be arrogant" (Interview 1; l. 203-204)

René further argues that when a mistake occurs the immediate reaction is not how to cover it up, but how to express it correctly towards the community. On the other hand, René is arguing that the level of ‘honesty’ and ‘openness’ are still in development, meaning that the brand wishes to become even more transparent in their communication towards their consumers.

René: "... when we have had some situations where we have made mistakes that could affect the customer experience, then we put ourselves in a room and discuss how we can handle this problem, and the conversation is never ‘here is the most effective way we can bypass it’ but rather ‘what do we do about the relationship with our community? What do we do about our transparency and our authenticity? '. (...) But it is difficult when we get to the "walk the talk" section, especially if you make some mistakes that can cost some momentum this early in the company's lifetime" (Interview 7; l.

215-224)

Lastly, Josh relates to a scenario where SOUNDBOKS execute both the rooted ‘openness’ and

‘inclusiveness’ expressed within the internal culture as well the communication towards consumers.

Josh: “We had someone the other day, who was downstairs and came all the way from China, I think they needed a battery swap, and they came to the office and they came into the office, we gave them a new battery and then they left. Do you think that you could walk up to Apple saying ‘hey guys I’m having an issue’? NO! they are going to send you to a retail store, and go talk to a ‘genius’ – it’s amazing.” (Interview 4; l. 278-282)

Consequently, SOUNDBOKS’ communication towards their consumers are highly influenced by honest and transparent content, where the brand is not afraid to show their mistakes and flaws.

5.1.3.3 Organised theme 3.3: Employees as non-users

The third organising theme is included based on an identified pattern suggesting that the employees do not use the product themselves, even though it was previously expressed that they find themselves to be within the target audience. The majority of the internal respondents, state that they own a SOUNDBOKS, however, do not use it as often or with the same purpose as the kernel users.

Both Kristian and René, which is both employees state that they own a SOUNDBOKS but would not characterise themselves as users.

Kristian: "Yes I use it at home, and then beyond that I take out of home 2-3 times a year, I am not at all a core user of SOUNDBOKS. (...) So for me personally I probably would not have bought it in the same way as many of our users do, but it is a preference.” (Interview 5; l. 53-57)

René: “Yes I have a SOUNDBOX, but only because it is one I have got because I work here. I don't know if I would have bought one myself if I wasn't part of SOUNDBOKS. (...) I do not believe that with the brand image and expression the brand had back in the day, that it had been something for me, it was a little too young and a little too much party.” (Interview 7; l. 53-56)

Consequently, the actual behaviour and the internal stakeholders’ use situations with their own SOUNDBOKS product is indicating an incoherence with their previous statement of being part of the target audience, as they believe in using the product differently compared to the kernel users.

Moreover, René claim argues that his initial perception of SOUNDBOKS did not fit his self-identity, which held him from acquiring the product at first. In addition, within the founder-group, a similar pattern is identified, whereas the CEO of SOUNDBOKS does not even own a SOUNDBOKS himself.

Jesper: “I don't have a SOUNDBOKS myself. It is not created for an apartment I would say. If I'm going to a festival, then I would like to have a SOUNDBOX or if I'm outside. But at home I would say that my Sonos system works better.” (Interview 3; l. 55-61)

The internal respondents thus seem to live in a simulation where they are convinced to be part of the target audience, even though their behaviour does not show any coherence with their cognition.

However, internally, they have constructed this idea of being part of the target audience based on the average age of the employees who, by accepting the simulation, is authenticating the simulation so that it becomes the social reality of the internal community (Firat & Venkatesh, 1995).

On the contrary, Hjalte, whose personality and identity was earlier described as being embedded in the SOUNDBOKS brand, is a heavy user of the product, stating that it is the only speaker that he owns.

Hjalte: "Yes, and I use it. I use it as a living room speaker and as a party speaker. It's my only

speaker. It has just become part of my home. (...) And then of course when I go out for parties I have it with me.” (Interview 2; l. 46-47)

Hjalte is thus perceived to use the product similar to the target audience, thus indicating that he is a founder with similar characteristics as the target audience, which potentially increases the perceived authenticity of the SOUNDBOKS brand.

Consequently, based on the interviews with employees and founders, it is identified that the majority of the internal stakeholders cannot be characterised as kernel users of the SOUNDBOKS product, as their behaviour is not in line with the target audience.