Over the past decade, various scholars have defined employee engagement as a two-way relationship between the employer and the employee based on an employee's intellectual commitment to the organization ( Baumruk et al, 2006; While carrying out their role, employees express themselves physically, cognitively and emotionally (Kahn, 1990), are psychologically present (Saks, 2005) and have a positive, fulfilling, work-related state of mind, characterized by vigor (energy and involvement ), dedication (enthusiasm, pride in working for the organization, inspiration and challenges) and absorption (focus) (Schaufeli et al, 2002; Baker et al, 2008). increasingly popular within the research fields of marketing, business, psychology and public relations because of the purported benefit that employee engagement brings to the employee, customers and the company. Various scholars have listed these benefits, all of which can be broken down between the organizational and employee levels. At an organizational level, employee engagement is said to contribute to customer loyalty, profitability, employee turnover (Hayes, T. 2002), stakeholder return, growth (Sask, A. 2005; Heskett et al, 2002) , outperforming competitors, quality of employee performance (Seijts & Crim, 2006), reputation, increased sales (Kings & Grace, 2004) and customer satisfaction (Heskett et al, 2002). At the employee level, employee engagement should increase employee satisfaction, which then leads to pride in service, an emotional connection between the employee and the organization, and positive word of mouth. This positive state of mind could lead to employees being willing to go beyond… the middle of paper… and word of mouth, which ultimately ends up with the ultimate goal: financial benefits. However, to achieve these positive results in terms of brand value, the first chain, the EBBE, should be sustainable for the consecutive chains (consumer and financial capital) to be profitable, i.e. the employees should have the knowledge and means ( EBBE) to achieve customer expectations (CBBE) to achieve organizational profits (FBE). Figure 2 illustrates that internal brand management begins with generating information for - and disseminating knowledge to - employees so that they are able to realize the desired brand perception for customers (employees: role clarity, customers : brand commitment). This environment can only be created by treating employees as human beings (H-factor), i.e. with respect and dignity, through open and two-way communication (openness).