Internal Marketing

This two part paper discusses some of the stakeholder issues that affect Barrick Gold Corporation. It also provides a discussion on some of the internal marketing issues that the mining giant needs to be aware with a case study of its Lumwana outfit.

Purpose–Increasing turnover of frontline staff in call centres is detrimental to the delivery of quality service to customers. This paper aims to present the context for the rapid growth of the business process outsourcing (BPO) sector in India, and to address a critical issue faced by call centre organisations in this sector–the high employee turnover. Design/methodology/approach–Following a triangulation approach, two separate empirical investigations are conducted to examine various aspects of high labour turnover rates in the call centre ...

Technology has brought an immense amount of strategies, tools and approaches to marketing, all of which worked for the sake of satisfying customers and win potential clients. Internal marketing is one of those approaches which mainly look at employees as customers who will draw potential customers to organization. Current study aimed at examining the influence of internal marketing on attracting potential customers through the moderating influence of social media. Quantitative approach was adopted and (445) questionnaires were distributed on employees within Kuwait telecommunications organizations. Results of study accepted the hypothesized notion and agreed that social media moderate the relationship between internal marketing and attracting potential customers. Also, results indicated that among the chosen set of internal marketing dimensions (communication) was the most influential as it helped in increasing the level of understanding and support between management, leadership and employees which led to their ability to attract more customers launching from their own positive attitudes towards products of organization. Study recommended intensifying training courses for leaders in order to maximize their impact on team management and direct the internal marketing mechanism in a beneficial way.

Although the internal marketing concept emerged in the 1970s from service marketing, it has not been widely accepted in the business environment. One of the reasons lies in the fact that the concept and the components had not been precisely defined. The purpose of this paper is to assess the extent of the acceptance of the internal marketing philosophy in the Croatian financial sector and to identify the components of internal marketing. The conducted research highlights that the acceptance of the concept in the Croatian financial sector is mediocre. This confirms the insufficient application of the concept in practice. The study findings also suggest that internal marketing is perceived through three dimensions, e.g. development and communication to employees, rewarding and training and organization’s vision. These findings underline the issue that managers have to take into consideration when designing internal marketing programs, in order to achieve IM objectives. Furthermore, th...

The main aim of public institutions' activities is to provide goods/services which will meet effectively and efficiently the needs and desires of public. To achieve the attitude called customer oriented manner, it is necessary to motivate the employees (internal customer) in this direction and to promote them to have this attitude. In marketing this attitude overlaps with internal marketing approach. According to this approach, public institutions regard their employees as customers called internal customers. The way of meeting external needs, desires and expectations of customers is to make adoption of satisfying the internal customers' needs, wants, requirements and expectations. The philosophy called internal marketing addresses this approach. All communications, especially the behaviors of managers against employees, established between managers and employees which is one of the factors of this comprehension (physical conditions, organizational image, career possibilities, rewarding system, the way of doing work, wage and social rights) has a significant effect on internal customers' motivation and job satisfaction. In this study, within the framework of internal marketing concept, manager's behavior which is one of the factors of internal communication is evaluated to determine the effects of managers' behaviors on motivation levels of employees.

Jelen cikk célja egy, a menedzsment és marketing elmélete és gyakorlata terén viszonylag fiatal, az elméleti irodalomban Ambler és Barrow által az 1990-es években megalkotott, és először 1996-ban publikált employer brand, illetve employer branding témakörének bemutatása és feldolgozása, valamint lehetséges kutatási irányok meghatározása. A szerzők bemutatják azokat a társadalmi és gazdasági tényezőket, amelyek közvetve vagy közvetlenül hatottak a tradicionális marketing és HR-funkciók elkülönültségének megszűnésére, és szükségessé tették a marketingszemlélet begyűrűzését a HR területére is. Elemzik, hogy miként kapcsolható össze és válik elválaszthatatlanná a vállalat belső és külső környezete, valamint a cégről kialakult kép. Vizsgálódásuk középpontjába a munkáltatói márka jelenségének és a munkáltatói márkaépítés folyamatának, eszköztárának és kivitelezésének különböző megközelítéseit helyezik. Végül különböző nemzetközi és magyar kutatásokat mutatnak be és hasonlítanak össze, a k...

Purpose – The purpose of this paper is to examine the extent to which internal brand management (IBM), a subset of internal marketing, impacts on the three dimensions of job satisfaction ( JS), brand commitment (BC) and intention to stay (IS). Design/methodology/approach – A financial services company in Southern Africa was selected using convenience sampling. Exploratory factor analysis (EFA) was used to identify the dimensions of IBM, BC, JS and IS. Partial least squares path modeling was used to test the model and the hypotheses. The Mann-Whitney test was used to identify any statistically significant differences between frontline staff and management/support staff. Findings – The EFA of the components of IBM did not yield the three expected dimensions. For service staff, IBM significantly contributes to JS, BC and IS. Internal brand communication is the most important contributor to IBM. Research limitations/implications – In common with others, this research uses a limited samp...

ABSTRACT
According to Piercy and Morgan (1991) external customer satisfaction cannot be achieved without the fundamental contribution of the customer-contact employees who provide the service. The front-line employees of the restaurant interact with the majority of customers and generally handle a wide range of fast food transactions. Because of the importance of the service provided, Restaurants firms should support customer-contact employees in order to acquire communicative sale skills and make them feel comfortable and satisfied with their job.
To save time and cost, fifty (50) questionnaires were designed for the Management, Staff and Customers of Linda Dor Restaurants. Ten (10) questionnaires were administered to the management, fifteen (15) to the staff and twenty-five (25) to the customers. Purposive sampling technique with interview were used to gather data from the management, simple random sampling for staff and convenience sampling technique for customers.
The above ascertainment emerged the relevance of Internal Marketing to customer satisfaction in the fast food industry. According to the Berry and Parasuraman (1991) each business should develop Internal Marketing programmes that would focus on the employees in similar to those for its customers in order to provide high quality services to its customers continuously.
Consequently, external customer satisfaction cannot be achieved without the fundamental contribution of the employees who provide the service. Therefore managers who are concerned
with monitoring and improving external customer satisfaction, need to develop employees’ competence in order to act as “part-time” marketers and complaint handler for the organisation. The key for employees’ competence is Internal Marketing, Gummesson (1987) where head office is highly involved in strategic and planning internal marketing whereas senior and middle level managers have more tactic role.

... definition of the IM concept and relevant valid measures (Varey, 1995; Rafiq and Ahmed, 1993; Ahmed and Rafiq, 1995; Rafiq and Ahmed ... productivity (Cronin and Skinner, 1984; Ingene, 1982, 1984; Dobson, 2005; Reynolds et al., 2005) and stock turn (Dawson and Shaw, 1989 ...

تسعى المنظمات اليوم إلى الارتقاء بأدائها التسويقي من أجل تحقيق ميزة تنافسية يصعب نقلها وتقليدها أو حتى مجاراتها؛ ولأجل ذلك ركزت القيادة الإدارية للمنظمة على موردها البشري بغية صناعة ما يعرف حاليا بـ"العلامة التجارية البشرية" التي تسوّق ما تقدمه المنظمة من منتجات و/أو خدمات لأصحاب المصالح فيها بدءًا بالعملاء والزبائن؛ حتى بات من الممكن معرفة أي مورد بشري لمنظمة رائدة بمجرد رؤيته أو فحص سماته بنظرة عابرة. وبالرغم من ذلك إلا أن العديد من المنظمات لاتزال تجد صعوبة في مجاراة نظيراتها الرائدة وصناعة علامتها التجارية البشرية لعدة أسباب، من بينها التداخل المفاهيمي الذي يحيط بكل من مفهوم: التسويق البشري، التسويق التوظيفي، التسويق الداخلي.. وكذا مفهوم العلامة التجارية للمورد البشري؛ وهو ما جاءت دراستنا الحالية لأجل البحث فيه بغية تقريب البنية السليمة لمفهوم كل منها، وكذا تبيان المدخل التنظيري المناسب لها. بالإضافة إلى تقديم الخطوات المناسبة لكيفية صناعة علامة تجارية بشرية تساهم في تحقيق الميزة التنافسية المبتغاة للمنظمة من خلال عرض نموذج "شركة غوغل" العالمي.

Abstract:
Organizations today strive to improve their marketing performance to achieve a competitive advantage that is not easy to transfer, replicate or even pursue. For this reason, the organization's management has focused on its human resource to produce what is now known as the "human brand" that markets the products and / or services for stakeholders like clients and customers; to the extent that is possible now to identify any human resource of any leading organization once it is simply viewed or its characteristics are examined in a glance. In spite of this, many organizations still find it difficult to keep pace with their leading counterparts/ competitors and their human brands for several reasons, including the conceptual overlap surrounding the following concepts; of human marketing, employment marketing, internal marketing, as well as the brand concept of the human resource. The current study researches to bring together the sound structure of each concept, to indicate the appropriate theoretical input, as well as to provide appropriate steps for how to create a human brand that contributes to the desired competitive advantage of the organization by presenting the global Google model.

Participation in training and development programs is quite important to employees as being internal customers for the increase of employee mativation in services sector. In this context, this study examines the employee evalutionof training and development programs in banking sectorwith the blend of secondary and primary data which was collected through an e-mail survey applied to the employees working in the branch of a Turkish bank in Kayseri, Turkey. Statistical analyses of data indicate that employee motivation differs in terms of employee participation in any training and development programs and the working experience in the sector. The study concludes that employee participation in training and development programs is important in enhancing employee motivation in the services sector. The results are in line with the current literature.
Keywords: Internal Marketing; Training and Development Programs; Employee's Motivation.
JEL Classification: M310

Objectives of the dissertation:
1. To understand how DMOs (Destination Management Organization) internally market themselves.
2. To develop and standardize the measures to evaluate internal marketing in case of destinations.
3. To analyse and understand the relationship between internal marketing and destination performance.
4. To recommend to destination managers and planners ways and means to improve destination performance (for internal
customers).

Internal Branding progressively expand. As a result, some of the field’s traditional assumptions are being challenged, leading to the need for a paradigm shift in Internal Branding. Internal Branding has traditionally focused on how to align employees’ communications and behaviours with the intended brand identity. Many scholarly articles have used this top-down managerial approach (Merrilees, 2016), to explore the ways in which consumers’ brand experience across different touchpoints is aligned with an intended brand identity. From this perspective, internal stakeholders’ role in brand building is often seen as a means to an end: senior management define the brand identity that is supposed to be implemented and employees are expected to enact the relevant behaviours. Today, consumers and employees feel empowered (Gill-Simmen et al., 2018) and want to co-create brands (Ind et al., 2013) and their meaning (Da Silveira et al., 2013). This has given rise to the “co-creative school” of brand management (Schmidt and Redler, 2018), which has fundamentally changed the way researchers understand and research the brand management academic field. new approach to Internal Branding is needed. The search for the button that needs to be pushed in order to control the behaviour of employees can be declared over. On the contrary, managers need to find ways to support the development of a brandoriented corporate culture that can provide guidance to employees, while allowing them to also enjoy high degrees of freedom. On one side, this is about ensuring that there is a core common understanding of what the brand stands for that can inspire employee behaviour. This is why organizations should move from a rigidly predefined brand identity system to a more fluid perspective, grounded in a brand purpose and a set of guiding principles (Iglesias and Ind, 2020). On the other, this is about empowering employees to use their own judgement to decide how to behave in any specific situation. Whenever there is a common shared brand purpose and a set of guiding principles, which are lived by the brand employees and reflected in a supportive culture, a new approach to internal branding can be promoted which is grounded in trust, freedom and empowerment. This approach relies on trusting and engaging employees with the co-creation of the strategic priorities of the organization (Iglesias and Ind, 2020) and empowering them to reinterpret the brand principles and to enrich and develop the brand identity.

У науковій монографії викладено теоретичні засади, науково-методичні положення і практичні рекомендації щодо формування і впровадження концепції внутрішнього маркетингу підприємства. Досліджено передумови її становлення у взаємозв’язку і взаємозалежності із розвитком концепцій маркетингового управління підприємствами. Висвітлено еволюцію і специфіку застосування інструментарію внутрішнього маркетингу підприємства у напрямку підвищення рівня клієнт-орієнтованості бізнесу і досягнення стратегічних цілей його функціонування. Зосереджено увагу на дослідницькій та аналітичній функціях внутрішнього маркетингу підприємства. Для широкого кола науковців, викладачів, аспірантів, що досліджують питання розвитку маркетингового управління підприємствами. Для студентів вищих навчальних закладів за фаховим спрямуванням підготовки з маркетингу, а також для керівників і фахівців, які займаються питаннями побудови ефективних систем управліннян підприємствами, заснованих на маркетинговій філософії ведення бізнесу, де ключова роль належить підвищенню рівня його клієнт-орієнтації в умовах насиченого конкурентного середовища.

Internal marketing helps in achieving the goals and mission of the organization.
It is as important as external marketing. When management is in a position to motivate
and inspire its employees in the organization to retain the customers and increase
profits with the help of this internal resource then it is called internal marketing. If
equal emphasis is given to both the sides of this balance then the company works in a
smooth environment. Hence it is very important that same amount of planning,
directing, and controlling is required for internal marketing as it is required for
external marketing. While external marketing is focused on the customers of the
services and fulfils their need, internal marketing focuses on the loyalty and
development of the internal customers, employees. Internal marketing increases the
bond between an employer and his employees. All the steps towards the strengths that
can be built inside an organization on a journey to business success are a part of
internal marketing.
Internal Marketing in service sector has been an important issue since the
emergence of service sector in Indian economy. User of a service is satisfied only if the
service provider gives him/her quality service. The services industry has to win the
loyalty and trust of human resource in service industries because service providers act
as ambassador of the organization for the customers. In absence of trust and loyalty
service industries may have to give equal emphasis to external as well as internal
marketing. It has been discussed in the paper what may be the result if internal
marketing is missing from service sector in India. Some corrective measures have also
been discussed.

Successful companies attach great importance to human resource management and internal communications, because they are aware of the value of those activities and of strategic advantage they can bring to the organization. They should also realize that it is necessary to live internal marketing philosophy, if they stream to offer quality products and services to both markets: internal and external.

The front-line employees of the bank interact with the majority of customers and generally handle a wide range of banking transactions. It is common knowledge that customer satisfaction mainly depends on the process of service delivery and less on its outcome. The above ascertainments highlight the importance of the initiation of Internal Marketing and Market Orientation in a bank institution.

Human Resource Management includes conducting job analyses, planning personnel needs, recruiting the
right people for the right job at right time, orienting and training them. This study is related to the impact of the HRM practices on the employee job satisfaction. In the private sector universities, employees are not satisfied with their jobs even in the presence of the HRM practices. For this study simple random sampling is used and the limitations of our study are the private sector universities. A questionnaire has been used to collect primary data based on structured questions. Results shows that the HRM practices (Recruitment and Selection, Compensation and Pay Package, Training and Development, Rewards and Motivation) have more significant effects on employees’ job satisfaction in comparison of Working Environment. Further research may be done to achieve high level of job satisfaction.

Whilst searching for service quality improvement, organisations try to provide their customers more facilities and meet their needs faster. In order to do this smart and provident task, companies change the way they behave and communicate with their employees and try to keep them satisfied. Researchers have approved that customer’s satisfaction is derived from employee’s satisfaction. Internal marketing is a term that helps retailers to achieve their objectives in this way. Therefore this research is conducted to assess the impact of internal marketing on retail customer’s satisfaction. In order to gather the required data for this research, secondary data sources were used and the researcher used a questionnaire to analyze the statistical population’s (N. Richards Group employees and customers) viewpoints. This research is of the applicable type regarding the research’s goal, and is a survey research regarding the data collection method. In order to analyze the research’s hypotheses, two questionnaires for employees and customers were designed. After testing the questionnaires reliability and validity they were distributed among 50 of N. Richards Group Masvingo employees and 150 customers. This sample was derived from random cluster sampling method. To analyze the data obtained from the questionnaires, the SPSS software was used. The researcher made use of Product Moment Pearson Correlation, regression, descriptive statistics and frequencies to analyse the findings. After analyzing the gathered data derived from the questionnaire, all the research’s hypotheses were approved. Therefore the researcher concluded that meeting internal customers (employees) needs means meeting external customers’ needs too. The researcher thus recommended that N. Richards Group must adopt internal marketing strategies so as to enhance customer satisfaction in the retail industry.

In its simplest form, Internal Marketing is defined as viewing employees as internal customers and viewing their jobs as internal products. The main objective of this study is to investigate the effects of internal marketing dimensions on employees' organizational commitment at North and South Addis Ababa Districts of Commercial Bank of Ethiopia. To achieve the intended objectives, both primary and secondary sources were used for gathering relevant information for the study. The primary data was collected through self-administered structured questionnaire from 104 employees of the bank. The study used explanatory research design. Both quantitative and qualitative research approaches were employed to address the research questions. Exploratory factor analysis, correlation analysis and multi-regression assessment were conducted for analyzing the collected data. The study results revealed that from the three internal marketing dimensions constructed; i.e. motivation, internal communication and quality of training by the bank have a significant and positive effect on the commitment of employees to the organization.

In its simplest form, Internal Marketing is defined as viewing employees as internal customers and viewing their jobs as internal products. The main objective of this study is to investigate the effects of internal marketing dimensions on employees' organizational commitment at North and South Addis Ababa Districts of Commercial Bank of Ethiopia. To achieve the intended objectives, both primary and secondary sources were used for gathering relevant information for the study. The primary data was collected through self-administered structured questionnaire from 104 employees of the bank. The study used explanatory research design. Both quantitative and qualitative research approaches were employed to address the research questions. Exploratory factor analysis, correlation analysis and multi-regression assessment were conducted for analyzing the collected data. The study results revealed that from the three internal marketing dimensions constructed; i.e. motivation, internal communication and quality of training by the bank have a significant and positive effect on the commitment of employees to the organization.

The role of the “contact employees” became an element of differentiation. The important place granted to relational Marketing in the sector of the services does not cease evolving. This evolution brings back to us to a new orientation marketing which is Internal Marketing. A review of literature has built a model studying, on the one hand, the impact of internal marketing on attitudes and behaviors of service employees and, on the other hand, on the customer satisfaction in services companies. The results obtained show that Internal Marketing has an impact on the satisfaction of the two populations. The role of job satisfaction appears to be a mediating variable in the relationship internal marketing-customer satisfaction.

Öz Çalışmada iç müşteri tatmininin dış müşteri tatmini üzerindeki etkisinin belirlenmesi amaçlanmış, bu yüzden dünyaca ünlü kahve işletmesi zinciri Starbucks Coffee-İstanbul Bölgesi genel müdürü ile yüz yüze görüşme yapılmıştır. Görüşme sırasında önceden hazırlanmış yarı yapılandırılmış mülakat formu kullanılmıştır. Bu çalışmayla içsel pazarlama kavramına açıklık getirmeye çalışılmış ve Starbucks işletmesinin içsel pazarlama uygulamalarından bahsedilmiştir. Ayrıca çalışmada, Starbucks çalışanlarının içsel pazarlama kapsamında sosyal ve ekonomik durumları, fiziki çalışma şartları, kişisel eğitimleri ve bunun gibi çalışanı destekleyici program ve şirket içi/dışı etkinlikler hakkında bilgiler yer almaktadır. Çalışmanın sonucunda; şube sayısı sürekli artan Starbucks'ın farklı e kendilerine özgü bir içsel pazarlama yaklaşımıyla çalışanlarına ulaştığı ve çalışan memnuniyetini sağlayabildikleri görülmüştür. Abstract In this study, it is aimed to determine the effect of internal customer satisfaction on external customer satisfaction, that's why face-to-face interview was made with the world-renowned coffee chain manager, Starbucks Coffee-İstanbul district general manager. A pre-prepared semi-structured interview form was used during the interview. Through this study, it was tried to clarify the concept of internal marketing and internal marketing practices of Starbucks operation are mentioned. This study also includes information about Starbucks employees' social and economic situations within the context of internal marketing, physical working conditions, personal trainings and other supporting programs and internal and external activities. At the end of the study; with a growing number of branches, Starbucks has a distinctive and unique internal marketing approach that can reach its employees and provide employee satisfaction.

Practitioners and researchers have paid significant attention to understanding and delivering on the needs and wants of external customers.  This being the case, we know quite a lot about one perspective of the value co-creation process (i.e. external customers’ perception) but very little about other stakeholder perspectives, in particular, internal customers’ perspectives of the value co-creation process. This paper draws on the works of Edvardsson et al. (2011), Giddens (1984), Sweeney and Soutar (200), Helkkula et al. (2012), Herzberg et al. (1959) and Wolf (1970) in order to build a conceptual model of value creation developed specifically from the internal customer’s perspective.

Purpose: The purpose of this paper was to analyse the effect of internal marketing strategy on employee performance among selected public universities in Kenya. Design/Methodology: A total of 384 employees were sampled from both administrative and academic staff positions, employing stratified random sampling proportionately from the selected four Universities. The study used primary data which was largely quantitative, collected by use of structured questionnaires. Both descriptive and inferential analyses were conducted. Findings reveal a significant relationship between internal marketing strategy and employee performance among selected public universities in Kenya. Findings: Findings reveal a significant relationship between internal marketing strategy and employee performance among selected public universities in Kenya. Theoretical implications: This study adds value to theory by not only looking at financial development attributes but by empirically analyzing the extent of the effect of internal marketing on employee performance. The study validates the main theory underpinning the study that is the Resource Based View. As established in the study, employees across various public higher education institutions are the key resources thereof, tasked with the mandate to produce both competitive and marketable graduates. Originality/Value: The paper fills an important gap in academic literature by providing insights into the effect internal marketing strategy and employee performance among selected public universities in Kenya. This paper provides policy makers with evidence on the implications of internal marketing strategy and employee performance among selected public universities in Kenya. Introduction Employee performance is critical to the success of any organization and public universities are not an exception. It is therefore imperative for an organization to adopt strategies that will not only increase employee commitment but also enhance the employee's performance. If an organization is to achieve its goals, it must not only have the required resources, it must also use them effectively (Saul, 2010). Due to this realization, organizations are seeking to understand how one of the last truly competitive resources, their human resources, can be managed to perform to their best and therefore enhance employee performance and competitive advantage (Boxall et al., 2007). According to Ahmed (2009) it enhances employee performance by using a market like approach to align and motivate the employees to be committed to their organizations. It is probable that committed workforce achieves better results in their tasks and therefore delivers better services (Halil and Cem, 2010).

ABSTRACT
The aim of the study is to research the effects of factors of internal marketing on components of organizational commitment in four and five star hotels in Cappadocia (Nevsehir). The questionnaire prepared for this purpose was applied on the hotel employees. The data were analyzed through factor analysis and regression analysis. The findings of the research show that communication, rewards and cooperation-integration factors were significant predictors of affective commitment, and cooperation-integration, communication, rewards and motivation policies had a significant positive effect on normative commitment. Also, it can be said that motivation factor has a positive effect on continuance commitment. According to research findings, it is advised that managers should use internal communication methods efficiently as strategic tool to strengthen affective and normative commitment among employees