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Journal of Services Marketing
Advances in the internal marketing concept: definition, synthesis and extension

Mohammed Rafiq Pervaiz K. Ahmed
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Mohammed Rafiq Pervaiz K. Ahmed, (2000),"Advances in the internal marketing concept: definition, synthesis and extension",
Journal of Services Marketing, Vol. 14 Iss 6 pp. 449 - 462
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An executive summary for
managers and executive Advances in the internal
readers can be found at the
end of this article marketing concept: definition,
synthesis and extension
Mohammed Rafiq
Lecturer in Retailing and Marketing, The Business School,
Loughborough University, Loughborough, UK
Pervaiz K. Ahmed
Unilever Lecturer in Innovation Management, University of Bradford
Management Centre, Bradford, UK
Keywords Services marketing, Internal marketing, Customer orientation, Service quality

Abstract Over 20 years ago internal marketing was first proposed as a solution to the
problem of delivering consistently high service quality. However, despite the rapidly
growing literature, very few organisations actually implement the concept in practice as
there does not, as yet, exist a single unified concept of what is meant by internal
marketing. Critically examines the internal marketing concept and delineates its scope by
tracing the major developments in the concept since its inception. The literature review
suggests three major phases in the development of the concept, namely an employee
motivation and satisfaction phase, a customer orientation phase, and a strategy
implementation/change management phase. Proposes a definition and a set of core
criteria that are essential features of an internal marketing program. Also explores the
interrelationship between the proposed criteria and suggests a framework for empirical
investigation of the IM concept in the context of services marketing. Discusses
managerial implications arising from the proposed definition and model of internal
marketing.
Introduction
More than 20 years ago internal marketing (IM) was first proposed as a
solution to the problem of delivering consistently high service quality by
Berry et al. (1976). However, despite the rapidly growing literature on IM
(see for example, Barnes, 1989; Berry, 1981; Cahill, 1996; Collins and
Payne, 1991; Flipo, 1986; George, 1977, 1990; GroÈnroos, 1981, 1985;
Richardson and Robinson, 1986; Piercy and Morgan, 1991; Piercy, 1995;
Pitt and Foreman, 1999; Sasser and Arbeit, 1976; Winter, 1985), very few
organizations actually apply the concept in practice (see for instance, Sargent
and Saadia, 1998). One of the main problems contributing to this is that there
does not exist a single unified concept of what is meant by IM.
A diverse range of activities There is a great deal of confusion in the literature as to exactly what IM is,
what it is supposed to do, how it is supposed to do it, and who is supposed to
do it. The variety of interpretations as to what IM constitutes has led to a
diverse range of activities being grouped under the umbrella of IM. This
situation has been further compounded by a confusion of IM with the
economic concept of internal markets (Baumol, 1967; Fama, 1980;
Williamson, 1964; Williamson et al., 1975). This diversity of interpretations
and definitions in turn has led to difficulties in the implementation and
widespread adoption of the concept. Most importantly, these problems create
contradictions at the conceptual level with respect to defining the precise
domain of IM, and make empirical investigations of the concept more
difficult.
The current issue and full text archive of this journal is available at
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JOURNAL OF SERVICES MARKETING, VOL. 14 NO. 6 2000, pp. 449-462, # MCB UNIVERSITY PRESS, 0887-6045 449
In order for IM to be effectively operationalized as a paradigm of
organizational change management and implementation of strategies a
clarification at the definitional level is required. What is required is a precise
specification of those activities that can be taken to constitute IM and those
that do not, since definition and classification are fundamental prerequisites
to marketing analysis (Hunt, 1976; Lovelock, 1983). The purpose of this
paper is to critically examine the IM concept and delineate its scope by
tracing the major developments in the concept to date. It proposes a
definition and a set of core criteria that are essential features of an internal
marketing program. The paper also explores the interrelationship between
the proposed criteria and suggests a framework for empirical investigation of
the IM concept in the context of services marketing. Managerial implications
arising from the proposed definition and a model of internal marketing are
also discussed.
Phases in the development and evolution of the internal marketing

concept
Three separate yet closely Despite the confusion mentioned above, a careful examination of the
intertwined strands literature over the last 20 years indicates the existence of three separate yet
closely intertwined strands of theoretical development of the IM

conceptualization, namely an employee satisfaction phase, a customer
orientation phase, and a strategy implementation/change management phase.
We discuss the evolution of these phases below.
Phase 1: Employee motivation and satisfaction

In the early developmental phase, the majority of the literature on internal
marketing focused upon the issue of employee motivation and satisfaction.
The major reason behind this was the fact that the roots of the internal
marketing concept lie in efforts to improve service quality. Not being
automatons, individuals exhibit inconsistencies in the performance of service
tasks and as a consequence cause variation in the level of delivered service
quality. The problem of ``variability'' focused organizational efforts on
getting employees to deliver consistently high quality service. The overall
effect of this was to bring to the fore the issue of employee motivation and
satisfaction. From this starting point, the importance of employee
satisfaction as an important parameter impacting upon customer satisfaction
was hypothesized.
Viewing employees as The term internal marketing appears to have been first used by Berry et al.
internal customers (1976) and later by George (1977) and Thompson et al. (1978, p. 243) and
Murray (1979). Even though the term internal marketing was not directly
used by them, the idea of internal marketing was also present in Sasser and
Arbeit's (1976) article. However, it was not until the publication of Berry's
(1981) article in which he defined internal marketing as ``viewing employees
as internal customers, viewing jobs as internal products that satisfy the needs
and wants of these internal customers while addressing the objectives of the
organization'' that the term entered popular discourse.
A key assumption underlying this view of IM is based upon the notion that
``to have satisfied customers, the firm must also have satisfied employees''
(George, 1977, p. 91). Sasser and Arbeit (1976) took this line of argument a
step further by contending that personnel is the most important market of a
service company (Sasser and Arbeit, 1976, p. 61). The deployment of
marketing techniques in the personnel area is also indicated by Sasser and
Arbeit by their depiction of jobs as products and employees as customers:
450 JOURNAL OF SERVICES MARKETING, VOL. 14 NO. 6 2000

Viewing their job offerings as products and their employees as customer forces
managers to devote the same care to their jobs as they devote to the purchasers of
their services (Sasser and Arbeit, 1976, p. 65).
Focus on employee The focus on employee satisfaction within these new approaches to
satisfaction employee management can largely be attributed to the fact that in the
marketing of services much of what customers buy is labour, or human acts
of performance. Consequently, attraction of the best personnel, their
retention and motivation becomes of critical importance (Thompson et al.
1978, p. 263; Sasser and Arbeit, 1976, p. 64). Attraction, retention and
motivation of high quality staff is especially critical in situations where the
quality of the service is the only real differentiating factor between
competitors. This situation occurs most frequently in service environments in
which customers are highly demanding of employees, coupled with
employees who in turn hold high expectations from their jobs as sources of
self-actualization and self-development. Under these conditions it was
thought that the effect of employing an IM approach would be to create more
satisfied customer-contact employees who appreciate clearly the logic and
benefit of courteous, empathetic behaviour when dealing with customers,
and hence lead to greater customer satisfaction. Infused with this logic, the
challenge of creating satisfied employees and hence customer satisfaction

received a vigorous impetus. The fundamental tool for achieving employee
satisfaction in this approach is the treatment of employees as customers. For
instance, Berry and Parasuraman (1991) state:
Internal marketing is attracting, developing, motivating and retaining qualified
employees through job-products that satisfy their needs. Internal marketing is the
philosophy of treating employees as customers . . . and it is the strategy of shaping
job-products to fit human needs (Berry and Parasuraman, 1991, p. 151).
Employees as customers Notwithstanding the appeal of the `èmployees as customers'' philosophy
that underpins much of the logic of the first phase, Rafiq and Ahmed (1993)
put forward a number of potential problems with this conceptualisation of
IM. First, unlike the external marketing situation, the ``product'' that
employees are sold may in fact be unwanted by them or even possess
negative utility. Second, unlike the external situation, employees are unlikely
to have a choice in the ``products'' that they can select. Third, because of the
contractual nature of employment, employees can, in the final analysis, be
``coerced'' into accepting ``products'' they do not want. Fourth, the financial
cost of having satisfied employees could be considerable. And lastly, the
notion of `èmployee as customer'' also raises the question as to whether the
needs of external customers have primacy over those of the employees. For
instance, Sasser and Arbeit's (1976) proposition that personnel is the most
important market of a service company accords primacy to the employee
market and demotes the external customer to a secondary level. This would
appear to invert one of the most fundamental axioms of marketing, namely
that the external customer has primacy. This brings us onto the second phase.
Phase 2: Customer orientation

Interactive marketing The second major step in the development of the IM concept was undertaken
by GroÈnroos (1981) whose starting point was the concern that because
contact employees in services become involved in what he termed
`ìnteractive marketing'' it is essential that they are responsive to customers'
needs. GroÈnroos recognized that not only do buyer-seller interactions have
an impact on purchasing and repeat purchasing decisions but also, crucially,
that buyer-seller interactions provide a marketing opportunity for the
organization. To take advantage of these opportunities requires customer-
oriented and sales-minded personnel. Hence, the object of the IM is to ``get
JOURNAL OF SERVICES MARKETING, VOL. 14 NO. 6 2000 451

motivated and customer conscious employees'' (GroÈnroos, 1981, p. 237). In
this view, it is not sufficient that employees are motivated to perform better
(as in the approach of Berry and his followers), but they must also be ``sales''
minded. Furthermore, effective service also requires effective co-ordination
between contact staff and backroom support staff. GroÈnroos also views the
IM concept as a means of integrating the different functions that are vital to
the customer relations of service companies (GroÈnroos, 1981).
GroÈnroos (1985) extended his original definition of IM as a method of
motivating personnel towards customer consciousness and sales mindedness,
to include the use of marketing-like activities in this pursuit:
. . . holding that an organization's internal market of employees can be influenced
most effectively and hence motivated to customer-consciousness, market
orientation and sales-mindedness by a marketing-like internal approach and by
applying marketing-like activities internally (GroÈnroos, 1985, p. 42).
The addition of marketing- George (1990) similarly accepts this position by asserting that IM holds that
like techniques employees are ``best motivated for service-mindedness and customer
oriented behaviour by an active marketing-like approach, where marketing-
like activities are used internally''. The addition of marketing-like techniques
internally, moves GroÈnroos' definition closer to that of Berry's (1981)

definition, in that both sets of approaches stress the need to motivate
employees, and advocate the use of ``marketing-like'' techniques to do it.
However, the critical difference between GroÈnroos' approach and that of
Berry and collaborators is that employees are not treated as customers, as is
the case in the latter conceptualization. Additionally, GroÈnroos'
conceptualization focuses attention on creating customer orientation in
employees through a process of influencing, rather than satisfying and
motivating employees per se.
Phase 3: Broadening the internal marketing concept ± strategy

implementation and change management
A vehicle for strategy The beginning of the third phase is marked by insights drawn from a number
implementation of authors who explicitly began to recognize the role of IM as a vehicle for
strategy implementation. Winter (1985) was one of the earliest to bring to
prominence the potential role of IM as a technique for managing employees
towards the achievement of organizational goals. Winter emphasizes that the
role of IM is that of:
Aligning, educating and motivating staff towards institutional objectives . . . the
process by which personnel understand and recognize not only the value of the
program but their place in it (p. 69).
This emphasis appears to have implanted the initial notions of IM as an
implementation mechanism. The development of IM as an implementation
vehicle was also aided by the growing belief that IM had potential as a cross-
functional integration mechanism within the organization. For instance,
George (1990) argues that IM is a philosophy for managing the
organization's human resources `às a holistic . . . management process to
integrate the multiple functions'' (p. 64). This view is expressed more
forcefully by Glassman and McAfee (1992) who emphasize the role of IM in
integrating marketing and personnel functions to the extent that personnel
becomes a resource for the marketing function.
In this phase the role of IM as an implementation tool/methodology is made
more explicit. Initially, this viewpoint appeared in the context of services
marketing in the works of Flipo (1986), and Tansuhaj et al. (1987). Later it
was generalized to any type of marketing strategy by Piercy and Morgan

(1989). Broadly speaking, all of these approaches appear to be based upon
the recognition that if strategies are to be implemented more effectively then
there is a need to overcome inter-functional conflict (Flipo, 1986) and a need
to achieve better internal communication. These extensions led to IM being
advocated as a general tool for the implementation of any organizational
strategy whether internal or external. In due course, IM has come to be seen
as a mechanism for reducing departmental isolation (Martin, 1992), reducing
inter-functional friction, and overcoming resistance to change (Darling and
Taylor, 1989; Rafiq and Ahmed, 1993). This has led to a widening of IM
applications to any type of organization, not merely to services. For example,
Harrell and Fors (1992) apply the concept to manufacturing firms, and
Ahmed and Rafiq (1995) propose it as a change management
implementation methodology suitable for a wide range of contexts.
The discussion of the third phase suggests that the scope of IM activity is
much wider than motivation of employees towards customer consciousness.
For instance, it can also be used to motivate non-contact employees towards
behaving in a manner that enhances the service for end-customers. Taking
these issues into account Rafiq and Ahmed (1993) defined internal marketing
as ``planned effort to overcome organizational resistance to change and to
align, motivate and integrate employees towards the effective

implementation of corporate and functional strategies''. This definition
incorporates the notion that any change in strategy is likely to require an IM
effort to overcome organizational inertia and to motivate employees towards
requisite behaviour. Furthermore, as some (including marketing) strategies
are likely to span several functional areas, this is likely to require cross-
functional integration. The above definition of IM appears capable of
handling these issues within the remit of its boundary. Moreover, this
definition also places less emphasis on the concept of employee as customer
and more on the tasks and activities that need to be undertaken for the
effective implementation of marketing and other programs to achieve
customer satisfaction, while recognizing the central role of employees.
Synthesis and definition of internal marketing

Five main elements of The review of the literature indicates that there are a number of competing
internal marketing definitions and activities all claiming to address IM. In order to check the
validity of these competing claims, what is required is a set of criteria against
which to assess each definition. From the analysis of the key conceptual and
empirical literature five main elements of internal marketing are identified.
These are:
(1) Employee motivation and satisfaction.
(2) Customer orientation and customer satisfaction.
(3) Inter-functional co-ordination and integration.
(4) Marketing-like approach to the above.
(5) Implementation of specific corporate or functional strategies.
From detailed examination of the literature it is generally safe to say that in
each of the different phases not all the elements of the criteria listed above
are present. For instance, it was highlighted in the discussion earlier that
employee motivation through employee satisfaction was the major concern
during phase one of the development of the IM concept. During phase two
customer orientation (or ``customer consciousness'' as GroÈnroos puts it) and
the use of marketing-like techniques received emphasis. In phase three the
major emphasis was on inter-functional co-ordination and implementation.

Thus far, the definitions that come closest to fully satisfying the above criteria
are those of GroÈnroos (1985) and Rafiq and Ahmed (1993). However,
GroÈnroos' (1985) definition lacks an emphasis on inter-functional co-
ordination while Rafiq and Ahmed's (1993) definition fails to emphasize the
use of a marketing-like approach. Hence, it is proposed that IM is defined
either in the GroÈnroos' sense, but suitably modified by incorporating inter-
functional co-ordination and strategic dimension, or the definition of Rafiq and
Ahmed is modified to incorporate the use of marketing techniques. Bearing in
mind the weaknesses and strengths of existing definitions, as well as the need
to generalize the conceptualization beyond the services context to a more
widely relevant area of application, the following definition is proposed:
Internal marketing is a planned effort using a marketing-like approach (4) to
overcome organizational resistance to change and to align, motivate and inter-
functionally co-ordinate and integrate (3) employees towards the effective
implementation of corporate and functional strategies (5) in order to deliver
customer satisfaction (2) through a process of creating motivated and customer
orientated employees (1). (Numbers in brackets indicate the criteria listed above.)
Customer-orientated This definition meets the five requisite components of IM set out, in that it
strategies emphasizes achieving customer satisfaction through effective

implementation of customer-orientated strategies by virtue of managing and
co-ordinating cross-functional efforts within a process of motivating and
satisfying employees. In fact, it is suggested that any proposed definition of
IM needs to satisfy the listed criteria in order to be taken seriously, since the
parameters proposed help to clearly define instances of IM.
A model of internal marketing

While the criteria listed above are useful in assessing what constitutes IM
and what does not, it is also necessary to show how they can be used in order
to implement effective IM strategies. This is important, as at present there
are no models that show how IM works.
Inter-functional Going beyond definitions, and based on the IM literature reviewed above,
co-ordination and Figure 1 shows the interrelationships between the criteria for IM and the
integration implementation of one particular organizational strategy that is at the heart of
service organizations, namely, service quality. The relationships indicated in
Figure 1 are derived directly from the IM literature. For instance, the
motivation of employees via marketing-like activities was implicit in the
phase one literature and explicitly stated in the phase two literature in the
evolutionary development of IM (Berry et al., 1976; George, 1977; Berry,
1981). GroÈnroos (1981) and others also recommend the marketing-like
approach to improve the inter-functional co-ordination and hence customer
orientation. Inter-functional co-ordination and integration are central to
phases two and three (see for instance, Flipo, 1986; Tansuhaj et al., 1987;
Piercy and Morgan, 1989). Improving customer orientation of the
organization is central to phases one and two of the development of the IM
concept. In phase three the central reason for interest in IM was the
contribution of IM to effective implementation of strategy via increased
inter-functional co-ordination and employee motivation.
At the centre of this framework is customer orientation which is achieved
through a marketing-like approach to the motivation of employees, and inter-
functional co-ordination. The centrality of customer orientation reflects its
importance in the marketing literature and its central role in achieving
customer satisfaction and hence organizational goals. In fact, according to
Narver and Slater (1990), inter-functional co-ordination is an essential facet

Figure 1. A model of internal marketing for services
of market orientation (see also Kohli and Jaworski, 1990; Jaworski and
Kohli, 1993).
The inclusion of the empowerment variable is essential for the
operationalisation of GroÈnroos' interactive marketing concept. In order for
interactive marketing to occur, front-line employees need to be empowered,
that is they require a degree of latitude over the service task performance in
order to be responsive to customer needs and be able to perform service
recovery. Berry and Parasuraman (1991) also regard empowerment as an
essential aspect of IM. However, the degree of empowerment is contingent
on the complexity/variability of customer needs and the degree of task
complexity (see Rafiq and Ahmed, 1998). Empowerment in our model
impacts on job satisfaction, customer orientation and service quality.
Job satisfaction and The empirical evidence on the relationships in the model is fairly limited and
customer orientation somewhat mixed. For instance, Hoffman and Ingram (1991) found that there
was a weak correlation between job satisfaction and customer orientation
(r = 0.28) and that role ambiguity, conflict and job satisfaction explained
only 9 per cent of customer orientation. Kelley's (1990) study of bank
employees also found a weak correlation of customer orientation with job
satisfaction (r = 0.18) and motivation (r = 0.24). However, when the effects
of role clarity and motivation were held constant, job satisfaction was found
not to be a significant predictor of customer orientation. Furthermore,
although the study found that there was no significant difference in customer
orientation among four groups of contact employees (managers, officers,
customer service representatives, and tellers), the tellers were significantly
more dissatisfied with their jobs and significantly less motivated than the
other groups of employees. What this suggests is that employees are quite
capable of separating their feelings about their jobs (job satisfaction) from
the actual performance of the job. Siguaw et al. (1994) found that customer
orientation was not related to job satisfaction (this is the inverse of the

relationship proposed in IM models (i.e. job satisfaction leads to increased
customer orientation). Herrington and Lomax (1999) in their study of
financial advisers of UK found no relationship between job satisfaction and
customer perceptions of service quality. However, they did find a weak
relationship between job satisfaction and customer intention to repurchase.
These studies seriously question the basic assumption underlying much of
IM literature that employee satisfaction is a key to having satisfied
customers. Hence, instead of regarding employee satisfaction as a major
precursor to performance, it can be regarded as one of a number of factors
such as employee motivation, customer orientation, and sales mindedness
simultaneously determining productivity and the quality of the service.
Hence, in our model the impact of job satisfaction on service quality occurs
indirectly via customer orientation rather than directly between job
satisfaction and service quality. This may partially explain the ambiguity in
the empirical research noted above.
Lack of IM models Empirical research on IM as a whole is limited mainly because of the lack of
IM models. Money and Foreman (1996) attempt to operationalise the IM
concept by developing a 15-item IM scale based on checklists suggested by
Berry and Parasuraman (1991), and Berry et al. (1991). Their IM scale had
three underlying factors which they term development (items relating to the
development of employees), reward (items relating to rewarding of
employees) and vision (items relating to goals and objectives of the
organization). Carruna and Calleya (1998) use this scale to assess its impact on
organizational commitment, an important objective behind IM efforts to have
satisfied employees. Carruna and Calleya found that in their sample of
managers from a retail bank that there was a significant but weak (R2 = 0.185)
positive relationship between IM and organizational commitment. However,
their research showed that IM had a significant effect only on the affective
dimension of organizational commitment (that is, the strength of identification
and involvement with an organization) but not continuance and normative
dimensions (see Allen and Meyer, 1990). Carruna and Calleya concluded that
the IM construct requires further development and elaboration to distinguish it
from similar HRM constructs. These conclusions are not surprising given the
underlying factors in the Money and Foreman IM scale.
Research directions
Market orientation scales The outlined model includes constructs that are already well developed in the
marketing and services literature and suggest ways of developing IM
measures. For instance, the inter-functional co-ordination, customer
orientation and marketing like approach constructs could be measured by
items adapted from market orientation scales of Kohli et al. (1993). A
number of scales are available for job satisfaction and employee motivation
(for example, Wood et al., 1986). Employee motivation, and the antecedents
of job satisfaction have been operationalised and researched using the role
conflict and ambiguity constructs by a number of researchers (e.g. Rizzo et
al., 1970; Chonko et al., 1986). At present there has been little research into
the development of a scale to measure employee empowerment. However,
Hartline and Ferrell (1996) present a usable scale which measures the degree
to which mangers encourage initiative, give employees freedom and trust
employees to exercise their judgement. For the measurement of service
quality either the SERVQUAL (Parasuraman et al., 1988) or SERVPERF
(Cronin and Taylor, 1992) scales could be utilized.
Given that valid measures of the constructs in the model already exist, it
should be possible to develop a reliable measure of IM scale. This would be

a considerable step forward in IM research. This measure can then be used to
assess the claims made for IM, for instance regarding service quality,
customer satisfaction, customer loyalty, and profitability.
Managerial implications
A number of managerial The definition of IM and the model outlined in this paper suggests a number of
implications managerial implications for motivating employees, customer orientation and
role of internal marketing in the implementation of strategies in general. First,
managers need to pay significantly more attention to the communication of
marketing (and other organizational) strategies and objectives to employees so
that they understand their role and importance in the implementation of the
strategies and achievement of marketing and organizational objectives
(GroÈnroos, 1981). Research evidence suggests that the frequency, quality and
accuracy of downward communication moderates employee role ambiguity
(Zeithaml et al., 1988) and hence increases job satisfaction. Managers need to
find appropriate communication mechanisms for their particular organizations
and the task in hand. Supportive senior management is fundamental to the
success of IM as it indicates to all employees the importance of IM initiatives
and thereby facilitates inter-functional co-ordination.
Jobs as products Second, managers can increase employee job satisfaction by treating ``jobs
as products'', that is, designing jobs with features that prospective employees
value (Berry, 1981) rather than just concentrating on task requirements of the
job. Treating jobs as products forces managers to devote the same care to
jobs as they devote to products that they sell to the external customers
(Sasser and Arbeit, 1976). This is the only way of attracting and retaining the
best staff (Berry and Parasuraman, 1991). This means that marketing
managers and human resource managers need to get more involved in job
specifications (particularly where contact with customers is involved).
Third, ensuring that employees are highly motivated, customer oriented and
sales minded, requires recruitment practices that attract and select employees
with the requisite attitudes (Berry, 1981; Berry and Parasuraman, 1991).
Changing employee attitudes and behaviours is more difficult and costly
once they have been recruited. For instance, empowerment does not suit all
employees because of the extra responsibility that it inevitably entails.
Providing employees with the right type and level of training to perform their
jobs is also very important. Research evidence indicates that role ambiguity
can also be reduced (and job satisfaction increased) by training employees
appropriately against the criteria used in their selection (Walker et al., 1975).
Appropriate training also means that employees can meet the needs of
customers more effectively.
Fourth, in services marketing in particular, the importance is noted of
explicitly managing the interactions of customer-contact employees and
customers or ``the moments of truth'' by training employees for customer
orientation and ``sales mindedness'' (GroÈnroos, 1981). Managers also need
to adopt a participative management style, and allow a degree of discretion
(contingent on the service strategy of the organization) to frontline
employees so that they can meet customers' expectations and take advantage
of interactive marketing opportunities. The challenge for managers is to find
a mechanism for controlling the behaviours of employees in these situations
without stifling the flexibility the contact-employees need to meet the needs
of customers effectively.
Fifth, in the marketing field, it is taken as axiomatic that customer
orientation needs to be inculcated all through the organization and
particularly in the case of customer-contact employees. Customer contact

employees refers not only to the personnel who deliver the product (in the
case of services) but also to what Gummesson (1987) terms ``part-time
marketers'' and those involved in relationship marketing (GroÈnroos, 1995).
The importance of customer orientation, of course, lies in the central role that
it plays in achieving customer satisfaction and hence organizational goals.
Customer orientation also has other benefits. For instance, in the services
area, Chang and Chen (1998) provide empirical evidence of the positive
impact of customer orientation on service quality in a study of stock
brokerage firms in Taiwan.
Finally, numerous authors highlight the importance of using a marketing-like
approach to the motivation of employees, and inter-functional co-ordination
(Berry, 1981; George, 1990; GroÈnroos, 1981; Sasser and Arbeit, 1976) rather
than just relying on traditional human resource strategies and instruments.
However, work in this area is limited but Ahmed and Rafiq (1995) show how
an adapted services marketing mix approach was successfully used by a
financial services company to implement a major change in marketing
strategy (see also Piercy and Morgan, 1991). Managers, therefore, need to
carefully examine which marketing techniques are appropriate and how they
are going to adapt them for their organization as not all marketing techniques
can be applied without adaptation to the internal ``market'' (Rafiq and
Ahmed, 1993).
Summary
Three distinct phases This paper has traced the development of the IM concept over the last 20 years
and shown that there is still much discussion in the literature over its definition
and scope. The paper has also highlighted the fact that the IM
conceptualization appears to have evolved through three distinct phases. From
the synthesis of the ideas in each of the three phases the paper develops a list
of criteria that underpin the concept of IM. On the basis of these criteria the
paper synthesizes a more rigorous definition of IM. The paper also proposes a
model of IM by linking the developed criteria and using constructs already
extant in the marketing literature. However, the relationships proposed in the
model need to be tested empirically and the paper provides some possible
research directions. Overall it is hoped that the clarification of the scope of IM
will allow a much more focused conceptual and empirical work on IM to be
undertaken, and also aid the process for a more rapid development and
acceptance of the concept among practitioners and academics.
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&

This summary has been Executive summary and implications for managers and
provided to allow managers executives
and executives a rapid
appreciation of the content What is internal marketing?
of this article. Those with a Internal marketing (IM) was first proposed more than 20 years ago as a way
particular interest in the of helping to deliver consistently high service quality. But there remains
topic covered may then read much confusion about exactly what IM is.
the article in toto to take
advantage of the more The employee satisfaction phase
comprehensive description Most of the initial work on IM focused on employee motivation and
of the research undertaken satisfaction. It was believed that a firm must have satisfied employees in
and its results to get the full order to have satisfied customers, because so much of what customers of
benefit of the material service companies buy is labour. The basic way of achieving employee
present satisfaction was to treat employees as customers.
An important problem with this approach was that the needs of the external
customer could be seen as secondary to those of the firm's own employees.
Moreover, the financial cost of having satisfied employees could be
considerable. Unlike external customers, employees may have no choice in
the product they are being ``sold'' and may not want it in the first place.
The customer-orientation phase

Later writers recognized that the relationship between buyer and seller not
only affects the customer's decision to buy a service or go back for more, but
also provides a marketing opportunity for the company. Employees should,
therefore, be sales-minded as well as customer-orientated. The object of IM
was therefore to get motivated and customer conscious employees, and to
achieve good co-ordination between employees dealing directly with the
customer and the company's support staff.
The strategy implementation and change management phase

Authors now explicitly began to recognize that IM could help a company to
achieve its strategy. In particular, it was believed that if strategies are to be
implemented more effectively, internal conflicts must be overcome and
internal communications improved.
IM today is seen as a way of reducing departmental isolation, reducing
internal friction and overcoming resistance to change. It is now applied to
any type of organization, not merely service companies.
Definition of IM
Rafiq and Ahmed identify the main elements of IM as:
. employee motivation and satisfaction;
. customer orientation and customer satisfaction;
. inter-functional co-ordination and integration;
. marketing-like approach to the above; and
. implementation of specific corporate or functional strategies.
Based on these, they define IM as `à planned effort using a marketing-like

approach to overcome organizational resistance to change and to align,
motivate and inter-functionally co-ordinate and integrate employees towards
the effective implementation of corporate and functional strategies in order
to deliver customer satisfaction through a process of creating motivated and
customer-orientated employees''.

Increasing job satisfaction
This definition of IM suggests that managers need to pay much more
attention to communicating marketing and other strategies to employees, so
they understand the effect that their work has on these. Good communication
helps to increase job satisfaction and inter-functional co-ordination.
Managers should try to design jobs with features that prospective employees
value, rather than simply concentrating on the task requirements of the job.
Such an approach will help to attract and retain the best employees.
Key role of training

Companies should ensure that they recruit employees who are highly
motivated, customer orientated and sales minded, because changing
employee attitudes and behaviours is more difficult and costly once they
have been recruited. Employees also need the right type and level of training
to perform their jobs. This can help to reduce ambiguity surrounding their
role and help employees to meet the needs of customers more effectively.
Flexibility and control

Managers need to allow some discretion to front-line employees so they can
meet customers' expectations and take advantage of interactive marketing

opportunities. But this must be achieved while continuing to exercise
adequate control over employees. Customer orientation needs to be present
throughout the organization.
A marketing-like approach can be used to help to motivate employees and
achieve inter-functional co-ordination. But managers must first examine
which marketing techniques are appropriate and how they should be adapted
to the internal market.
(A preÂcis of the article `Àdvances in the internal marketing concept:

definition, synthesis and extension''. Supplied by Marketing Consultants for
MCB University Press.)

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Journal of Services Marketing

Advances in the internal marketing concept: definition, synthesis and extension

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*Related content and download information correct at time of download.

Keywords Services marketing, Internal marketing, Customer orientation, Service quality

Phases in the development and evolution of the internal marketing

closely intertwined strands of theoretical development of the IM

Phase 1: Employee motivation and satisfaction

450 JOURNAL OF SERVICES MARKETING, VOL. 14 NO. 6 2000

challenge of creating satisfied employees and hence customer satisfaction

Phase 2: Customer orientation

JOURNAL OF SERVICES MARKETING, VOL. 14 NO. 6 2000 451

internally, moves GroÈnroos' definition closer to that of Berry's (1981)

Phase 3: Broadening the internal marketing concept ± strategy

452 JOURNAL OF SERVICES MARKETING, VOL. 14 NO. 6 2000

align, motivate and integrate employees towards the effective

Synthesis and definition of internal marketing

JOURNAL OF SERVICES MARKETING, VOL. 14 NO. 6 2000 453

strategies emphasizes achieving customer satisfaction through effective

A model of internal marketing

454 JOURNAL OF SERVICES MARKETING, VOL. 14 NO. 6 2000

Figure 1. A model of internal marketing for services

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456 JOURNAL OF SERVICES MARKETING, VOL. 14 NO. 6 2000

JOURNAL OF SERVICES MARKETING, VOL. 14 NO. 6 2000 457

458 JOURNAL OF SERVICES MARKETING, VOL. 14 NO. 6 2000

JOURNAL OF SERVICES MARKETING, VOL. 14 NO. 6 2000 459

460 JOURNAL OF SERVICES MARKETING, VOL. 14 NO. 6 2000

The customer-orientation phase

The strategy implementation and change management phase

Based on these, they define IM as ``a planned effort using a marketing-like

JOURNAL OF SERVICES MARKETING, VOL. 14 NO. 6 2000 461

Key role of training

Flexibility and control

meet customers' expectations and take advantage of interactive marketing

(A preÂcis of the article ``Advances in the internal marketing concept:

462 JOURNAL OF SERVICES MARKETING, VOL. 14 NO. 6 2000

107. Michael DavidsonInternal marketing 473-500. [CrossRef]

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