nternal Marketing - Presentation Transcript

1. INTERNAL MARKETING Internal marketing is a means of involving staff at all levels in effective

marketing programmers by enabling them to understand their role within the marketing process.

Internal marketing programs consist of training and staff development,

effective internal communications and integration schemes, designed to enhance knowledge and understanding of the overall marketing orientation within the organization. 2. INTERNAL MARKETING Key concepts of internal marketing include:

IM functioning as a continual internal

'upskilling' process.

employee behavior.

Alignment of the organizations purpose with

employee attitude.

Motivation, reframing and empowerment of

Inside-out management approach.

Retaining a positive customer experience throughout the business objectives 3. DEFINITION OF INTERNAL MARKETING Internal Marketing (IM) is an ongoing process that occurs strictly within a

company or organization whereby the functional process is to aligns, motivates and empowers employees at all management levels to consistently deliver a satisfying customer experience . 4. Internal Marketing Is The Key To Achieve: Commitment to the goal of guaranteeing the best possible treatment of

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customers

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participating actively in achieving the organisation's goals Creating a potential for long-term success THE ROLE OF INTERNAL MARKETING Management Of Change: Internal marketing may be used to place, and gain

acceptance of new systems such as the introduction of information technology and new working practices, and other changes.

Building Corporate Image: I nternal marketing's role is to create awareness

and appreciation of the company's aims and strengths - as all employees are potential company ambassadors.

Strategic Internal Marketing: which aims at reducing inter-departmental and

inter-functional conflict and developing the co-operation and commitment needed to make external marketing strategies work. 6. ESSENTIALS OF SUCCESSFUL INTERNAL MARKETING PROGRAMMES The four most important areas within the organisation's internal

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environment which are essential for an internal marketing programme are: Motivation Co-ordination Information Education COMPONENTS OF INTERNAL MARKETING PROGRAMMES 1. Information gathering to assess : Employee knowledge Attitudes Behaviour. 2. Management action : Selection Training Motivation Direction. 8. Benefits of Internal Marketing Internal Marketing encourages the internal market (Employees) to perform

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better.

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organisation.

2. Internal Marketing empowers employees and gives them Accountability

and responsibility. 3. Internal Marketing creates common understanding of the business

4. Internal marketing encourages employees to offer superb service to

clients by appreciating their valuable contribution to the success of the business.

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5. Internal Marketing improves customers retention and individual employee

development. 6. Internal Marketing integrates business culture, structure, human

resources management, vision and strategy with the employees' professional and social needs.

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7. Internal marketing creates good coordination and cooperation among

departments of the business. MANAGEMENT APPROACHES TO SUCCESSFUL INTERNAL MARKETING Managers should lead by example, and set high standards of customer

relations and job effectiveness by their own good practice, not by simply dictating rules or making unreasonable demands on employees.

Internal marketing moves towards an alternative idea developing human

potential and accordingly set individual goals so that organizational goals can be achieved through the satisfaction of individual goals.

Consistency on the part of management, both in action and word, in all

dealings with internal and external customers is the foundation for marketing success. 10. Problems affecting successful implementation of Internal Marketing.

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Managerial Incompetence in interpersonal, technical and conceptual skills is

some of the stumbling blocks against successful internal marketing. 2. Poor understanding of internal Marketing concept. 3. Individual conflict and conflict between departments makes the

implementation of internal marketing difficult. 4 . Rigid organizational structure coupled by bureaucratic leadership hinder

success of internal Marketing. 5. Ignoring and not listening to subordinate staffs. 6. The Tendency of ignoring employees importance and treating them like

any other tools of the business. 7.Unnecessary protection of information against employees. 8. Resistance to change . 11. DEVELOPING INTERNAL MARKETING PROGRAMMES

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Market definition : in terms of formal and informal lines of communication

and authoritative power. Market research : Employee attitudes towards the organisation and its mission Levels of job satisfaction

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Assessing skill and knowledge needs Needs and wants of employees 12. DEVELOPING INTERNAL MARKETING PROGRAMMES

Market segmentation : To ensure most effective, accurate and appropriate

targeting of internal marketing efforts. Bases for segmentation may be determined as a result of the market research or on the basis of levels in the organisation.

Marketing action: Selection and implementation of appropriate marketing

activities to achieve optimum internal marketing success. Better internal communications, teamwork and employee empowerment are some of the aims of internal marketing. 13. DEVELOPING INTERNAL MARKETING PROGRAMMES

Marketing communication : Accurate and timely spreading of marketing

information should be undertaken, both internally and externally. This process should be targeted to encourage participation in achievement of personal and organizational goals. In-house magazines, regular team briefings and encouragement of better two-way communications.

Marketing orientation : The organisation's marketing objectives and mission

must be made clear to all employees, and clearly defined individual goals set down to enable personnel to see their own contribution to achieving the organisations objectives. 14. IMPLEMENTING THE PLAN

Implementing internal marketing programmes can be achieved through

cooperation between top management within the organisation and functional managers. It requires a flexible approach which will lead to an internal environment which is both committed to organizational goals and responsive to changing organizational needs. The changing needs of employees must also be taken into account. 15. IMPLEMENTING THE PLAN

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threats.

Marketing audit Marketing analysis in terms of its Strengths, weaknesses, opportunities and

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Objectives setting Review the organisation's objectives in the light of

internal marketing and develop internal objectives. Strategy development Designing action programmes M anagers to determine the most appropriate

courses of action and the likely costs and resources required. Assigning responsibility for their execution Monitoring and controlling the plan : staff performance evaluation and

appraisal scheme