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Introduction Strategic marketing is concerned with managing relationships to which we know to be our customers and maybe partners in an strategic

alliance but also too is t he relationship with employees and managers who without their skills the marketi ng strategy relies on. This is the internal market inside a company. A goal fo r employees to become brand ambassadors Unilever, Cadbury Schweppes have establish ed internal marketing excellence programmes to pursue this goal. Honda have a B ook of Everything which is not just a employee handbook but also contains brand philosophy spreading the Honda-ness and turning people into brand ambassadors (Cro ft 2007). Microsoft appointed a Chief Happiness Officer to focus on retentions of key Microserfs and improve morale. Internal Marketing can be traced back to early views about the synergy between t he marketing concept and the human relations concepts and have to be developed ope rationally in a variety of ways. The scope of internal marketing encompasses Service Quality Enhancement moment of truth Create part-time marketers (Gummesson) for competitive differentiation to build ma rket position. South West Airlines no frills success is based on employees positive attitudes, h gh productivity and customer orientation. Clarity structured and planned IM marketing programme. Four Scenarios Synergy happy customers and happy employees Coercion high levels of external customer satisfaction by changing employee beha viour Alienation high vulnerable to competitive attach if low staff morale and high st aff turnover Internal euphoria high levels of satisfaction in internal market. Internal Communications Programmes Teambuilding Educate employees Damage control suppress bad news, get communications right Morale Builders increase motivation, building confidence Involvement create channel to share problems/values, people recognition Change management Increase understanding of need to change Goal Setting steer in coordinated direction, focus on corporate goals. Managing and adoption of Innovations inside the organisation People in organisation are customers for our ideas and innovations Cross-functional and Cross-divisional supply of products and services Making them suppliers and customers as a way of improving focus on efficiency an d value i.e. internal suppliers and customers. Value Chain Framework for marketing implementation Structure of internal marketing program product(written plan) price (stepping o ut of comfort zone) communications (reports, presentations) distribution (meetin gs, training) Integrated Strategy and implementation Pitfalls in moving from strategies to plans have identified the following issues : 1. Strategic inertia (feeling of unwillingness) 2. Lack of Stakeholder commitment 3. Strategic Drift 4. Strategic dilution 5. Failure to understand progress 6. Initiative fatigue 7. Impatience 8. No celebrating success Internal marketing is made up of the people, the culture, the systems, the proce

dures, the structures and development inside the company, whose skills, resource s, participation, support and commitment are needed to implement marketing strat egies. Internal Marketing offers a framework for evaluating the costs of change and for managing changes that uses the same concepts and techniques as planning externa l marketing. Process Based View of Internal Marketing Focuses on integration of company efforts around customer value creating and the challenges of forming cross-functional partnerships to deliver marketing strate gy to the marketplace. To build closer ties and collaboration between marketing , human resource management, finance and accounting, sales operational functions and external partners. One of the most important roles of internal marketing c onfronts the need to achieve superior customer value through a seamlessness in s trategy delivery emphasing the need for internal marketing to build cross-functi onal partnerships across the organisation and crossing of organisational boundar ies to align external partners. Implementation and Internal Market Scenarios Four Rationale Weak Implementation Strategy management process and execution are inappropriate to drive a marketing strategy Management Driven Strategy emphasis on leadership and control by management clos est to traditional view Implementation driven strategy emphasis on exploiting capabilities of existing o rg and adapting fit. Focus fine until point of when capabilities do not provide w hat market wants. Integrated Strategy & implementation managing key process and applying managemen t execution. Slower to achieve, expensive it is a long-term sustained strategi c change. The long term approach to effective strategy implementation is to be one of bala nce process management and execution skills to produce an integrated strategy an d implementation approach one that enhances a companys implementation capababilit ies. In an article called creating sustainable performance in the Harvard Review by G retchen Spreitzer and Christine Porath they show that Research has shown that ma nagers can take four measures to help employees thieve at work. All four are ne cessary to promote a culture of vitality and leaning. Provide decision making discretion eg. Facebook employees have lots of leeway to solve problems on their own they are encourage to move fast and break things Share Information Workers in Zingermans restaurants get up to the minute feedback on every aspect of the business customer satisfaction ratings to washing up in sink. Minimise Incivility Background checks looks for a reputation of civility. Other performance feedback dashboards that show continually updated data on indi vidual and team performance against goals. These four mechanisms that help employees thieve dont require enormous efforts of invests. What do they require is leaders who are open to empowering employees and who set the tone. Based on research carried out across several studies a definition of thriving br eaks the concept into two factors: Vitality & Learning. When put together the statistics are striking 21% more effective leaders for peo ple who were high energy and high learning. Creating the conditions for thriving requires a but something in. In helping pe ople grow and remain energised at work can really boost your companys performance in a sustainable way.

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