Internal Marketing


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Internal Marketing

  1. 1. INTERNAL MARKETING <ul><li>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. </li></ul><ul><li>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. </li></ul>
  2. 2. INTERNAL MARKETING <ul><li>Key concepts of internal marketing include: </li></ul><ul><ul><ul><ul><li>IM functioning as a continual internal 'upskilling' process. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Alignment of the organization’s purpose with employee behavior. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Motivation, reframing and empowerment of employee attitude. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Inside-out management approach. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Retaining a positive customer experience throughout the business objectives </li></ul></ul></ul></ul>
  3. 3. DEFINITION OF INTERNAL MARKETING <ul><li>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 . </li></ul>
  4. 4. Internal Marketing Is The Key To Achieve: <ul><li>Commitment to the goal of guaranteeing the best possible treatment of customers </li></ul><ul><li>participating actively in achieving the organisation's goals </li></ul><ul><li>Creating a potential for long-term success </li></ul>
  5. 5. THE ROLE OF INTERNAL MARKETING <ul><li>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. </li></ul><ul><li>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. </li></ul><ul><li>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. </li></ul>
  6. 6. ESSENTIALS OF SUCCESSFUL INTERNAL MARKETING PROGRAMMES <ul><li>The four most important areas within the organisation's internal environment which are essential for an internal marketing programme are: </li></ul><ul><li>Motivation </li></ul><ul><li>Co-ordination </li></ul><ul><li>Information </li></ul><ul><li>Education </li></ul>
  7. 7. COMPONENTS OF INTERNAL MARKETING PROGRAMMES <ul><li>1. Information gathering to assess : </li></ul><ul><li>Employee knowledge </li></ul><ul><li>Attitudes </li></ul><ul><li>Behaviour. </li></ul><ul><li>2. Management action : </li></ul><ul><li>Selection </li></ul><ul><li>Training </li></ul><ul><li>Motivation </li></ul><ul><li>Direction. </li></ul>
  8. 8. Benefits of Internal Marketing <ul><li>Internal Marketing encourages the internal market (Employees) to perform better. </li></ul><ul><li>2. Internal Marketing empowers employees and gives them Accountability and responsibility. </li></ul><ul><li>3. Internal Marketing creates common understanding of the business organisation. </li></ul><ul><li>4. Internal marketing encourages employees to offer superb service to clients by appreciating their valuable contribution to the success of the business. </li></ul><ul><li>5. Internal Marketing improves customers retention and individual employee development. </li></ul><ul><li>6. Internal Marketing integrates business culture, structure, human resources management, vision and strategy with the employees' professional and social needs. </li></ul><ul><li>7. Internal marketing creates good coordination and cooperation among departments of the business. </li></ul>
  9. 9. MANAGEMENT APPROACHES TO SUCCESSFUL INTERNAL MARKETING <ul><li>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. </li></ul><ul><li>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. </li></ul><ul><li>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. </li></ul>
  10. 10. Problems affecting successful implementation of Internal Marketing. <ul><li>Managerial Incompetence in interpersonal, technical and conceptual skills is some of the stumbling blocks against successful internal marketing. </li></ul><ul><li>2. Poor understanding of internal Marketing concept. </li></ul><ul><li>3. Individual conflict and conflict between departments makes the implementation of internal marketing difficult. </li></ul><ul><li>4 . Rigid organizational structure coupled by bureaucratic leadership hinder success of internal Marketing. </li></ul><ul><li>5. Ignoring and not listening to subordinate staffs. </li></ul><ul><li>6. The Tendency of ignoring employees importance and treating them like any other tools of the business. </li></ul><ul><li>7.Unnecessary protection of information against employees. </li></ul><ul><li>8. Resistance to change . </li></ul>
  11. 11. DEVELOPING INTERNAL MARKETING PROGRAMMES <ul><li>Market definition : in terms of formal and informal lines of communication and authoritative power. </li></ul><ul><li>Market research : </li></ul><ul><li>Employee attitudes towards the organisation and its mission </li></ul><ul><li>Levels of job satisfaction </li></ul><ul><li>Assessing skill and knowledge needs </li></ul><ul><li>Needs and wants of employees </li></ul>
  12. 12. DEVELOPING INTERNAL MARKETING PROGRAMMES <ul><li>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. </li></ul><ul><li>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. </li></ul>
  13. 13. DEVELOPING INTERNAL MARKETING PROGRAMMES <ul><li>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. </li></ul><ul><li>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 organisation’s objectives. </li></ul>
  14. 14. IMPLEMENTING THE PLAN <ul><li>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. </li></ul>
  15. 15. IMPLEMENTING THE PLAN <ul><li>Marketing audit </li></ul><ul><li>Marketing analysis in terms of its Strengths, weaknesses, opportunities and threats. </li></ul><ul><li>Objectives setting Review the organisation's objectives in the light of internal marketing and develop internal objectives. </li></ul><ul><li>Strategy development </li></ul><ul><li>Designing action programmes M anagers to determine the most appropriate courses of action and the likely costs and resources required. </li></ul><ul><li>Assigning responsibility for their execution </li></ul><ul><li>Monitoring and controlling the plan : staff performance evaluation and appraisal schemes </li></ul>