Internal marketing description
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Internal marketing involves marketing to a company's internal customers, its employees. It is important because employees are part of the product in service industries like hospitality and travel. When customers were asked what quality service meant, they often cited attributes like courtesy and attitude that depend on employee performance. Therefore, companies must ensure employees are excited about the product and care about customers through internal marketing.
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![Welcome to
INTERNAL MARKETING
Internal Marketing - Description
Rina Suprina, M.Hum, M.SiPar
Ivan Prasetya M.Par
[ ]](https://image.slidesharecdn.com/internalmarketing-descriptionedit-151026025450-lva1-app6891/85/Internal-marketing-description-1-320.jpg)
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Topik 1 sub 2.1
Tourism services can generate income and value in several ways:
1) International tourism receipts are expenditures by international visitors for goods, services, and transportation in the destination country.
2) Tourism generates significant tax revenue for governments through taxes on products and income taxes on tourism sector workers. For example, in Canada over half the tax revenue from tourism in 2006 came from product taxes totaling $10.3 billion, while income taxes on tourism workers generated another $4.5 billion.
3) Tourism activities stimulate economic growth in other sectors as tourists purchase goods and services, benefiting businesses and generating more tax income for governments.
6. product life cycle
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The document provides a training plan for customer service. It outlines key aspects of good customer service including professionalism, showing interest in customers, respect, communication skills, empathy, and maintaining a safe environment. It emphasizes hiring the right employees who share the company's values and training them on providing memorable customer experiences by going above and beyond expectations. The document also details steps for solving customer problems through understanding the situation, being helpful, taking action, evaluating results, and implementing solutions. It highlights Virgin America as an example of a company with an excellent service culture due to Richard Branson's focus on leadership, commitment to customers, hiring for attitude, and employee empowerment.
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Fwd: FW: TQM
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Date: Fri, Mar 6, 2009 at 3:52 AM
Subject: FW: TQM
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1. The document discusses key considerations for service innovation, including involving customers and employees in the design process and employing service design principles like user-centered design.
2. It also covers the important roles that service employees and customers play in service delivery. Service employees are often the embodiment of the service and directly influence customers' perceptions of quality. Customers also play roles as productive resources, contributors to quality, and potential competitors.
3. Finally, it discusses strategies for developing people to deliver quality like training, empowerment, and support systems as well as enhancing customer participation in the service process.
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5.4. mlc maturity stage
This document discusses marketing strategies for mature markets. It recommends that firms in mature markets focus on generating cash flow, holding market share, and stealing market share from competitors. Additional strategies include increasing a firm's share of each customer's needs, differentiating products through quality and service, maintaining a low cost position, and pursuing options to grow the market such as line extensions or expanding distribution. The key is to sustain competitive advantages, pursue growth opportunities, and maintain customer satisfaction in order to survive shakeouts within mature industries.
5.3. mlc growth stage
During the growth stage of a product, companies should leverage perceived advantages to secure a strong market position. They should establish a clear brand identity through promotional campaigns and create unique positioning through advertising that stresses benefits. Companies should also maintain quality control, maximize availability through distribution and promotion, balance price and demand, and monitor competitors. For pioneers in growth markets, strategic options include fortress defense, flanker defense, confrontation, market expansion, and contraction. Retaining current customers involves maintaining satisfaction and loyalty while discouraging switching. Challengers can use flanking attacks, frontal attacks, encirclement strategies, or leapfrogging.
5.2. mlc introduction stage
The document discusses marketing strategies during the introduction stage of a new product. It outlines six key strategies: 1) Attracting customers through advertising, PR, and publicity; 2) Inducing customers to try the product through samples and pricing incentives; 3) Engaging in customer education; 4) Strengthening distribution channel relationships; 5) Building availability through trade promotion; 6) Setting pricing objectives to balance investment and market realities. It also categorizes new products based on their newness and discusses advantages of pioneering vs following strategies.
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The document discusses the product life cycle and market life cycle. It focuses on the development stage of these cycles. During the development stage of the product life cycle, a firm experiences no sales revenue and a net cash outflow as they develop new products and incur expenses. For the market life cycle, the development stage involves conceptualizing a new product based on customer needs and benefits, analyzing feasibility, and test marketing before full launch. The goal is to identify customer needs correctly and develop strong products to set up success entering the introduction stage. Over 80% of new products fail, so effective development is crucial.
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4.4. market differentiating
The document discusses differentiation and positioning strategies. It defines differentiation as creating differences in a firm's product that set it apart from competitors through distinct features, services, or characteristics. Positioning refers to creating a mental image of the product and its benefits in the minds of customers. While differentiation is based on the actual product, positioning depends on customers' perceptions of the product's real or perceived advantages relative to others. The document also notes that differentiation can be achieved through product descriptors or customer support services.
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This document discusses branding strategies and key branding concepts. It covers basic branding decisions around product identification, comparison shopping, and risk reduction. Branding can enhance self-image and product loyalty. The document also discusses strategic brand alliances and how branding builds brand value through recognition, preference, and insistence. Customers who are brand insistent will go out of their way to find and purchase their favorite brand.
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The document discusses various targeting strategies for companies including single segment targeting, selective targeting, mass market targeting, product specialization, market specialization, niche-market strategy, mass-market strategy, growth-market strategy, and global market segmentation. The strategies allow companies to focus their marketing efforts on specific customer segments or markets to attract customers.
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This document discusses market segmentation and targeting. It defines market segmentation as dividing a market into distinct groups of customers with distinct needs, characteristics, and behaviors. The key benefits of segmentation are identifying new product opportunities, designing effective marketing programs for groups, and improving resource allocation. However, segmentation risks missing customers that don't fit segments and misjudging target markets. The document outlines traditional and individualized segmentation approaches and criteria for successful segmentation like identifiable segments that are substantial, accessible, and responsive. It also discusses defining segments using demographic, geographic, behavioral, and other descriptors for both consumer and business markets.
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3.2. measuring market opportunities
There are four key types of systematic market knowledge systems that provide essential information for assessing markets and industries: internal records, marketing databases, competitive intelligence systems, and client contact systems. Additionally, targeted marketing research can provide insights into particular marketing challenges. Sales forecasts can be generated using either a top-down or bottom-up approach, and utilizing both concurrently is recommended as each has different strengths and insights that provide greater confidence if the results are similar. The six evidence-based forecasting methods outlined are statistical, observation, surveys, analogy, judgment, and market tests.
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The document discusses conducting a situation analysis for marketing strategy. It covers:
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2) Issues to consider include objectives, resources, customers, competition, economic conditions, regulations and more.
3) Conducting an analysis requires evaluating data, not just collecting it. The benefits of analysis must outweigh the costs. It is a challenging exercise.
4) A SWOT analysis is an effective tool to structure the assessment of strengths, weaknesses, opportunities and threats. It helps uncover competitive advantages to leverage in strategy.
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- 1. Welcome to INTERNAL MARKETING Internal Marketing - Description Rina Suprina, M.Hum, M.SiPar Ivan Prasetya M.Par [ ]
- 2. Internal Marketing - Introduction
- 3. • Marketing in the hospitality and travel industries must be embraced by all employees. • it cannot be left to the marketing or sales department • Marketing must be part of the philosophy of the organization, and the marketing function should be carried out by all line employees.
- 4. • In service industries, the line employees carry out a majority of the marketing function. • Internal marketing involves marketing to the firm’s internal customers, its employees.
- 5. Internal Marketing - Description
- 6. A study by the American Society for Quality Control found when consumers were asked what quality in services meant, a majority of responses cited contact skills such as courtesy, attitude & helpfulness.
- 7. Because employees are an important part of our product, we must make sure they are excited about our product and care about their customers.
- 8. The importance of employees & internal marketing is supported by a study finding it to be one of the top three determinates of a company’s financial performance.
- 9. A key ingredient in almost all service companies is some innovative arrangement or formula for mobilizing and focusing human energy.
- 10. A moment of truth occurs when employee and customer have contact. • when this occurs, what happens is no longer directly influenced by the company
- 11. Skill, motivation & tools employed by the firm’s representative and the expectations & behavior of the client together create the service delivery process.
- 12. The hospitality industry is unique in that employees are part of the product.
- 13. People usually think of marketing as efforts directed externally toward the marketplace. • a hotel or restaurant’s first marketing efforts should be directed internally to employees
- 14. Managers must make sure that employees know their products and believe they are a good value, or it will be impossible for the guests to become excited. • all managers must understand marketing & its customer orientation
- 15. External marketing brings customers, but does little good if employees do not perform to the guest’s expectations.
- 16. Product differentiation often derives from the people who deliver the service. • the employees’ delivery of service brings customers back
- 17. A study by the National Restaurant Association found the most important issue facing food-service managers was employees. • As Christine Andrews, of Hostmark Hospitality, states, “If your people don’t perform, your property won’t perform.”