Service sector is flourishing in India and contributing a lion’s share to the economic growth. India’s
services sector includes a wide variety of activities such as trade, hotel and restaurants, transport, storage and
communication, financing, insurance, real estate, business services, community, social and personal services,
and services associated with construction.
Perception Management in The Digital Age: A Presentation at the MARKCOMM Stud...Brooks and Blake
This presentation was given at the 2015 Marketing Communications Students Forum. It is a forum where PR and marketing professionals share industry trends and practice with students pursuing degrees in marketing, journalism and communications related courses. The presentation was given by Sola Fijabi, Brooks and Blake's Principal Partner.
Best NMIMS Assignment Solutions Dec 21palaniappann
Sir / Madam,
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD. has 15 years of teaching experience in MBA Business schools. For last fifteen years Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD has taught various subjects from Marketing, Finance, Human Resource Management, Information Systems, International Business and General Specializations. He has written many research papers and case studies.
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD organizes online MBA subject coaching / MBA Assignment help and MBA Project help. Many clients national and international has appreciated Prof.Dr.N.Palaniappan.,MBA., MCom.,MPhil.,PhD for his timely help in the assignments and projects and MBA subject coaching.
You can call him on his mobile no. 09025810064 (whatsapp available) or mail him at palaniappanmail@gmail.com. He does help/guide for the below question. If urgent or any query’s, Please feel free to call him on his mobile no. 9025810064 (whatsapp available) or do mail on palaniappanmail@gmail.com. He does help/guide for the below question
Contact:
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD
Mail ID: palaniappanmail@gmail.com
Ph: - 9025810064 (whatsapp available)
Effect of Training Participation, Entrepreneurship Motivation and Market Acce...inventionjournals
This study purpose is to find the direct effect of training participation, entrepreneurship motivation and market access ability on sales performance of Karawo Craftsmen in Gorontalo Province; and training participation and entrepreneurship motivation on market access ability of Karawo Craftsmen in Gorontalo Province. This study was conducted in five districts/cities in Gorontalo Province, namely Gorontalo District, Bone Bolango District, North Gorontalo District, Pohuwato District and Gorontalo City. The 170 respondents are selected by Proportional Random Sampling method. The data is analyzed by multiple regressions. The research result can be explained as follow. training participation, entrepreneurship motivation and market access ability directly have positive effect on sales performance of Karawo Craftsmen in Gorontalo Province. Training participation and entrepreneurship motivation directly have positive effect on market access ability of Karawo Craftsmen in Gorontalo Province.
Perception Management in The Digital Age: A Presentation at the MARKCOMM Stud...Brooks and Blake
This presentation was given at the 2015 Marketing Communications Students Forum. It is a forum where PR and marketing professionals share industry trends and practice with students pursuing degrees in marketing, journalism and communications related courses. The presentation was given by Sola Fijabi, Brooks and Blake's Principal Partner.
Best NMIMS Assignment Solutions Dec 21palaniappann
Sir / Madam,
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD. has 15 years of teaching experience in MBA Business schools. For last fifteen years Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD has taught various subjects from Marketing, Finance, Human Resource Management, Information Systems, International Business and General Specializations. He has written many research papers and case studies.
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD organizes online MBA subject coaching / MBA Assignment help and MBA Project help. Many clients national and international has appreciated Prof.Dr.N.Palaniappan.,MBA., MCom.,MPhil.,PhD for his timely help in the assignments and projects and MBA subject coaching.
You can call him on his mobile no. 09025810064 (whatsapp available) or mail him at palaniappanmail@gmail.com. He does help/guide for the below question. If urgent or any query’s, Please feel free to call him on his mobile no. 9025810064 (whatsapp available) or do mail on palaniappanmail@gmail.com. He does help/guide for the below question
Contact:
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD
Mail ID: palaniappanmail@gmail.com
Ph: - 9025810064 (whatsapp available)
Effect of Training Participation, Entrepreneurship Motivation and Market Acce...inventionjournals
This study purpose is to find the direct effect of training participation, entrepreneurship motivation and market access ability on sales performance of Karawo Craftsmen in Gorontalo Province; and training participation and entrepreneurship motivation on market access ability of Karawo Craftsmen in Gorontalo Province. This study was conducted in five districts/cities in Gorontalo Province, namely Gorontalo District, Bone Bolango District, North Gorontalo District, Pohuwato District and Gorontalo City. The 170 respondents are selected by Proportional Random Sampling method. The data is analyzed by multiple regressions. The research result can be explained as follow. training participation, entrepreneurship motivation and market access ability directly have positive effect on sales performance of Karawo Craftsmen in Gorontalo Province. Training participation and entrepreneurship motivation directly have positive effect on market access ability of Karawo Craftsmen in Gorontalo Province.
NMIMS Solved Sem 3 and Sem 4 Dec 2021 Solutionpalaniappan20
Sir / Madam
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD. has 15 years of teaching experience in MBA Business schools. For last fifteen years Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD has taught various subjects from Marketing, Finance, Human Resource Management, Information Systems, International Business and General Specializations. He has written many research papers and case studies.
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD organizes online MBA subject coaching / MBA Assignment help and MBA Project help. Many clients national and international has appreciated Prof.Dr.N.Palaniappan.,MBA., MCom.,MPhil.,PhD for his timely help in the assignments and projects and MBA subject coaching.
You can call him on his mobile no. 09025810064 (whatsapp available) or mail him at palaniappanmail@gmail.com. He does help/guide for the below question. If urgent or any query’s, Please feel free to call him on his mobile no. 9025810064 (whatsapp available) or do mail on palaniappanmail@gmail.com. He does help/guide for the below question
Contact:
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD
Mail ID: palaniappanmail@gmail.com
Ph: - 9025810064 (whatsapp available)
For more details you may contact us
(Call/ SMS/ What's App) at
+91-9773820734 (What's App)
Mail id – projectreports94@gmail.com
• MBA E/M I Year
• MBA E/M II Year
• MBA T/M I Year
• MBA T/M II Year
• MBA E-Business I Year
• MBA E-Business II Year
• MBA International Business I Year
• MBA International Business II Year
• MBA Human Resource Management I Year
• MBA Human Resource Management II Year
• MBA Marketing Management I Year
• MBA Marketing Management II Year
• MBA Financial Management I Year
• MBA Financial Management II Year
• MBA Information System I Year
• MBA Information System II Year
Marketing strategies for services sector by G.RekaPOLIKAIYOOR REKA
The service industry forms a backbone of social and economic development of a region. It has emerged as the largest and fastest-growing sectors in the world economy, making higher contributions to the global output and employment. Its growth rate has been higher than that of agriculture and manufacturing sectors. It is a large and most dynamic part of the Indian economy both in terms of employment potential and contribution to national income. It covers a wide range of activities, such as trading, transportation and communication, financial, real estate and business services, as well as community, social and personal services. This paper attempts to define the service sector, particularly on marketing strategies in service sector
The purpose of this study is to find out the market orientation to achieve competitive advantage. Business people continue to find ways and strategies to be able to withstand the changes in the business environment, by always trying to understand and understand the needs and desires of consumers. Along with the development of the business world, directly or indirectly greatly affect the performance of the company so that competition between companies also increases. The unit of analysis in this research is hotels and deposits in Palembang-Indonesia City. The results of the study show that the market orientation to achieve membership is significantly different. Furthermore, it was found that in order to achieve competitive advantage, one must understand the competitive procedures for competing surveys in hotels and restaurants in the city of Palembag.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
INCLUSIVE TRAINING AT WORKPLACE THROUGH INFORMATION TECHNOLOGYIAEME Publication
Information technology plays an important role in the training process. It plays an important role in the day to day life of the employee. At present IT is the driving force behind each and everything. In case of training IT has replaced the traditional way of training. Inclusive training tries to address the individual training as per the requirement of the employees. Through this paper the authors have tried to understand the concept and creation of workplace training. In this regard secondary data has been collected and the objective is to understand the concept of inclusive training and the importance of information technology in this direction.
NMIMS Assignment Solution December 2021palaniappann
Sir / Madam,
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD. has 15 years of teaching experience in MBA Business schools. For last fifteen years Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD has taught various subjects from Marketing, Finance, Human Resource Management, Information Systems, International Business and General Specializations. He has written many research papers and case studies.
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD organizes online MBA subject coaching / MBA Assignment help and MBA Project help. Many clients national and international has appreciated Prof.Dr.N.Palaniappan.,MBA., MCom.,MPhil.,PhD for his timely help in the assignments and projects and MBA subject coaching.
You can call him on his mobile no. 09025810064 (whatsapp available) or mail him at palaniappanmail@gmail.com. He does help/guide for the below question. If urgent or any query’s, Please feel free to call him on his mobile no. 9025810064 (whatsapp available) or do mail on palaniappanmail@gmail.com. He does help/guide for the below question
Contact:
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD
Mail ID: palaniappanmail@gmail.com
Ph: - 9025810064 (whatsapp available)
A Study of Employee Satisfaction Perception in Accommodation Sector in Odishainventionjournals
The State of Odisha has witnessed unprecedented growth in hotel industry in the recent past. Although there is an exponential growth in the number of hotels in the State, the rate or employee turnover is increasing each year which in turn is affecting the employee satisfaction. Thus, the key to retain employees in an organisation is employee satisfaction which is considered to be a vital component for organisational success. The present study employs four variables viz., job security, occupational stress, motivation and salary & benefits in relation to employee satisfaction in accommodation sector in Odisha. A sample size of 125 employees’ responses across different accommodation units in Odisha were collected through a structured questionnaire. Multiple regression analysis was carried out to study the correlation between the four independent variable and dependent variable. The findings of the study suggest that there is a significant positive correlation between job security, occupational stress, motivation and salary & benefits and employee satisfaction. Based on the analysis of the study, appropriate approaches to improve employee satisfaction in accommodation sector were suggested for a mutual-beneficial relationship between the employees and employers.
The primary purpose of this study is to provide a conceptual framework for „student satisfaction‟ in
order to understand and conceptualise the key aspects of the term.
This paper investigate the empirical impact of internal marketing practices on service quality
dimensions in a microfinance located in the western Cameroon region, namely the community credit of Africa
(CCA). The empirical analysis is based structural
NMIMS Solved Sem 3 and Sem 4 Dec 2021 Solutionpalaniappan20
Sir / Madam
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD. has 15 years of teaching experience in MBA Business schools. For last fifteen years Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD has taught various subjects from Marketing, Finance, Human Resource Management, Information Systems, International Business and General Specializations. He has written many research papers and case studies.
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD organizes online MBA subject coaching / MBA Assignment help and MBA Project help. Many clients national and international has appreciated Prof.Dr.N.Palaniappan.,MBA., MCom.,MPhil.,PhD for his timely help in the assignments and projects and MBA subject coaching.
You can call him on his mobile no. 09025810064 (whatsapp available) or mail him at palaniappanmail@gmail.com. He does help/guide for the below question. If urgent or any query’s, Please feel free to call him on his mobile no. 9025810064 (whatsapp available) or do mail on palaniappanmail@gmail.com. He does help/guide for the below question
Contact:
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD
Mail ID: palaniappanmail@gmail.com
Ph: - 9025810064 (whatsapp available)
For more details you may contact us
(Call/ SMS/ What's App) at
+91-9773820734 (What's App)
Mail id – projectreports94@gmail.com
• MBA E/M I Year
• MBA E/M II Year
• MBA T/M I Year
• MBA T/M II Year
• MBA E-Business I Year
• MBA E-Business II Year
• MBA International Business I Year
• MBA International Business II Year
• MBA Human Resource Management I Year
• MBA Human Resource Management II Year
• MBA Marketing Management I Year
• MBA Marketing Management II Year
• MBA Financial Management I Year
• MBA Financial Management II Year
• MBA Information System I Year
• MBA Information System II Year
Marketing strategies for services sector by G.RekaPOLIKAIYOOR REKA
The service industry forms a backbone of social and economic development of a region. It has emerged as the largest and fastest-growing sectors in the world economy, making higher contributions to the global output and employment. Its growth rate has been higher than that of agriculture and manufacturing sectors. It is a large and most dynamic part of the Indian economy both in terms of employment potential and contribution to national income. It covers a wide range of activities, such as trading, transportation and communication, financial, real estate and business services, as well as community, social and personal services. This paper attempts to define the service sector, particularly on marketing strategies in service sector
The purpose of this study is to find out the market orientation to achieve competitive advantage. Business people continue to find ways and strategies to be able to withstand the changes in the business environment, by always trying to understand and understand the needs and desires of consumers. Along with the development of the business world, directly or indirectly greatly affect the performance of the company so that competition between companies also increases. The unit of analysis in this research is hotels and deposits in Palembang-Indonesia City. The results of the study show that the market orientation to achieve membership is significantly different. Furthermore, it was found that in order to achieve competitive advantage, one must understand the competitive procedures for competing surveys in hotels and restaurants in the city of Palembag.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
INCLUSIVE TRAINING AT WORKPLACE THROUGH INFORMATION TECHNOLOGYIAEME Publication
Information technology plays an important role in the training process. It plays an important role in the day to day life of the employee. At present IT is the driving force behind each and everything. In case of training IT has replaced the traditional way of training. Inclusive training tries to address the individual training as per the requirement of the employees. Through this paper the authors have tried to understand the concept and creation of workplace training. In this regard secondary data has been collected and the objective is to understand the concept of inclusive training and the importance of information technology in this direction.
NMIMS Assignment Solution December 2021palaniappann
Sir / Madam,
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD. has 15 years of teaching experience in MBA Business schools. For last fifteen years Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD has taught various subjects from Marketing, Finance, Human Resource Management, Information Systems, International Business and General Specializations. He has written many research papers and case studies.
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD organizes online MBA subject coaching / MBA Assignment help and MBA Project help. Many clients national and international has appreciated Prof.Dr.N.Palaniappan.,MBA., MCom.,MPhil.,PhD for his timely help in the assignments and projects and MBA subject coaching.
You can call him on his mobile no. 09025810064 (whatsapp available) or mail him at palaniappanmail@gmail.com. He does help/guide for the below question. If urgent or any query’s, Please feel free to call him on his mobile no. 9025810064 (whatsapp available) or do mail on palaniappanmail@gmail.com. He does help/guide for the below question
Contact:
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD
Mail ID: palaniappanmail@gmail.com
Ph: - 9025810064 (whatsapp available)
A Study of Employee Satisfaction Perception in Accommodation Sector in Odishainventionjournals
The State of Odisha has witnessed unprecedented growth in hotel industry in the recent past. Although there is an exponential growth in the number of hotels in the State, the rate or employee turnover is increasing each year which in turn is affecting the employee satisfaction. Thus, the key to retain employees in an organisation is employee satisfaction which is considered to be a vital component for organisational success. The present study employs four variables viz., job security, occupational stress, motivation and salary & benefits in relation to employee satisfaction in accommodation sector in Odisha. A sample size of 125 employees’ responses across different accommodation units in Odisha were collected through a structured questionnaire. Multiple regression analysis was carried out to study the correlation between the four independent variable and dependent variable. The findings of the study suggest that there is a significant positive correlation between job security, occupational stress, motivation and salary & benefits and employee satisfaction. Based on the analysis of the study, appropriate approaches to improve employee satisfaction in accommodation sector were suggested for a mutual-beneficial relationship between the employees and employers.
The primary purpose of this study is to provide a conceptual framework for „student satisfaction‟ in
order to understand and conceptualise the key aspects of the term.
This paper investigate the empirical impact of internal marketing practices on service quality
dimensions in a microfinance located in the western Cameroon region, namely the community credit of Africa
(CCA). The empirical analysis is based structural
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Customer relationship marketing is an emerging customer innovation focused on growing customer’s
satisfaction, retention and loyalty that will culminate into bank profitability. The paper investigated the impact
of investment in implementing customer relationship marketing on the performance of commercial banks in
Nigeria. The study was carried out in Federal capital territory Abuja,
DETERMINE THE INFLUENCE OF INTEGRATED MARKETING COMMUNICATION ON CONSUMER DEC...IAEME Publication
In today’s marketing environment, promotion involves integrated marketing communication (IMC). In a pharma sector, IMC involves bringing together a variety of different communication tools to deliver a common message and make a desired impact on customers’ perceptions and decision making. Further to the evolution of modern marketing, where IMC has become a major way of achievement the objectives of a company, there is a need to identify opportunities to increase its impact on consumer decision making. Therefore, is of interest, the relatively recent approach found in the literature, according to which IMC works specifically through all the four classic elements of the marketing mix: product, price, placement and marketing communications. The present study is focusing on Determine the influence of Integrated Marketing Communication on consumer decision with respect to pharmaceutical sector in Tamilnadu.
This paper investigate the impact of internal marketing practices on customer loyalty
dimensions of African Community Credit Bank (CCA-Bank). The empirical analysis is based on structural
Equation Model (SEM) preceded by an exploratory and confirmatory analysis. This study used a convenient
sample of 60 employees and 372 customer obtained through a survey that was distributed in three towns,
namely: Yaoundé, Douala and Dschang.
Marketers keep on evolving ways and means to attract as well as
retain the customers. During the last few decades, the marketing practices have
been changed rapidly. The consumers now wish to be associated with those
organisations and brands, which are ethical and follow high standards of
integrity. Such aspects have been incorporated in the concept of Marketing 3.0,
which is based on value-based matrix (VBM). The present study empirically
predicts the construct of VBM in the banking industry context. The sample size
of the study is 283. The logistics ordinal regression was applied with 27 items
to identify the predictive constructs of value-based banking. ‘Selection of bank
based on value system’ was the dependent variable and the independent
variables contained 25 statements covering value-based banking along with
2 covariates ‘age’ and ‘education’. It was found that ‘value-based banking’ and
‘education’ have significant impact on the dependent variable.
A comparative study of service quality evaluation of selected life insurance 172paperpublications3
Abstract: Due to implementation of government policies on globalization and liberalization, the customer have become more critical about the service quality of the product. In the present era, consumers have become more aware about the alternatives available in the market related to the services and service providers. Due to increase in customer awareness, customer expectations are rising and the providers should aware about the expectations of the customer. This study compares customers’ perceptions of service quality of both public and private sector insurance service providers in Rohilkhand Region. The service quality of both public and private sector insurance has been measured through SERVQUAL scale.
Data was collected from 350 respondents (125 of LIC and 75 of each selected private player) of Rohilkhand Region of both public and private sector insurance providers. In this study five parameters of SERVQUAL such as tangibility, reliability, responsiveness, assurance and empathy have been identified that describe criteria used by customers to assess service quality. This study is confined to four major life insurance companies in India.
The main objective of the study is to explore customer relationship marketing as a competitive tool at Best Point Savings and Loans Limited. A cross-sectional research and quantitative approach was adopted for the study. A non-random quota sampling technique was used to select a sample size of 20 staff members. Questionnaires were adopted to collect data from the staff. Data was descriptively analyzed. Findings from the study revealed that Customer Relationship Marketing strategy in Best Point Savings and Loans Limited to create and retain profitable customers
The Influence Of Relationship Marketing On Switching Barrier, Customer Satisf...inventionjournals
This study was aimed at testing and analyzing influence of relationship marketing on switching barrier, customer satisfaction, customer trust, and customer retention. The study was conducted with respondents of 141 Emerald BNI BANK customers in Indonesia. Data were collected by using instruments of questionnaires. The test on the model was done using structural equation model analysis with GSCA approach. Switching barrier significantly influenced on customer satisfaction and customer trust. Furthermore, customer satisfaction and customer trust significanly influenced on customer retention. Partially, it was identified that variable of customer trust was the most dominant variable influencing on the customer retention.
Impact of Customer Relationship Management on Customers loyalty . Falana Temitope
A survey research on the impact of Customer Attraction , Customer retention, Customer satisfaction programs on Customers loyalty. In Asaba, Delta State, NIgeria .
Reviewing the Impact Brand Centric Elements on Customer Satisfaction in the I...ijtsrd
Nowadays, companies make use of various strategies to attract new customers, retain existing customers and differentiate their products from those of their competitors. Perhaps, the most critical and practical approach to influence consumer behaviour in the product selection is emphasizing the "brand name" of the products. Brand equity is a set of brand assets and liabilities linked to a brand name and symbol, which add to or subtract from the value provided by a product or service. It enhances the customer's ability to interpret and process information, improves confidence in the purchase decision and affects the quality of the user experience. Since marketing and brand managers often have limited resources in terms of money, time, and human resources to implement branding strategies, these findings can help them prioritize and allocate resources across the dimensions. Mr. Divyaprakash Pandey | Dr. Bharti Shukla | Ms. Anumita Agarwal "Reviewing the Impact Brand Centric Elements on Customer Satisfaction in the Indian FMCG Sector" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-4 , June 2020, URL: https://www.ijtsrd.com/papers/ijtsrd31199.pdf Paper Url :https://www.ijtsrd.com/management/marketing/31199/reviewing-the-impact-brand-centric-elements-on-customer-satisfaction-in-the-indian-fmcg-sector/mr-divyaprakash-pandey
India corporate training market,Business Model in India Corporate Training Ma...Ken Research Pvt ltd.
India Corporate Training Market Forecasts to 2020 - Incremental Allocation of Training Budgets in MSMEs and PPP in Skill Development Initiatives to Propel Growth" which provides a comprehensive analysis of the corporate training market in India. The report covers various aspects such as overall size of India corporate training market, segmentation on the basis of demand from major sectors, training services, industry, mode of learning, training demand from level of employees, major cities, demand for open and customized learning, different learning tools, learning modes, demand from small medium and large organizations, and demand from MNCs and domestic organizations.
Similar to Internal Marketing Mix and Employee satisfaction in service industry - a Literature Review (20)
Many countries have seen the importance of financial education by making financial
education a national strategy. In Vietnam, although the National Strategies for Inclusive Financial
Education has been proposed since 2017 and officially included in the National Financial Inclusion
Strategy in 2020, however, financial education is still quite new, and many people are not aware of
the necessity of financial l
Today, in the rapidly emerging globalization process, increasing the competitiveness of enterprises
depends on increasing of their firm performance. Although there are many methods and techniques affecting
firm performance, Information technology (IT) capabilities has become one of the most widely used method,
especially in dealing with supply chain matters of a firm. The aim of our study is to express whether innovation
and organization learning is effective as intermediate variable to the effects of IT capabilities at firm’s
performance. The opinion which claim
Globally, the number of startup companies has rapidly expanded during the last 5-8 years. Offering
products and/or services that greatly enhance the lives of its clients is a major focus for these firms. In India,
local and federal government initiatives have provided new enterprises and entrepreneurs with much
momentum and assistance, helping India become the world's top startup location. The Government of India
(GOI) launched the "Startup India" campaign in 2015 to promote entrepreneurship and support businesses to
achieve this goal (Babu, S., Sridevi, K.,2019). An IBM Center for Business Value and Oxford Economics study
in 2018 found that 90% of Indian companies fail within the first five years of operation. Potential difficulties
that startups may run across, both generally and specifically in the Indian market, have been described by
several authors.
Behaviour finance is the study of how psychological phenomena affect financial behaviour. This
financial science is used in making financial decisions. Amid the development of the digital economy, paylater
innovation has emerged. It is feared that the ease of use of paylater can have a negative impact, one of which is
the attitude of impulsive buying. This research will analyze the effect of financial literacy, self-control, risk
perception, and percieved ease of use on impulsive buying behaviour. This research is based on Decision Affect
Theory, which is a theory that discusses financial decision behaviour that is influenced by self-emotion. This
research is uses purposive sampling wi
Improving the business environment is one of the key strategies to promote local and regional
economic development. However, which factors affect the business environment of the provinces is still
controversial. Using survey data from 400 investors and managers and a multivariate regression analysis
method, this study has identified the factors affecting the business environment of Hai Phong province. The
analysis results show that there are 09 factors affecting the business environment of Hai Phong City, including
entry costs, land access and tenure, transparent, informal charges, time cost, pro-activeness, business support
services, labor training and legal institutions. In
The effect of work attitude and innovation ability on employee innovation performance is of great
significance for improving the innovation ability of manufacturing enterprises and building an "Innovative
Country" in China.This article theoretical analysis was conducted on the mechanism by which the work attitude
of employees in manufacturing enterprises affects innovation performance and the mediating mechanism of
innovation ability. Based on data from Chinese manufacturing enterprises, empirical analysis was conducted
using SEM models. Resear
The concept of organizational resilience continues to grow in focus and importance, but there
has yet to be an agreed upon measure of organizational resilience. Organizational resilience can be seen as a
corporation’s ability to adapt to change and maintain flexibility within their supply chain. Resilience and
flexibility at all organizational levels is necessary, in a proactive manner, to turn resilience into a competitive
advantage
In this paper, by using the basic method of differential geometry, combined with the optimization
theory and the basic technique of data analysis, the definition, basic properties and statistical characteristics of
nonlinear correlation coefficients on manifolds are studied and given, test the rationality and validity of the
nonlinear correlation coefficient defined in this paper. Therefore, the study of this paper has certain theoretical
value and potential practical significance.
This study aims to analyze and prove whether there is a positive and significant influence
between product quality and poki prices on purchasing decisions for Kobba brand coffee. The survey was
conducted using 53 respondents who were buyers who had purchased Kobba brand coffee more than once.
Information from respondents was obtained through a list of questions that were sent and returned by
respondents
In this paper, we introduce a universal framework for mean-distortion robust risk measurement and
portfolio optimization. We take accounts for the uncertainty based on Gelbrich distance and another uncertainty
set proposed by Delage & Ye. We also establish the model under the constraints of probabilistic safety
criteria and compare the different frontiers and the investment ratio to each asset. The empirical analysis in the
final part explores the impact of different parameters on the model results.
Despite the attainment of the famous Millennium Development Goals (MDGs) of reducing the number
of poor people across the globe a significant number still live below the poverty line. The problem of poverty is
more endemic in developing countries like Nigeria. Several intervention efforts have been in place to address
the poverty question which persists partly due to serious financial exclusion and unethical activities of informal
finance providers.
The focus of this research was to establish the effect of entrepreneurship Ecosystem in inculcating
entrepreneurial propensity for community development. Promotion of entrepreneurship in Kenya has existed
ever since independence. The Government has shown tremendous support to entrepreneurship growth. The
Government have channelled financial support through funding such as Women Enterprise fund, Youth
Enterprise Fund and Uwezo Fund
In this paper, we consider an AAI with two types of insurance business with p-thinning dependent
claims risk, diversify claims risk by purchasing proportional reinsurance, and invest in a stock with Heston
model price process, a risk-free bond, and a credit bond in the financial market with the objective of maximizing
the expectation of the terminal wealth index effect, and construct the wealth process of AAI as well as the the
model of robust optimal reinsurance-investment problem is obtained, using dynamic programming, the HJB
equation to obtain the pre-default and post-default reinsurance-investment strategies and the display expression
of the value function, respectively, and the sensitivity of the model parameters is analyzed through numerical
experiments to obtain a realistic economic interpretation. The model as well as the results in this paper are a
generalization and extension of the results of existing studies.
:Textiles and clothing are a fundamental part of everyday life and an important sector in the global
economy. It is hard to imagine a world without textiles. Clothes are worn by almost everyone, almost all the time
and it also becomes an important expression for an individuality. In 2015, emission from textiles production
totaled 1.2 billion tons of CO2 equivalent throughout its lifecycle. The fashion industry is a large consumer of
water, high volumes of water containing
In this paper, we construct a Credit Default Swap pricing model for default recovery rates under
distributional uncertainty based on a structured pricing model and distributional uncertainty theory. The model
is algorithmically transformed into a solvable semi-definite programming problem using the Lagrangian dual
method, and the solution of the model is given using the projection interior point method. Finally, an empirical
analysis is conducted, and the results show that the model constructed in this paper is reasonable and efficient
The closures of schools, colleges, and universities in many countries worldwide during the COVID19 pandemic have reshaped every aspect of our normal lives and educational experience. As a result of
extended periods of lockdown, whole populations have been advised to stay in their households and
communicate with others through distance electronic communications methods such as Zoom, Teams, Google
meetings etc. More than 1
Even though economists and academics have been studying money laundering for many years, there
are still gaps in the research because there is a dearth of trustworthy data on the activity as well as an absence
of specific sources and methods of collection in government-based reporting. The Walker-Unger gravity model
was used in this study to determine the countries that Russian-based money launderers used as funding
destinations between the years 2000 and 2020, as well as whether there are any variations in country rankings
during economic downturns. The investigation's findings indicated that even during recessionary times, money
launderers with Russian bases consistently preferred certain countries as their destination
This study will establish a scientific foundation for analyzing and assessing the development of
human resources in industrial parks of Hai Duong province. According to statistics and primary data, the
study analyzes the current situation of human resource development in the industrial parks in Hai Duong
province, states achievements, limitations and their causes, thereby giving solutions to improve the human
resource development in industrial parks of Hai Duong province in the future for the economic development
of industrial parks in particular and Hai Duong province in general.
Solar photovoltaic systems are becoming essential in renewable energy sources to help reduce
dependence on renewable energy sources, fossil fuels and mitigate climate change. In the world today, many
successful businesses bring efficiency to the environment as well as the global economy. However, to evaluate
the business performance of the global supply chain, it is necessary to find an appropriate method. This article
uses data envelopment analysis (DEA) and Malmquist Productivity Index (MPI) methods to compare
performance across businesses
The objective of this research is 1) to study social media usage behavior of the elderly and 2) to
examine the relationship between factors of the social media usage behavior of the elderly in Surat Thani
Province, Thailand. The data were collected from selected elderly aged 60 years and older in Surat Thani
Province. The number of the sample in this study was 400. The questionnaire was used as a tool to collect the
data. Statistics used were frequency, percentage, mean, standard deviation, and Chi-Square
More from International Journal of Business Marketing and Management (IJBMM) (20)
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Internal Marketing Mix and Employee satisfaction in service industry - a Literature Review
1. International Journal of Business Marketing and Management (IJBMM)
Volume 4 Issue 7 July 2019, P.P. 05-16
ISSN: 2456-4559
www.ijbmm.com
International Journal of Business Marketing and Management (IJBMM) Page 5
Internal Marketing Mix and Employee satisfaction in service
industry - a Literature Review
Abhijit Mohanty1
, Dr. Bidhu Bhusan Mishra2
1
Research Scholar, Department of Business Administration, Utkal University, Vani Vihar, Bhubaneswar,
Odisha, Pin-751004
2
Professor, Department of Business Administration, Utkal University, Vani Vihar, Bhubaneswar, Odisha, Pin-
751004
Abstract: Service sector is flourishing in India and contributing a lion’s share to the economic growth. India’s
services sector includes a wide variety of activities such as trade, hotel and restaurants, transport, storage and
communication, financing, insurance, real estate, business services, community, social and personal services,
and services associated with construction. The human element in service delivery process plays a crucial role in
each and every interaction between the employee and customer. The presence of efficient, satisfied and loyal
employee is the backbone of a service industry. Irrespective of technological advancements in banks, quality
comes from people. For this reason, banks have increased their focus on the attraction, retention and
satisfaction of quality employees in order to create a sustainable competitive advantage. The internal marketing
has been identified as a mechanism which could able to attract, retain and motivate employees for achieving
organizational goals. This paper has made an attempt to present a critical review of related literature on
concepts and theories of internal marketing and it elements The paper has also indented to derive the linkage
between the 7 Ps of internal marketing mix and employee satisfaction. The study is based on secondary data
which were collected from various sources like journal articles with peer-reviewed, books, government
publication, conference proceedings and other relevant works. The study constructed a conceptual model
depicting the relationship of seven factors of internal marketing mix named as internal product, internal price,
internal place, internal promotion, internal people, internal process and internal physical evidence with
employee satisfaction.
Key words: Internal marketing, 7 Ps, employee satisfaction, literature review
I. Introduction
The dominance of service sector has been observed across all developed economy in the world and it is getting
stronger since late 1990s. The rapid development in the field of information technology is one of the strongest
reasons for such growth in service sector. As per the data, UK, USA and France have the highest share of
services in GDP at above 78 per cent but the share of services in India of 58.2 per cent is much above that of
China at 41.7 per cent in 2011 (Economics Discussion, 2015). The services sector has been a major and vital
force for steadily driving growth of the Indian economy for more than a decade. The sector‘s contribution is
around 66.1 per cent of its gross value added growth in 2015-16. Moreover, this sector has become an important
net foreign exchange earner and the most attractive sector for FDI (Foreign Direct Investment) inflows. India‘s
services sector includes a wide variety of activities such as trade, hotel and restaurants, transport, storage and
communication, financing, insurance, real estate, business services, community, social and personal services,
and services associated with construction(Source: IBEF). The financial sector in India has witnessed a rapid
expansion, both in terms of growth of existing financial firms and simultaneously increasing number of new
entrants to the market. The financial sector in India is dominated by commercial banks which accounts for more
than 64 per cent of the total assets held by the financial system. According to KPMG-CII report, the banking
industry in India shows the potential to become the fifth largest banking industry in the world by 2020 and third
largest by 2025. India‘s banking and financial sector is rapidly expanding. The rising incomes are expected to
enhance the need for banking services in rural areas and therefore drive the growth of the sector. The services
rendered by banks are homogeneity in nature and it is very difficult for banks to differentiate their services from
other banks. For this reason it is essential to adopt a market-driven strategy to be executed through competent
and loyal employees will enables retail banks to deliver superior quality services and which will become the
only real differentiator and key to building a competitive advantage (Culiberg & Rojsek, 2010, Kotler et al.,
2010). The presence of efficient, satisfied and loyal employee is the backbone of a service industry. Irrespective
2. Internal Marketing Mix and Employee satisfaction in service industry - a Literature Review
International Journal of Business Marketing and Management (IJBMM) Page 6
of technological advancements in banks, quality comes from people. For this reason, banks have increased their
focus on the attraction, retention and satisfaction of quality employees in order to create a sustainable
competitive advantage (King et al., 2013). Papasolomou (2006) suggests that internal marketing has been
identified as a mechanism which could achieve the required results. A strong internal marketing strategy can be
critical to achieving and sustaining a competitive advantage, as well as driving organizational change and
enhanced organizational performance. The successful implementation of internal marketing can lead to various
advantages such as the fulfillment of business obligations, internal competitiveness, an improvement in quality
of employees and an improvement in overall profitability (Done & Domazet, 2012). The primary purpose of this
paper is to review critically related literature on internal marketing to understand its relationship with employee
satisfaction. Specifically, this paper will focus on studying the concept and essence of internal marketing, and
will review the existing literature on internal marketing mix elements and its relationship with employee
satisfaction.
II. Literature Review
Keeping the objectives in mind, the following sections mainly focuses on presenting the diversified concepts of
internal marketing and employee satisfaction and discuss various elements of internal marketing subsequently.
Efforts have also been taken to examine the relationship between the internal mix elements and employee
satisfaction. The study is exploratory in nature and is based on secondary data which were collected from
various sources like journal articles with peer reviewed, theses, books, conference proceedings and other
relevant works and websites to gain in-depth understanding of the concepts and the relationship thereafter.
2.1. INTERNAL MARKETING
Internal marketing (IM) is the application of marketing concepts within the organization. An effective internal
marketing programme aims at understanding and satisfying employees‘ needs and expectations so that they in
turn will go above and beyond to deliver value to the customer (Al-Hawary et al., 2013). Internal marketing is to
view 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 (Berry, 1981). Grönroos (1981)
redefined the concept as a process to create customer orientation among service employees to ensure quality of
the service delivered to the external customer. (Kotler et al., 2006) argued that internal marketing is the task of
hiring, training and motivating able employees to serve the customer well, arguing that internal marketing must
precede external marketing as it makes no sense to promise customers excellent service before the employees
are ready to provide it professionally. Rafiq and Ahmed (2000) highlight that internal marketing is a 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 the process of creating motivated and
customer-orientated employees (Gounaris et al., 2004). Building on Rafiq and Ahmed‘s definition, Ferrel and
Hartline (2008) suggested internal marketing as ―a planned effort using a marketing-like approach to overcome
organizational resistance to change, and to align, motivate and inter-functionally coordinate and integrated
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‖. A review of
the literature shows a multitude of definitions of internal marketing such as marketing like approach,
establishment of internal relationships, jobs as internal products, satisfaction of employees as internal customers,
training and development of employees, customer orientation, motivation and empowerment of employees,
inter-functional integration and internal communication encompassing the concept of internal marketing.
2.2. 7 PS OF INTERNAL MARKETING MIX
The purpose of internal marketing is to apply the concepts of external marketing within the organization to make
employees more customer orientate to provide better service and ultimately to ensure customer satisfaction. It
mainly proposed that the four Ps of the external marketing mix are applied internally. The internal product,
internal price, internal promotion and internal distribution could be used to facilitate the process of
organisational change as each of these influence the techniques, systems, the structure of power, and the culture
of the organisation‘s internal environment (Abzari & Ghujali, 2011; Javadein et al., 2010; Isfahani et al, 2012;
Piercy & Morgan, 1991; Keller et. al, 2006; Ahmed et al, 2002; Ahmed & Rafiq, 2003). Organisations have to
constantly evolve and improve communication with internal customers in order to meet their changing needs. In
addition to this, organisations need to respond quickly to competitive actions and for this reason; organisations
must have strong relationships with the internal and external market (Constantinides, 2006). The internal
marketing mix was developed even further to include an additional three Ps of services marketing namely
people, process and physical evidence into the mix (Ahmed & Rafiq, 2003). These additional elements provide
internal customers with evidence that the service has been delivered and allows them to formulate their own
3. Internal Marketing Mix and Employee satisfaction in service industry - a Literature Review
International Journal of Business Marketing and Management (IJBMM) Page 7
judgment regarding the quality of service received by others in the process of delivering services to the external
customers. The construction of each internal marketing element is discussed below.
2.2.1. Internal Product
From an internal perspective, product generally relates to the employee‘s job. Treating job as product does not
mean the tasks that are needed to be performed by the employee, rather it has much broader aspect of making
job more comfortable and valuable for them through training (Ali, 2012; Ahmed & Rafiq, 2003; Tansuhaj et al.,
1988; Huang & Rundle, 2015), empowerment (Berry and Parasuraman, 1991; Gilmore and Carson, 1995;
Shekary et al., 2012; Ahmed et al, 2003), remuneration (Pantouvakis, 2012; Barnes et. al, 2004; Papasolomou
et. al, 2006; Ahmed et al, 2003; Jou, 2008) and career opportunities (Ahmed & Rafiq, 2003; Jou, 2008; Ahmed
et al, 2003) to increase satisfaction level of the employee. Organisations therefore, need to offer jobs as products
that are designed to offer value rather than just describing the task requirements. In this way jobs can be used to
attract and retain customer orientated employees in the organisation (Conradie, 2012; Vasconcelos, 2008).
2.2.2. Internal Price
The price element of the internal marketing mix is concerned with what internal customers need to ‗pay‘, when
they buy into the product offered by an organization (Piercy & Morgan, 1991). In terms of internal marketing,
there are many costs borne by the employee in exchange of the job which are not monetary based, but more
intrinsic in nature. These intrinsic costs relate to the price that employees pay to work for the organisation in
other words the sacrifices they make. Internal price is thus the sacrifice and contributions made by employees in
exchange for the organisation‘s internal product (Otto, 2004). Ahmed and Rafiq (2002) refer there are two types
of costs sacrificed by an employee for the internal product. The psychological costs is incurred while adopting
new behaviors and the opportunity costs associated with forgoing other tasks to adhere to a new programme as
being deterrents to the adoption of an IM programme by employees (Piercy & Morgan, 1991; Keller et. al,
2006). When employees feel the costs are of working for the organisation are too high, they may experience
high levels of stress and withdraw either physically or psychologically resulting in adverse affects for the
organisation (Mansoor et al., 2011). On the other hand, the new task(s) may provide the opportunity to increase
pay, access bonuses, provide a chance to excel and shine, and thereby build a route to career promotion, or
through acquisition of new skills strengthen their bargaining hand in the job market (Ahmad et al., 2002).
2.2.3. Internal Place
Services normally make use of non-physical distribution channels to deliver some of their service elements to
customers. The non-physical relates to the invisible and intangible aspects such as the cultural and symbolic
aspects of the organisation (Abzari & Ghujali, 2011). The aim of the place element to devise an internal
environment and atmosphere that is conducive to the achievement of particular goals. This can be achieved by
giving more resources, better support, changing or at least attempting to change and fine-tune organizational
culture, as well as examining ways of empowering employees through structural and responsibility adjustments
(Ahmed and Rafiq, 2002; Piercy & Morgan, 1991; Keller et. al, 2006). So, it can be evident that internal
distribution comprises of organisational structure and organisational culture that play an important in the
satisfaction of employees. Organisational structure is discussed as a component of internal distribution as it has
been described as the ‗invisible hand‘ which brings the organisation to life (McMillan, 2011). Organisational
culture is defined as a complex set of values, beliefs, assumptions and symbols that define the way in which an
organisation conducts its business (Barney, 1986). Organisations need to have a clan culture in order to focus on
the transfer of knowledge as well as creating internal cohesion, trust and loyalty aiding the distribution of the
internal product. Further to this clan, cultures could contribute to collaborative intelligence (Simberova, 2009;
Trivellas & Dargenidou 2009). In order to improve service and in order for internal marketing to be effective,
decentralised organisational structures are required. These structures follow a more decentralised approach with
business units having far more autonomy and fewer centralised features (McMillan, 2011). From an internal
marketing perspective and specifically from an internal customer-orientation perspective, success is dependent
on the internal supplier‘s ability to freely exchange information across managerial levels and departments in
order to better serve internal customers.
2.2.4. Internal Promotion
The internal promotional mix is a blend of communication tools used by an organisation to execute the
promotion process and to communicate directly with the internal market (Ahmed and Rafiq, 2002; Piercy &
Morgan, 1991; Keller et. al, 2006). Internal communication is sharing of information within the company, which
enables creating value for the external customer (Ahmed et al, 2003). The internal communication creates a
platform to maintain relationships with the employees, and communicating statements of mission and
organizational developments while giving the particular attention to their external customers (Cheney and
4. Internal Marketing Mix and Employee satisfaction in service industry - a Literature Review
International Journal of Business Marketing and Management (IJBMM) Page 8
Christensen, 2001; Ahmed et. al, 2003; Gounaris, 2006; Burmann & Zeplin, 2005). The communication tools
include personal selling, sales promotion, advertising, public relations and publicity, and direct marketing
(Gummesson & Mele., 2010; Baldauf et al., 2009; Kotler & Keller, 2006; Keller et al, 2006). An effective
communication results in improve morale, create a positive relationship between employees and management,
inform employees about internal changes, explain employee benefits, and increase understanding about the
organization's goals and culture.
2.2.5. Internal People
From an internal marketing perspective, the employee is the internal customer whose perception of the service
encounter is affected by internal suppliers and other employees in the environment (Ahmed et al, 2003).
Turkyilmaz et al. (2011) suggest that from an employee satisfaction perspective, the relationship with leaders,
supervisors/direct managers and co-workers all have an impact on the employee as employee behaviour depends
on their interaction with others in the internal environment. Leaders, managers and supervisors have a powerful
influence over employees and their work behaviours. Given that supervisors/direct managers are responsible for
maintaining the psychological contract of employees, the level of consideration and support they give to
employees has an impact on the employees‘ level of motivation, their well-being and their commitment to
service excellence (Hsu, 2011; Heish, 2012). Co-workers relations are different from supervisor relations. When
co-workers supports are high, the employees will enjoy and feel good relationships with co-workers so that
employees will feel the engagement in the organization (Ariani, 2015). When employees treat each other with
respect and refrain from making negative comments to or about their co-workers and when employees feel as
though they are a valued member of the team, they feel respected by others. These positive interactions and
relationships among the employees motivate employee engagement and performance (Shuck et al. 2011; Peltier
& Dahl, 2009).
2.2.6. Internal process
Ahmed and Rafiq (2002) state that from an internal marketing perspective, internal process relates to how the
employee receives the job product (Galpin, 1997). The delivering superior product elements require design and
implementation of effective process to ensure that both employees and customers experience a satisfactory
interaction (Lovelock et al., 2009). Lu and Wood (2006) propose that process design involves understanding the
characteristics of products or services well in order to translate the product or service design into information,
knowledge, organisational capabilities and operating processes needed to deliver the service. In this context, the
internal process includes three interrelated steps (Ahmed et al, 2003). Firstly, the management needs to assess
the kind of internal product required by different set of internal customers or employees. The process of
identifying specific requirements of each customer can be successfully done through internal market
segmentation process. Internal market segmentation comprises a group of employees with common
requirements relative to their understanding of organisational concerns and their devotion to contribute to the
success of the organisation, such as frontline employees, managers and back-office employees (Zeithaml et al.,
2006; Banerji & Dutta, 2009). Secondly, adoption of technology in internal process becomes essential to
organisational success and the delivery of the internal product (Kasper et al., 2006). The purpose is to design
effective internal processes from the start in order to ensure that both internal and external service quality is
delivered (Chang, 2010). The technology and the various system designs should be considered during the design
of processes, given that technology allows for processes to be automated and greater efficiencies (Hasgall &
Shoham, 2008). Thirdly, internal processes need to go through constant improved. Business process
improvements assist in eliminating waits, streamlining processes and through knowledge retention efforts, allow
for more effective coordination between internal customers and suppliers (Holtzman, 2011).
2.2.7. Internal Physical Evidence
Holder and Berndt (2011) define the physical environment or servicescape as the physical facility or actual
working environment where the service is provided; it refers to the non-living features of the service
environment (Pantouvakis, 2012; Ahmed et al, 2003; Burmann and Zeplin, 2005). In order to increase
efficiency, effectiveness, productivity and job commitment of employees, the business must satisfy the needs of
its employees by providing good working conditions (Raziq & Maulabakhsh, 2015). Physical evidence relates to
the physical environment being the tangible aspects used to improve service quality, influence employee
productivity and satisfaction (Kasper et al., 2006; Ahmad & Rafiq, 2002). The physical environment includes
aspects such as the branch buildings, exterior signage, parking and landscaping. Baird & Williamson (2010) and
Thayer et al. (2010) studies revealed that good workplace design of an organization has optimistic relation with
occupants health and well-being, and it help to reduce the ratio of absenteeism and improved satisfaction (Cho
et al., 2012; Frontczak et al., 2012; BIFMA, 2018).
5. Internal Marketing Mix and Employee satisfaction in service industry - a Literature Review
International Journal of Business Marketing and Management (IJBMM) Page 9
2.3. EMPLOYEE SATISFACTION
Zeithaml et al. (2006) believe that employees in service organisations are comparable to the service itself, both
from an external and from an internal service perspective. Employees are the service, employees are the
organisation in the customer‘s eyes, employees are the brand, and employees are the marketers. Given the
intangibility, production and simultaneous consumption of services, it is the attitudes and behaviours of service
employees that influence customer satisfaction (Sirenne, 2013). Cranny, Smith & stone (1992) defined
―employee satisfaction as the combination of affective reactions to the differential perceptions of what he/she
wants to receive compared with he/she actually receives‖. Whereas, Wong (2010) propounded it as ―Employees'
affective relations to their work role and the perceived relationship between what one wants from one's job and
what one perceives it is offering‖. Spagnoli and Caetano (2012) describe employee satisfaction as an attitude
that individual have about their jobs. It results from their perception of their jobs and the degree to which there
is a good fit between the individual and the organization (Norizan, 2012). Internal marketing is regarded as the
mechanism needed to balance the relationship between employee satisfaction and customer satisfaction through
improved service quality (Tortosa-Edo et al., 2011). The significance of employee satisfaction is being studied
by many researchers through application of service chain in real business scenario. Loveman (1998) examined
the workings of the S-PC in retail banking. Rucci et al. (1998) studied the links between employee attitudes and
customer satisfaction and financial performance at Sears. Spinelli and Canavos (2000) investigated the
relationship between employee satisfaction and customer satisfaction in the hotel industry. They found that
positive correlations existed among employee loyalty, customer loyalty, and firm performance. The employee
satisfaction is imperative for providing better and timely service to the customers and achieving satisfaction and
loyalty. The studies related to employee satisfaction have identified various factors those are responsible for
accruing employee satisfaction in an organization. The factors like compensation plan (Oshagbemi, 2000; Van
Dyk et al., 2013; Danish & Usman, 2010), empowerment (Kazlauskaite et al., 2011; Kim & Kim, 2013),
training ( Halepota and Shah , 2011), stress (Essiam et al., 2015; Dilruba, 2016 ), career advancement (van Dyk
et al., 2013; Burke et al. 2006; Chen 2004), working environment (Pitt & Bennett, 2008: Pantouvakis, 2011),
supervision (Chen, 2004; Sahi et al., 2013), relationship with co-workers (Kehinde, 2011; Gu & Siu, 2009) and
feedback ( Jawahar, 2006) had significant impact on employee satisfaction. In the previous section we discussed
most of the factors as elements of internal marketing mix. Therefore, internal marketing is essential in bringing
these elements together in a formal internal marketing programme where each of these predictors of employee
satisfaction can be addressed through the elements of the internal mix. Similarly, numerous researches have
been conducted by different researchers on identifying the impact of employee satisfaction in achieving
organization objectives. According to them if the employee is satisfied then it has an impact on job performance
increases and employee retention which results in increased organizational effectiveness (Abdullah et al., 2011).
Past research has shown that employee satisfaction has impacts on absenteeism (Obasan Kehinde, 2011;
Thirulogasundaram & Sahu, 2014), job performance (Ahmad et al., 2014; Christen at el. , 2006; Pushpakumari,
2008), turnover intension (Aydogdu & Asikgil, 2011; Issa, Ahmed, & Gelaidan, 2013; Lambert et al., 2001;
Mahdi et al., 2012; Yücel, 2012), organizational commitment (Aydogdu & Asikgil, 2011; Azeem, 2010; Gunlu
et al., 2010; Top & Gider, 2013), attitudes toward organizational change (Chih et al., 2012; Gomes, 2009;
Yousef, 2000a;), and health ( Faragher et al., 2005).
2.4. INTERNAL MARKETING MIX AND EMPLOYEE SATISFACTION
The implementation of an internal marketing mix focuses on treating employees with the same level of
importance as customers in order to achieve both the internal and external marketing objectives (Farzad et al.,
2008). Each of the internal marketing mix elements contains factors which are very similar or are closely
aligned to the predictors of employee satisfaction. By implementing the internal marketing mix proposed in the
study, each of these employee satisfaction predictors would be addressed through a formal programme in that
way contributing to higher levels of employee satisfaction (Ahmed et al., 2003). Zampetakis and Moustakis
(2007) postulate that internal marketing is concerned with the creation of attractive job products to satisfy
employee needs through the development and motivation of best qualified employees. Kehinde (2011) supposes
that employees prefer jobs that allow them to apply their skills and abilities, jobs that empower them to make
their own decisions, and that provide them with constant feedback on how they are performing. Similarly, a
positive and significant relationship between the internal marketing mix components on employees‘
competencies and performance is consistent with the findings of (Ahmed & Rafiq, 2002). The conceptual
model depicting the relationship between internal marketing mix elements and employee satisfaction is given in
figure 1.
6. Internal Marketing Mix and Employee satisfaction in service industry - a Literature Review
International Journal of Business Marketing and Management (IJBMM) Page 10
2.5. 7 PS OF INTERNAL MARKETING MIX AND EMPLOYEE SATISFACTION
As discussed in the previous discussion, the internal product refers to the job that is offered to the employees in
order to achieve employee commitment, satisfaction and loyalty. The elements like training, career
advancement, remuneration and empowerment were considered as key features to ensure motivation and high
retention among the employees (Ahmed and Rafiq, 2002). Employees who undergo such training and
development programmes develop stronger self-confidence and believe that their organisations are making an
investment in them (Halepota & Shah, 2011). This is because training and development practices communicate
to employees that they are cared for, resulting in higher levels of employee satisfaction (Rehman et al., 2017;
Halepota and Shah, 2011). The second ingredient of internal product is employee empowerment and By
reducing the standardisation in the operation facilities and providing employees with more discretion to make
decisions and to serve internal and external customers well, employee satisfaction can be enhanced (Gounaris,
2008b; Kim, 2013). Burke et al. (2006) believe that career advancement as an extrinsic reward is one of the
most significant predictors of employee satisfaction. Career advancement or development equips employees
with the opportunity to build skills and capabilities and put these to optimal use resulting in increased
satisfaction and employee performance (Chen, 2004). Similarly, compensation or remuneration is one of the
most significant variables used when explicating the overall level of job satisfaction. Reward and recognition
are viewed as some of the most important factors related to employee satisfaction (Sarwar & Abugre, 2013).
Bowers and Martin (2007) also suggest that from a reward perspective, organisation should tie compensation to
performance, in this way, motivating employees to improve performance. The past studies suggested that the
internal price is adversely related with employee satisfaction. As internal price is considered to the sacrifices
made by the employee to buy into the product organization (Piercy & Morgan, 1991). When employees feel
high levels of stress, the cost of working for the organization becomes too high and employees will try to avoid
the stress and ‗increased costs‘ by withdrawing either psychologically or physically. When designing job
products the organisation must be mindful of the labour market conditions. It is imperative that organisations
understand the costs employees pay to work for them and find ways to reduce these costs. It can be compensated
by increasing the internal product elements in the mix. From an internal perspective, the role of internal
promotion is to inform, influence and remind employees about the organisation‘s internal products, internal
service offerings and how these fit into the internal environment. The knowledge sharing increases employees‘
flexibility and adaptability which enhances their level of satisfaction. Thus, a high level of knowledge sharing
and effective communication lead to increased employee satisfaction (Niehaves & Plattfaut, 2011). From an
internal distribution perspective, it refers to the physical and cultural venues at which organisation deliver its
product to and communicate with its employee. To achieve the desired levels of quality, a network of internal
relationships is required with a strong focus on collaboration and inter-functional coordination (Kehinde, 2011).
For this reason, the organisation‘s culture and structure are important as it represents how the internal
environment functions (Popescu & Grigore, 2007). The organisations must adopt a collaborative or clan style of
culture to enhance collaborative intelligence and lay the way for an integrated organisation (Chang et al., 2010).
Similarly, decentralized organizational structures are the embodiment of decentralised decision-making and are
essential for responding to needs such as empowerment, flexibility, freedom and action (Miri, Rangriz &
Sabzikaran, 2011). Clugston et al. (2000) believe that the organisational structure of a retail bank should be flat
in order to remove barriers and create relationships both within the organisation and with customers. There are
strong evidence collected from the past studies claiming a relationship between internal people and employee
satisfaction. As discussed, it the supervisors and co-workers with whom the employee interacts, coordinate and
communicate, they are termed as internal people. According to Mitrega (2012) the employee should develop
strong internal relationships through inter-functional integration and collaboration with other employees while
delivering services to external customers. Employee satisfaction is increased when co-workers are friendly,
competent and supportive, as these employees serve as a source of support, comfort and advice to each other
(Parvin & Kabir, 2011). Similarly, the relationship with the employee‘s immediate supervisor/manager has been
determined as a major factor in an employee‘s level of satisfaction and loyalty to the organisation( Heish, 2012;
Kehinde, 2011).
7. Internal Marketing Mix and Employee satisfaction in service industry - a Literature Review
International Journal of Business Marketing and Management (IJBMM) Page 11
From an internal process perspective, consistent processes contribute to confidence levels as employees
understand exactly what is expected from them, allowing them to perform their jobs more effectively. Effective
and efficient processes allow employees to create value. Effective and efficient processes allow employees to
create value throughout all steps in the value chain. Internal customers will assess the service and service-
delivery process they receive from internal suppliers. If the service process is perceived to be consistent and
reliable, these internal customers will experience higher levels of satisfaction (Lovelock et al., 2009; Vella et al.,
2009; Kasper et al., 2006). Similarly, from an internal perspective, physical working conditions relate to factors
such as a comfortable working environment, ventilation, lighting, temperature, safety, better and cleaner office
space. These factors have a strong influence on the employees‘ feelings of physical comfort and safety within
their internal environment (Mansoor, et al., 2011). Changing or improving the physical environment of
employees is one of the most effective tools for changing individual behaviour, as it allows for improved
outcomes such as increased productivity and internal market-orientated behaviours (Martin & Martin, 2005).
III. Discussion And Conclusion
Internal marketing mix is consider to be a strategic tool that helps service organizations to deliver quality service
to the end customers and ultimately customer satisfaction through satisfied employees. The elements in internal
marketing mix enable management to maximize employee satisfaction through critically developing a
combination of factors as similar to 7 Ps of external marketing. The 7 Ps of internal marketing; product, price,
place, promotion, people process, and physical evidence are to be in place to incorporate customer orientation
among the employees. The studies have suggested the relationship between each element in the marketing mix
and employee satisfaction. All six factors except internal price are positively related with employee satisfaction
whereas; internal price factor has a negative impact on employee satisfaction that can lead to dissatisfaction. It
was indicated that the high internal price is not always negative as it can generates opportunities to gain bonuses
and career growth which could results in higher levels of satisfaction. The implementation of an internal
marketing mix focuses on treating employees with the same level of importance as customers in order to achieve
both the internal and external marketing objectives (Farzad et al., 2008). In this way employees feel cared for by
organisations, which results in increased levels of employee satisfaction and more positive attitudes towards
their work such as increased organisational commitment and loyalty (Sahi et al., 2013). Each of the internal
marketing mix elements contains factors which are very similar or are closely aligned to the predictors of
employee satisfaction. By implementing the internal marketing mix proposed in the study, each of these
employee satisfaction predictors would be addressed through a formal programme in that way contributing to
higher levels of employee satisfaction. As per studies, if the employee is satisfied then it has an impact on job
performance increases and employee retention which results in increased organizational effectiveness (Abdullah
et al., 2011).
8. Internal Marketing Mix and Employee satisfaction in service industry - a Literature Review
International Journal of Business Marketing and Management (IJBMM) Page 12
Reference
[1]. Abdullah, J., Djebarni, R. & Mellahi, K. (2011). Determinants of job satisfaction in the UAE: A case
study of the Dubai police . Personnel Review, 40(1):126-146.
[2]. Abzari, M., & Ghujali, T. (2011). Examining the impact of internal marketing on organizational
citizenship behavior. International Journal of Marketing Studies, 3(4), 95.
[3]. Ahmad, N., Iqbal, N., Javed, K., & Hamad, N. (2014). Impact of organizational commitment and
employee performance on the employee satisfaction. International Journal of Learning, Teaching and
Educational Research, 1, 84–92.
[4]. Ahmed, P. K., & Rafiq, M. (2003). Internal marketing issues and challenges. European Journal of
marketing, 37(9), 1177-1186.
[5]. Ahmed, P. K., Rafiq, M., & Saad, N. M. (2003). Internal marketing and the mediating role of
organisational competencies. European Journal of Marketing, 37(9), 1221-1241.
[6]. Al-Hawary, S. I., Al-Qudah, K.A.M., Abutayeh P.M., Abutayeh, S.M. & Al-Zyadat, D.Y. (2013).
Impact of internal marketing on employee‘s job satisfaction of commercial banks in Jordan.
Interdisciplinary Journal of Contemporary Research in Business, 4(9):811-826.
[7]. Ali, N. (2012). An exploratory study into the implementation of internal marketing in small insurance
brokers in the United Kingdom. Journal of Financial Services Marketing, 17(3), 242-254.
[8]. Ariani, D. W. (2015). Relationship with supervisor and co-workers, psychological condition and
employee engagement in the workplace. Journal of Business and Management, 4(3), 34-47.
[9]. Aydogdu, S., & Asikgil, B. (2011). An empirical study of the relationship among job satisfaction,
organizational commitment and turnover intent. International Review of Management and Marketing,
1, 43–53.
[10]. Azeem, S. M. (2010). Job satisfaction and organizational commitment among employees in the
sultanate of Oman. Psychology, 1, 295–299.
[11]. Baird, M., & Williamson, S. (2011). Women, work and industrial relations in 2010. Journal of
Industrial Relations, 53(3), 337-352.
[12]. Baldauf, A., Cravens, K. S., Diamantopoulos, A., & Zeugner-Roth, K. P. (2009). The impact of
product-country image and marketing efforts on retailer-perceived brand equity: an empirical analysis.
Journal of Retailing, 85(4), 437-452.
[13]. Banerji, A. & Dutta,B. (2009). Local network externalities and market segmentation. International
Journal of Industrial Organisation, 27(5):605-614.
[14]. Barnes, B. R., Fox, M. T., & Morris, D. S. (2004). Exploring the linkage between internal marketing,
relationship marketing and service quality: a case study of a consulting organization. Total Quality
Management & Business Excellence, 15(5-6), 593-601.
[15]. Berry, L. L. (1991). a. Parasuraman (1991). Marketing services: Competing through quality.
[16]. Berry, L.L. (1981), ―The employee as a customer‖, Journal of Retail Banking, Vol 3, No. 1, pp. 33-40.
[17]. Bowers, M. R., & Martin, C. L. (2007). Trading places redux: employees as customers, customers as
employees. Journal of Services Marketing, 21(2), 88-98.
[18]. Burmann, C., & Zeplin, S. (2005). Building brand commitment: A behavioural approach to internal
brand management. Journal of brand management, 12(4), 279-300.
[19]. Business and Institutional Furniture Manufacturer‘s Association (BIFMA) (2018), ―About BIFMA‖,
available at: www.bifma.org (accessed 17 April 2010)
[20]. Chang, C. (2010). Software development process design by using an integrated design for lean Six
Sigma approach. Department of Business Administration, Minghsin University of Science of
Technology:1-22.
[21]. Chang, C.P. & Chang, W.C. (2008). Internal marketing practices and employees‘ turnover intentions in
Tourism and Leisure Hotels. The Journal of Human Resource and Adult Learning, 4(2):161-172.
[22]. Chen, T.Y., P.L. Chang, and C.W. Yeh, (2004), 'A StudyBof Career Development Programs, Job
Satisfaction and the Turnover Intentions of R&D Personnel', Career Development International, 9(4-5),
pp. 424-37.
Burke, R.J., Z. Burgess, and B. Fallon, (2006), 'Organisational Practices Supporting Women and Their
Satisfaction and Well-being', Women in Management Review, 21 (5), pp. 416-25.
[23]. Cheney, G., & Christensen, L. T. (2001). Organizational identity: Linkages between internal and
external communication. The new handbook of organizational communication: Advances in theory,
research, and methods, 231-269.
[24]. Chih, W.-H. W., Yang, F.-H., & Chang, C.-K. (2012). The study of the antecedents and outcomes of
attitude toward organizational change. Public Personnel Management, 41, 597–617.
9. Internal Marketing Mix and Employee satisfaction in service industry - a Literature Review
International Journal of Business Marketing and Management (IJBMM) Page 13
[25]. Cho, E., Sloane, D. M., Kim, E. Y., Kim, S., Choi, M., Yoo, I. Y., ... & Aiken, L. H. (2015). Effects of
nurse staffing, work environments, and education on patient mortality: an observational study.
International journal of nursing studies, 52(2), 535-542.
[26]. Christen, M., Iyer, G., & Soberman, D. (2006). Job satisfaction, job performance, and effort: A
reexamination using agency theory. Journal of Marketing, 70, 137–150.
[27]. Clugston, M., Howell, J.P., & Dorfman, P.W. 2000. ―Does cultural socialization predict multiple bases
and foci of commitment?‖ Journal of Management, 26(1): 5 – 30
[28]. Conradie, E. S., Roberts-Lombard, M., & Klopper, H. B. (2012). TO P OR NOT TO P: AN
INTERNAL MARKETING AND BRANDING PERSPECTIVE IN A SERVICE ENVIRONMENT.
READINGS BOOK, 146.
[29]. Constantinides, E. (2006). The marketing mix revisited: Towards the 21st century marketing. Journal
of Marketing Management, 22 (3/4):407-438.
[30]. Cranny, C. J., Smith, P. C., & Stone, E. (1992). Job satisfaction: How people feel about their jobs.
[31]. Culiberg, B., & Rojšek, I. (2010). Identifying service quality dimensions as antecedents to customer
satisfaction in retail banking. Economic and business review, 12(3), 151-166.
[32]. Danish, R. Q., & Usman, A. (2010). Impact of reward and recognition on job satisfaction and
motivation: An empirical study from Pakistan. International journal of business and management, 5(2),
159.
[33]. Dilruba, S.S. (2016). Job Satisfaction and Job Stress among Bank Employees in Rajshahi City: A Field
Study. The International Journal of Indian Psychology, 3(5), 19-25
[34]. Done, I. & Domazet, I. (2012). Improving the quality of human resources by implementation of
internal marketing. Available from: http://mpra.ub.unimuenchen.de/35363/1/
Chapter_3_draft_Improving_the_Quality_of_Human_Resources_by_Implementation_of_Internal_Mar
keting.pdf.
[35]. Essiam, J.O., Mensah, M.E., and Gyamfi, L.K. (2015). Influence of Job Stress on Job Satisfaction
among University Staff. International Journal of Economics, Commerce and Management United
Kingdom, 3(2), 1-15.
[36]. Faragher, E. B., Cass, M., & Cooper, C. L. (2005). The relationship between job satisfaction and
health: A metaanalysis. Occupational and Environmental Medicine, 62, 105–112.
[37]. Farzad, A., Nahavandi, N. & Caruana, A. (2008). The effect of internal marketing on organisational
commitment in Iranian banks. American journal of applied sciences, 11(5):1480-1486.
[38]. Ferreira Vasconcelos, A. (2008). Broadening even more the internal marketing concept. European
Journal of Marketing, 42(11/12), 1246-1264.
[39]. Ferrel, O.C. & Hartline, M.D. (2008). Marketing strategy. 4th ed. Mason, Ohio: Thomson South-
Western.
[40]. Frontczak, M., Schiavon, S., Goins, J., Arens, E., Zhang, H., & Wargocki, P. (2012). Quantitative
relationships between occupant satisfaction and satisfaction aspects of indoor environmental quality
and building design. Indoor air, 22(2), 119-131.
[41]. Galpin, T. J. (1997). Theory in action: Making strategy work. Journal of Business Strategy, 18(1), 12-
15.
[42]. Gilmore, A., & Carson, D. (1995). Managing and marketing to internal customers. Understanding
Services Management, 295-321.
[43]. Gomes, D. R. (2009). Organizational change and job satisfaction: The mediating role of organizational
commitment. Exedra, 1, 177–195.
[44]. Gounaris, S. P. (2006). Internal-market orientation and its measurement. Journal of business research,
59(4), 432-448.
[45]. Gounaris, S., & Stathakopoulos, V. (2004). Antecedents and consequences of brand loyalty: An
empirical study. Journal of brand Management, 11(4), 283-306.
[46]. Grönroos, C. (1981). Internal marketing–an integral part of marketing theory. Marketing of services,
236, 238.
[47]. Gu, Z. & Siu, R.C.S. (2009). Drivers of job satisfaction as related to work performance in Macao
casino hotels. International Journal of Contemporary Hospitality Management, 21(5):561:578.
[48]. Gummesson, E., & Mele, C. (2010). Marketing as value co-creation through network interaction and
resource integration. Journal of Business Market Management, 4(4), 181-198.
[49]. Gunlu, E., Aksarayli, M., & Perçin, N. S. (2010). Job satisfaction and organizational commitment of
hotel managers in Turkey. International Journal of Contemporary Hospitality Management, 22, 693–
717.
10. Internal Marketing Mix and Employee satisfaction in service industry - a Literature Review
International Journal of Business Marketing and Management (IJBMM) Page 14
[50]. Halepota, J. A., & Shah, N. (2011). An empirical investigation of organisational antecedents on
employee job satisfaction in a developing country. Transforming Government: People, Process and
Policy, 5(3), 280-294.
[51]. Hasgall, A. & Shoham, S. (2008). Knowledge processes: from managing people to managing
processes. Journal of Knowledge Management, 12(1):52.
[52]. Heish, H.L. (2012). Building employees‘ organisational commitment with LMX: the mediating role of
supervisor support. Global Journal of Engineering Education, 14(3):250- 255.
[53]. Holder, M., & Berndt, A. (2011). The effect of changes in servicescape and service quality perceptions
in a maternity unit. International journal of health care quality assurance, 24(5), 389-405.
[54]. Holtzman, Y. (2011). Business process improvement and the tax department. Journal of Management
Development, 30(1):49-60.
[55]. Huang, Y. T., & Rundle-Thiele, S. (2015). A holistic management tool for measuring internal
marketing activities. Journal of Services Marketing, 29(6/7), 571-584.
[56]. Intelligence on School Teacher‘s Job satisfaction‖, Educational Management Administration &
Leadership, 38, 59–70.
[57]. Isfahani, A. N., Yarali, M., & Kazemi, A. (2012). Analyzing the Influence of Internal Marketing on
Employee Happiness Case study: Nilou Tile Company, Isfahan. International Journal of Academic
Research in Business and Social Sciences, 2(9), 167.
[58]. Issa, D. A. M., Ahmad, F., & Gelaidan, H. M. (2013). Job satisfaction and turnover intention based on
sales person standpoint. Middle East Journal of Scientific Research, 14, 525–531
[59]. Javadein, S. S., Rayej, H., Estiri, M., & Ghorbani, H. (2011). The role of internal marketing in creation
of sustainable competitive advantages. Trends in Applied Sciences Research, 6(4), 364-374.
[60]. Jawahar, I. M. (2006). An investigation of potential consequences of satisfaction with appraisal
feedback. Journal of Leadership & Organizational Studies, 13(2), 14-28.
[61]. Jou, J. Y., Chou, C. K., & Fu, F. L. (2008). Development of an instrument to measure internal
marketing concept. Journal of applied Management and Entrepreneurship, 13(3), 66.
[62]. Kasper, H., van Helsdingen, P. & Gabbott, M. (2006). Services marketing management: A strategic
perspective. 2nd ed. Chichester: John Wiley & Sons.
[63]. Kazlauskaite, R., Buciuniene, I., & Turauskas, L. (2011). Organisational and psychological
empowerment in the HRM-performance linkage. Employee Relations, 34(2), 138-158.
[64]. Kehinde, A.O. (2011). The impact of job satisfaction on absenteeism: A correlative study. European
Journal of Humanities and Social Sciences, 1(1):25-49.
[65]. Keller, S.B., Lynch, D.F., Ellinger, A.E., Ozment, J. and Calantone, R. (2006), ―The impact of internal
marketing efforts in distribution service operations‖, Journal of Business Logistics, Vol. 27 No. 1, pp.
109-37.
[66]. Kim, T. Y., & Kim, M. (2013). Leaders‘ moral competence and employee outcomes: The effects of
psychological empowerment and person–supervisor fit. Journal of Business Ethics, 112(1), 155-166.
[67]. King, C., So, K. K. F., & Grace, D. (2013). The influence of service brand orientation on hotel
employees‘ attitude and behaviors in China. International Journal of Hospitality Management, 34, 172-
180.
[68]. Kotler, P., Kartajaya, H., & Setiawan, I. (2010). Marketing 3.0: From products to customers to the
human spirit. John Wiley & Sons.
[69]. Kotler, P., Keller, K. L., Koshy, A., & Jha, M. (2006). Defining Marketing for the 21st century. Kotler,
Philip and Kevin Lane. Marketing Management 12e. New Jersey: Prentice Hall, 3-31.
[70]. Kwat, N. (2018). International Comparison of India’s Services Sector (With Statistics). Retrieved May
2019, from Economics Discussion: http://www.economicsdiscussion.net/india/service-
sector/international-comparison-of-indias-services-sector-with-statistics/19207
[71]. Lambert, E. G., Hogan, N. L., & Barton, S. M. (2001). The impact of job satisfaction on turnover
intent: A test of a structural measurement model using a national sample of workers. The Social
Science Journal, 38, 233–250.
[72]. Lovelock, C.H., Wirtz, J. and Chew, P. (2009), Essentials of Services Marketing, Prentice-Hall,
Singapore.
[73]. Loveman, G. W. 1998. Employee satisfaction, customer loyalty, and financial performance: An
empirical examination of the service profit chain in retail banking. Journal of Service Research, 1 (1),
18–31.
[74]. Lu, Q., & Wood, L. (2006). The refinement of design for manufacture: inclusion of process design.
International Journal of Operations & Production Management, 26(10), 1123-1145.
[75]. Mahdi, A. F., Zin, M. Z. M., Nor, M. R. M., Sakat, A. A., & Naim, A. S. A. (2012). The relationship
between job satisfaction and turnover intention. American Journal of Applied Sciences, 9, 1518–1526.
11. Internal Marketing Mix and Employee satisfaction in service industry - a Literature Review
International Journal of Business Marketing and Management (IJBMM) Page 15
[76]. Mansoor, M., Fida, S., Nasir, S. & Ahmad, Z. (2011). The Impact of job stress on employee job
satisfaction: A study on telecommunication sector of Pakistan. Journal of Business Studies Quarterly,
2(3):50-56.
[77]. Martin, B.A. & Martin, J.H. (2005). Building a market orientated organisational environment: an
implementation framework for small organisations. American Journal of Business, 20(2):45-58.
[78]. McMillan, M. S., & Rodrik, D. (2011). Globalization, structural change and productivity growth (No.
w17143). National Bureau of Economic Research.
[79]. Miri, A., Rangriz, H., & Sabzikaran, E. (2011). The relationship between organizational structure and
employees‘ empowerment in National Iranian Oil Products Distribution Company. Kuwait Chapter of
Arabian Journal of Business and Management Review, 33(831), 1-18.
[80]. Mitrega, M. (2012). Network partner knowledge and internal relationships influencing customer
relationship quality and company performance. Journal of Business & Industrial Marketing, 27(6):486-
496.
[81]. Niehaves, B. & Plattfaut, R. (2011). Collaborative business process management: Status quo and quo
vadis. Business Process Management, 17(3):1-16.
[82]. Norizan, I. (2012). Organizational commitment and job satisfaction among staff of higher learning
education institutions in Kelantan (Doctoral dissertation, Universiti Utara Malaysia).
[83]. Obasan Kehinde, A. (2011). Impact of job satisfaction on absenteeism: A correlative study. European
Journal of Humanities and Social Sciences, 1, 25–49.
[84]. Oshagbemi, T. (2000). Gender differences in the job satisfaction of university teachers. Women in
management review, 15(7), 331-343.
[85]. Pantouvakis, A. (2011). Internal service quality and job satisfaction synergies for performance
improvement: Some evidence from a B2B environment. Journal of Targeting, Measurement and
Analysis for Marketing 19(1):11–22.
[86]. Pantouvakis, A. (2012). Internal marketing and the moderating role of employees: An exploratory
study. Total Quality Management & Business Excellence, 23(2), 177-195.
[87]. Papasolomou, I. (2006). Can internal marketing be implemented within bureaucratic organisations?
Internal Journal of Bank Marketing, 24(3):194:212.
[88]. Parvin, M. M., & Kabir, M. N. (2011). Factors affecting employee job satisfaction of pharmaceutical
sector. Australian journal of business and management research, 1(9), 113.
[89]. Peltier, J., Dahl, A., & Mulhern, F. (2009). The relationship between employee satisfaction and hospital
patient experiences. In Forum: For People Performance Management and Measurement.
[90]. Piercy, N., & Morgan, N. (1991). Internal marketing—The missing half of the marketing programme.
Long range planning, 24(2), 82-93.
[91]. Pitt, M. & Bennett, J. (2008). Workforce ownership of space in a space sharing environment. Journal of
Facilities Management, 6(4):290-302.
[92]. Popescu, A. & Grigore, L. (2007). The relationship between organisational culture and employees
satisfaction. International Conference on Business Excellence:173-177.
[93]. Pushpakumari, M. D. (2008). The impact of job satisfaction on job performance: An empirical analysis.
City Forum, 9, 89–105.
[94]. Rafiq, M., & Ahmed, P. K. (2000). Advances in the internal marketing concept: definition, synthesis
and extension. Journal of services marketing, 14(6), 449-462.
[95]. Rahman, K. U., Akhter, W., & Khan, S. U. (2017). Factors affecting employee job satisfaction: A
comparative study of conventional and Islamic insurance. Cogent Business & Management, 4(1),
1273082.
[96]. Raziq, A., & Maulabakhsh, R. (2015). Impact of working environment on job satisfaction. Procedia
Economics and Finance, 23, 717-725.
[97]. Ru Hsu, Y. (2011). Work-family conflict and job satisfaction in stressful working environments: The
moderating roles of perceived supervisor support and internal locus of control. International journal of
manpower, 32(2), 233-248.
[98]. Rucci, A. J., Kirn, S. P., & Quinn, R. T. (1998). The employee-customer-profit chain at Sears. Harvard
Business Review, 76, 82-98.
[99]. Sahi, G.K.; Lonial, S.; Gupta, M. & Seli, N. (2013). Revisiting internal market orientation: a note.
Journal of Services Marketing, 27(5):385-403.
[100]. Sarwar, S., & Abugre, J. (2013). The influence of rewards and job satisfaction on employees in the
service industry. The Business & Management Review, 3(2), 22.
[101]. Shekary, G. A., Moghadam, S. K., Adaryany, N. R., & Moghadam, I. H. (2012). The impact of internal
marketing on organizational commitment in banking industry through structural equation modeling.
Interdisciplinary journal of contemporary research in business, 3(9), 18-28.
12. Internal Marketing Mix and Employee satisfaction in service industry - a Literature Review
International Journal of Business Marketing and Management (IJBMM) Page 16
[102]. Shuck, B., Reio Jr, T. G., & Rocco, T. S. (2011). Employee engagement: An examination of antecedent
and outcome variables. Human resource development international, 14(4), 427-445.
[103]. Simberova, I. (2009). Corporate culture as a barrier or market orientation implementation. Economics
and Management, 14:513-521.
[104]. Sirenne, M. (2013). Creating Customer Focused Service Descriptions.
[105]. Spagnoli, P., Caetano, A., & Santos, S. C. (2012). Satisfaction with job aspects: Do patterns change
over time?. Journal of business research, 65(5), 609-616.
[106]. Spinelli, M. A., & Canavos, G. C. (2000). Investigating the Relationhip between Employee Satisfaction
and Guest Satisfaction. Cornell Hotel and Restaurant Administration Quarterly, 41(6), 29-33.
[107]. Tansuhaj, P., Randall, D., & McCullough, J. (1988). A services marketing management model:
integrating internal and external marketing functions. Journal of services marketing, 2(1), 31-38.
[108]. Thayer, J. F., Verkuil, B., Brosschotj, J. F., Kevin, K., West, A., Sterling, C., ... & Marques, A. H.
(2010). Effects of the physical work environment on physiological measures of stress. European
Journal of Cardiovascular Prevention & Rehabilitation, 17(4), 431-439.
[109]. Thirulogasundaram, V. P., & Sahu, P. C. (2014). Job satisfaction and absenteeism interface in
Corporate Sector-A study. Journal of Humanities and Social Science (IOSR-JHSS), 19, 64– 68.
[110]. Top, M., Akdere, M., & Tarcan, M. (2015). Examining transformational leadership, job satisfaction,
organizational commitment, organizational trust in Turkish Hospitals: Public servants versus private
sector employees. The International Journal of Human Resource Management, 26, 1259–1282
[111]. Tortosa-Edo, V., López-Navarro, M. A., Llorens-Monzonís, J., & Rodríguez-Artola, R. M. (2014). The
antecedent role of personal environmental values in the relationships among trust in companies,
information processing and risk perception. Journal of Risk Research, 17(8), 1019-1035.
[112]. Trivellas, P. & Dargenidou, D. (2009). Organisational culture, job satisfaction and higher education
service quality: The case of Technological Educational Institute of Larissa. The TQM Journal,
21(4):382-399.
[113]. Turkyilmaz, A., Akman, G., Ozkan, C., & Pastuszak, Z. (2011). Empirical study of public sector
employee loyalty and satisfaction. Industrial Management & Data Systems, 111(5), 675-696.
[114]. Van Dyk, J., Coetzee, M., & Takawira, N. (2013). Satisfaction with retention factors as predictors of
the job embeddedness of medical and information technology services staff. Southern African Business
Review, 17(1), 57-75.
[115]. Vella, P.J., Gountas, J. & Walker, R. (2009). Employee perspectives of service quality in the
Supermarket sector. Journal of Services Marketing, 23(6):407-411.
[116]. Wong, C.S., Wong, P.M. &Peng, K.Z. (2010), ―Effect of Middle level leader and Teacher Emotional
[117]. Yousef, D. A. (2000). Organizational commitment and job satisfaction as predictors of attitudes toward
organizational change in a non-western setting. Personnel Review, 29, 567–592.
[118]. Yücel, I. (2012). Examining the relationships among job satisfaction, organizational commitment, and
turnover intention: An empirical study. International Journal of Business and Management, 7, 44–58.
[119]. Zampetakis, L.A. & Moustakis, V. (2007). Fostering corporate entrepreneurship through internal
marketing. Journal of Innovation Management, 10(4):413-433.
[120]. Zeithaml, V. A., Bitner, M. J., Gremler, D. D., & Pandit, A. (2006). Services marketing: Integrating
customer focus across the firm.
************