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Internal Relationship Marketing

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University of Adelaide
BusinessEducation
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Internal marketing Fri 7 Sep 07
[object Object],[object Object],M 15+
Internal marketing (IM) ,[object Object]
History ,[object Object],Total Quality Control Logistics Customer Service Customer Perceived Quality Third Phase 1980s 1990s 1993
History ,[object Object],[object Object],[object Object],2. Treat employees as internal customers (originally tested in Japan). Leads to treating as internal products. IM 2 school of thoughts
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ā€œ False Startā€ ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
IM Lessons ,[object Object],[object Object]
ā€œ New Startā€ ,[object Object],[object Object],[object Object],[object Object]
ā€œ New Startā€ ā€“ cont. ,[object Object],[object Object],[object Object],[object Object]
ā€œ New Startā€ ā€“ cont. Agents for change Critical change workshop Groupies Critical service issues Diagnostic process
Relationship-building characteristics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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Reflection ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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Result ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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But wait, thereā€™s more... ,[object Object],[object Object],[object Object]
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What about the other 60%? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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Internal networking ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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Energising, code breaking & border crossing ,[object Object],[object Object],[object Object],[object Object]
Energising, code breaking & border crossing ā€“ cont. ,[object Object],[object Object],[object Object],[object Object]
Branches work together Identify problems & implement key solutions 60-80 hrs, voluntary effort Diagnostic review process Approach resistant managers Staff Knowledge Internal processes changed to serve customers first Goals & values Technical domain Structural domain Pyscho-social domain ANZ
ā€œ Evolutionaryā€ ,[object Object],[object Object],[object Object],[object Object],[object Object]
Internal relationship in play - proof of border crossing ,[object Object],[object Object],[object Object],[object Object],[object Object]
Overcoming boundaries Systems theory Boundaries Dynamics Hierarchy Potential hostile environment
Path finding & routinising ,[object Object],[object Object],[object Object],[object Object]
ANZā€™s cyclical strategy Market research inputs Diagnostic work Review of training needs Implementing recommendations
Key to internal networking ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Overall ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Overall ,[object Object],[object Object],[object Object],[object Object]
Reference ,[object Object]
Reference for images ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Internal Relationship Marketing

  • 2.
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  • 7.
  • 8.
  • 9.
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  • 11. ā€œ New Startā€ ā€“ cont. Agents for change Critical change workshop Groupies Critical service issues Diagnostic process
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  • 22.
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  • 24.
  • 25.
  • 26. Branches work together Identify problems & implement key solutions 60-80 hrs, voluntary effort Diagnostic review process Approach resistant managers Staff Knowledge Internal processes changed to serve customers first Goals & values Technical domain Structural domain Pyscho-social domain ANZ
  • 27.
  • 28.
  • 29. Overcoming boundaries Systems theory Boundaries Dynamics Hierarchy Potential hostile environment
  • 30.
  • 31. ANZā€™s cyclical strategy Market research inputs Diagnostic work Review of training needs Implementing recommendations
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  • 36.