Marketing Strategy and Competitive Positioning pdf ebook
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hooley graham et al marketing strategy and competitive posit
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Figure 16.2
Customer satisfaction in the internal market and external market High High Low Low Synergy Coercion Alienation Internal euphoria External customer satisfaction Int ernal cust omer satisfaction 464 CHAPTER 16 STRATEGY IMPLEMENTATION AND INTERNAL MARKETING 16.3.2 Internal marketing as internal communications As well as customer care training and a focus on service quality, internal marketing may also be seen as internal communications. In fact, the largest growth in this area has been investment by companies in broader internal communications programmes of various kinds – where ‘commu- nications’ is understood as providing employees with information and delivering messages that support the business strategy. The goal of internal communications normally is to build both understanding and commitment. Often, these activities tend to be a responsibility of the human resource department. One industry study (Pounsford, 1994) suggested that managers saw the role of internal communications in the terms (and with the advantages) shown in Table 16.1. The manifestations of this form of internal marketing include company newsletters, employee conferences and training, video-conferencing, satellite TV transmissions, inter- active video, corporate social media platforms, email and so on. Increasingly, creating dialogue within an organisation and encouraging employee involvement can involve approaches such as Web-based internal blogs (Hathi, 2007). These delivery mechanisms are important, but are in danger of obscuring an important point: instructing and informing people about strategic developments is not the same as winning their real involvement and participation. Real communication is a two-way process – listening as well as informing. This may be why internal communications appear ineffective in some companies. There is a risk that internal communications programmes become about telling and persuading, not listening. This may be said to be internal selling not internal marketing. Indeed, large companies such as Microsoft and Germany’s SAP have an organisational role for a ‘chief storyteller’ to promote storytelling as internal communication related to management, innovation and change to staff and investors, although some commentators are sceptical about their value (Hill, 2014). Perceived role Illustrative comments Team building Educate employees about breadth and diversity of the organisation Assist cooperation between divisions Damage control Prevent managers getting communications wrong Suppress bad news Counter pessimism Morale builders Build confidence Increase motivation Involvement Represent employee opinions upwards Create channel to share problems/values Increase people recognition Change management Increase understanding of the need for change Test new ideas Help people relate to rapidly changing environment Goal setting Help steer organisation in a coordinated direction Provide focus on corporate goals Generate support for policies Download 6.59 Mb. Do'stlaringiz bilan baham: 
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