Internal and External Marketing: Effects on Consumer Satisfaction in Banks in Thailand

Tansuhaj, Patriya; Wong, John K.; McCullough, Jim

doi:10.1108/eb010812

Cited by 72 publications

(51 citation statements)

References 3 publications

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“…Consequently, they conclude that by augmenting internal product offerings (jobs) with such things as flexible working hours, salaries and other benefits, managers can facilitate internal exchange. This is supported by Tansuhaj, Wong and McCullough (1987), who suggest that important job attributes include incentives, salaries and bonuses. Huseman and Hatfield (1990) suggest that less tangible, social, benefits are also important in the internal exchange.…”

Section: Responsiveness To the Internal Marketmentioning

confidence: 60%

Measuring Internal Market Orientation

Lings

Greenley

2005

Journal of Service Research

313

415

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Section: Responsiveness To the Internal Marketmentioning

confidence: 60%

Measuring Internal Market Orientation

Lings

Greenley

2005

Journal of Service Research

313

415

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show abstract

“…More specifically, there is a lack of empirically grounded agreement to support the assumptions that IM practices as a means of satisfying and motivating employees' (Sasser & Arbeit, 1976;Berry & Parasuraman, 1991), or as methods for management of change and strategic implementation (Tansuhaj et al, 1987;Darling and Taylor, 1989), will motivate employees to engage in the adoption of a market-oriented strategy and to perform their jobs in a market-oriented manner (Awwad & Agti, 2011;Harris, 1998;Martin et al, 1998;Kelley, 1992;Gummesson, 1991). Moreover, a review of the literature indicates that there is a dearth of studies that investigated theand others (Gounaris, 2006;Lings & Greenley, 2005;Berry & Parasuraman, 1991) view IM as a means of satisfying employees through organisational commitment to produce value for the employees.…”

Section: Introductionmentioning

confidence: 99%

Internal Marketing Activities in Higher Education

Altarifi¹

2014

IJBM

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The aim of this paper is to develop valid measurements to investigate the concept of 'Internal Marketing' (IM) in higher education institutions (HE). The study confirms that IM in HE can be measured using SIX multi-item components of: Employee Development, Internal Market Research, Internal Communications, Performance Incentives, Management Support and Vision about Excellent Service. The effect of IM on job satisfaction, organizational commitment and student satisfaction was also tested using Smart PLS. However, the findings indicate that although IM has a significant effect on job satisfaction and organizational commitment, its effect is not substantial, which means that there are other drivers of job satisfaction and organizational commitment. Therefore, future research is encouraged to identify those drivers. Moreover, the effect of job satisfaction and organizational commitment on student satisfaction is not substantial, which means that although these two variables are necessary, they are not sufficient conditions to ensure student satisfaction.

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“…Various researchers argue that especially the financial service sector has a strong focus on building lasting relationships with customers (Barnes, 1997;Greene et al, 1994;Kelemen and Papasolomou, 2007;Tansuhaj et al, 1987). It was therefore decided to focus on this important service industry.…”

Section: Principles Of Service-dominant Logic (S-d Logic)mentioning

confidence: 99%

Understanding satisfying service encounters in retail banking - a dyadic perspective

Kania¹,

Gruber

2013

IJSEM

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Abstract:The aim of this study is to expand understanding of satisfying service encounters. In particular, this research study will investigate both parties of the service encounter (customers and frontline employees). A dyadic approach will help to identify whether customer expectations differ from what contact employees believe customers desire from the service encounter. Insights will then lead to a greater understanding of the service encounter as revealed discrepancies in perceptions will not only increase employees' and management awareness, but also provide implications for training and recruitment of employees. An exploratory research study using the well-established laddering interviewing technique was regarded as appropriate as it allows researchers to gain a deeper insight into the research subject. In total, in-depth laddering interviews with 40 respondents (20 customers and 20 frontline employees) were conducted.The findings of this study suggest that customers and employees identified several similar concepts as being important for a successful service encounter such as friendliness, competence, responsiveness, honesty, and communication skills.

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Internal and External Marketing: Effects on Consumer Satisfaction in Banks in Thailand

Cited by 72 publications

References 3 publications

Measuring Internal Market Orientation

Measuring Internal Market Orientation

Internal Marketing Activities in Higher Education

Understanding satisfying service encounters in retail banking - a dyadic perspective

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