Internal Customers and Internal Suppliers

Hauser, John R.; Simester, Duncan; Wernerfelt, Birger

doi:10.2307/3152124

Cited by 77 publications

(73 citation statements)

References 15 publications

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“…In the context of a firm, the term of human capital comprises the skills, abilities, knowledge, and experience of people employed within the company (Becker 1964;Hitt et al 2001). Human resource studies have found that various types (e.g., general employees´ and top executives´ human capital) of human capital are important for increasing company profitability (Benson, Finegold and Mohrman 2004;Hauser and Simester 1996). Thus, we refer to a company's human…”

Section: Can Customer Satisfaction Impact Future Human Capital Performentioning

confidence: 99%

Neglected Outcomes of Customer Satisfaction

Luo

Homburg

2007

Journal of Marketing

364

222

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Weitere Arbeitspapiere finden Sie auf unserer Internet-Seite: www.imu-mannheim.de Homburg / Luo Neglected Outcomes of Customer Satisfaction AbstractAlthough there is significant evidence that customer satisfaction is an important driver of firm profitability, extant literature has largely neglected two intermediate outcomes of customer satisfaction -a firm's advertising and promotion efficiency and its human capital performance. Based on longitudinal analyses of large-scale secondary data from multiple sources, the authors find that customer satisfaction boosts the efficiency of future advertising and promotion investments. This finding can be explained by the possibility that customer satisfaction generates free word-of-mouth advertising and saves subsequent marketing costs. In addition, customer satisfaction has a positive influence on a company's excellence in human capital (employee talent and manager superiority). This finding is highly novel, indicating that human resources managers should have a strong interest in customer satisfaction as well. Finally, the moderating influence of market concentration on both relationships is investigated.The uncovered results have important implications for marketers in their dialogue with financial executives and human resources managers.

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Section: Can Customer Satisfaction Impact Future Human Capital Performentioning

confidence: 99%

Neglected Outcomes of Customer Satisfaction

Luo

Homburg

2007

Journal of Marketing

364

222

View full text Add to dashboard Cite

show abstract

“…Internal Job Product 1-basic (IJProd1): Derived from Ballantyne 1997; Finn et al 1996;Foreman and Money 1995;Greene, Walls, and Schrest 1994;Lings and Brooks 1998;Piercy and Morgan 1991;Rafiq and Ahmed 1993;Singh 2000;and Tansuhaj, Randall, and McCullough 1991, 7-item Internal Price 1-proactive effort (IPrice1): Derived from Ballantyne 1997; Hartline and Ferrell 1996;Hartline, Maxham, and McKee 2000;Hauser, Simester, and Wernerfelt 1996;Kennedy, Lassk, and Goolsby 2002;Pitt and Foreman 1999;Singh 2000;and Tansuhaj, Randall, and McCullough 1991, 7-item a One-factor model 2 (df) b Two-1-factor model 2 (df) c 2 difference (df) Note: All 2 1 differences are > 3.84, and are statistically significant (Anderson and Gerbing 1988, p. 416 Correlation coefficients of 0.13 or greater are significant at the p < 0.05 level. Correlation coefficients of 0.16 or greater are significant at the p < 0.01 level.…”

Section: Appendix a Measurement Reliability Confirmatory Factor Analmentioning

confidence: 99%

The Impact of Internal Marketing Efforts in Distribution Service Operations

Keller

Lynch

Ellinger

et al. 2006

J of Business Logistics

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Marketing efforts can offer firms a greater competitive advantage by overtly stimulating the impact of frontline logistics employees on customer value creation. In such a situation, internal marketing becomes the strategy of choice in both service and product support contexts. A broad marketing mix framework is introduced shifting the traditional application from marketing products to marketing the workplace to logistics distribution employees. Research findings support a multidimensional operationalization of internal marketing. Holistic tests indicate that internal marketing on an interpersonal level is associated with satisfied and higher performing distribution center employees and increased interdepartmental customer orientation.

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“…(Measures based on Ballantyne, 1997;Hartline and Ferrell, 1996;Hartline, Maxham, and McKee, 2000;Hauser, Simester, and Wernerfelt, 1996;Kennedy, Lassk, and Goolsby, 2002;Pitt and Foreman, 1999;Singh, 2000;and Tansuhaj, Randall, and McCullough, 1991).…”

Section: Conceptualization and Measurement Of Internal Marketing-oriementioning

confidence: 99%

Discovering the power of emotional intelligence and organizational identification in creating internal market-oriented supervision

Keller

Kimball

Brown

et al. 2017

JTM

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Employees are better equipped to provide exceptional service when they are appropriately provided for and understand the company's value proposition (Berry and Parasuraman, 1991). Internal marketorientation (IMO) pertains to a specific workplace environment that fosters employees who are trained and believe in the value offered by the company. Such support and development translates into higher quality service employees interacting with customers and their products (Lings, 2004). Linkages between IMO, emotional intelligence (EI) and organizational identification (OI) are evaluated within a supply chain and logistics context. Results indicate the direct influence of OI on IMO, and a supervisor's ability to help employees manage emotions mediates the relationship between the ability of a supervisor to self-manage emotions and his or her propensity to create an internal market-orientation. An internal market-orientation is beneficial to the customer experience, and ultimately benefits the firm.

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Internal Customers and Internal Suppliers

Cited by 77 publications

References 15 publications

Neglected Outcomes of Customer Satisfaction

Neglected Outcomes of Customer Satisfaction

The Impact of Internal Marketing Efforts in Distribution Service Operations

Discovering the power of emotional intelligence and organizational identification in creating internal market-oriented supervision

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