Linking internal marketing with customer outcomes

Boukis, Achilleas; Kaminakis, Kostas; Siampos, Anastasios; Kostopoulos, Ioannis

doi:10.1108/mip-02-2014-0024

Cited by 21 publications

(25 citation statements)

References 110 publications

(176 reference statements)

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“…The study revealed a statistically significant impact of the internal marketing dimensions on job satisfaction and performance. On the other hand, the findings of another study Boukis et al (2015) revealed a positive correlation between internal marketing with customer outcomes. Abbas and Riaz (2018)found out that upon implementing an internal marketing policy, banks could increase the employees' motivation and their job stability and in turn could lead to delivering highquality services that satisfy customers when banks apply internal marketing.…”

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confidence: 88%

“…Moreover, the incentive system is a crucial component of the organization's policies as well as Tsai (2014). Another integral part of the internal marketing philosophy is training being one of the administrative activities that aims at increasing the productivity of employees and providing them with specialized professional knowledge that could support them in performing the roles and duties attached to their positions within the organization itself as mentioned by Boukis, Kaminakis, Siampos, and Kostopoulos (2015). Training also plays a vital role in honing the skills of the staff by bridging their weaknesses and gaps.…”

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Pillars of internal marketing and their impact on staff performance

AL-Ghaswyneh¹

2018

MMI

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This study focus on employees as an internal customer to the specifications that the working environment provides to them to achieve their tasks and increase staff's performance by examining their job satisfaction. The concept of internal marketing is to achieve the staff's satisfaction to satisfy customers' needs. Any organization that implements a retention policy for its high performing marketing professionals for its products, services and operations by providing them with awareness programs about its mission, objectives and customer requirements, will inevitably be able to improve its services provided by its staff. Analysis revealed that there is no statistically significant value below (0.05) for the main hypothesis of the study in terms of training, internal communications, promotion, incentive systems, and the dissatisfaction of the majority of employees about the internal marketing pillars applied by the university. This explains the low level of effectiveness of the internal marketing in terms of implementation and its impact on the professional performance of the majority of respondents from both genders. In comparing the statistical findings of the study sample, the majority of responses is that the university works on enhancing the work environment by using technology and direct connections with the staff, and by providing the required information to the staff to be able to perform their tasks without focusing on staff's satisfaction with training, incentive, and promotion in general. This requires conducting a study on how to develop the university's training, incentive and promotion systems by focusing on the characteristics of the current working environment and its relation with the prevailing work culture in the study community. Moreover, this requires highlighting the level of qualification and training of staff and its role in enhancing the professional performance, and the role of internal marketing as a novel concept in enhancing staff performance.

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Pillars of internal marketing and their impact on staff performance

AL-Ghaswyneh¹

2018

MMI

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“…• Satisfacción laboral y facultamiento del empleado (Grönroos, 2015) • Identificación organizacional del empleado y percepción de calidad de los clientes (Boukis et al, 2015) • Conductas orientadas a los clientes (Park & Tran, 2018) Branding del empleador o marca del empleador "El branding del empleador representa los esfuerzos de una empresa para promover, tanto dentro como fuera de la empresa, una visión clara de lo que la hace diferente y deseable como empleadora" (Backhaus & Tikoo, 2004, pág. 501).…”

Section: Branding Interno Y Conceptos Relacionadosunclassified

Branding interno en organizaciones de comercio minorista: un estudio en una cadena de farmacias

Murillo

2020

myn

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El objetivo del artículo es introducir el concepto de branding interno en la literatura organizacional publicada en México, distinguiéndolo de conceptos relacionados como el marketing interno y el branding del empleador. El método consistió en la estimación de un modelo de ecuaciones estructurales usando Mínimos Cuadrados Parciales con una muestra de 310 encuestas de empleados de una cadena grande de farmacias. Los resultados muestran una relación positiva entre el ajuste con los valores de marca de los empleados y su satisfacción laboral, intención de permanencia y conducta alineada con la marca. El hallazgo principal es que el branding interno rebasa el ámbito exclusivo del marketing e incide también en objetivos tradicionales de recursos humanos, como la satisfacción e intención de permanencia de los colaboradores.

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“…The IM management philosophy consists of promoting the organization and its policies to employees as if they were the internal customers of the organization . This leads to internal customer satisfaction (Boukis et al, 2015) and organizational success (Guillermo et al, 2016). As stated above, IM is an important factor in creating competitive advantage through improving organizational performance, service quality, and innovation by meeting the needs of internal customers.…”

Section: Introductionmentioning

confidence: 98%