Revisiting the relationship between internal marketing and external marketing: The role of customer orientation

2015 ◽  
Vol 49 (3) ◽  
pp. 249-262 ◽  
Author(s):  
Norizan Mat Saad ◽  
Siti Hasnah Hassan ◽  
Liew Mei Shya
Keyword(s):  
Customer Orientation ◽  
Internal Marketing ◽  
The Relationship

scholarly journals Mediating Role of Personality Factors in the relationship between Internal Marketing and Customer Orientation: A Review

2014 ◽  
Vol 10 (17) ◽  
Author(s):  
Gafar Olanrewaju Yusuf ◽  
Inda Sukati ◽  
Thoo Ai Chin
Keyword(s):  
Customer Orientation ◽  
Internal Marketing ◽  
Personality Factors ◽  
Mediating Role ◽  
The Relationship

scholarly journals The Underestimated Value of Internal Marketing: Impact on Employee Satisfaction and Customer Satisfaction through Organisational Restructure

2021 ◽  
Author(s):  
◽  
Monica Nicole Micek
Keyword(s):  
Customer Satisfaction ◽  
Customer Service ◽  
Employee Satisfaction ◽  
Internal Marketing ◽  
Technological Advances ◽  
Before And After ◽  
Working Together ◽  
Internal Procedures ◽  
The Relationship

<p>Internal Marketing, a long-debated concept amongst academics and practitioners, is suggested to be a competitive advantage to organisations that utilise its practices. Often dismissed as merely selling the marketing of a product or service to employees within an organisation, Internal Marketing encompasses a combination of the key elements of communication, training, and feedback in order to create motivated, customer-orientated employees. Through employees and managers working together towards a well communicated organisational cause of Internal Marketing, internal procedures can evolve to better service and satisfy customers.  Organisational restructures are an ongoing concern as technological advances, value-adding business process, and globalisation change the way that businesses run and operate. In order to save on costs of operations, employment, and office rental space, downsizing an organisation may initially present itself as a cost-saving practice. Often unconsidered are the front-line customer-facing employees and customers of an organisation. Employees may feel distraught and concerned about losing their job, or having to find a new job, which may affect customer service, and subsequently customers may face the brunt of the domino effect, either intentionally or unintentionally, due to employees’ emotional disconnection from the organisation.  This research is an exploratory study into Internal Marketing, specifically around an organisational restructure, to better understand its impact on employees and customers through different stages of a restructure. Through the use of online surveys, participants were asked to recall an organisational restructure they were involved in within the last five years. They were asked to report their perceptions of Internal Marketing, their own satisfaction with their job at the time, and their perceptions of Customer Satisfaction throughout different stages of the organisational restructure.  The analysis found that Internal Marketing does have a significant positive relationship with Employee Satisfaction both during and after an organisational restructure. Although no significant relationship was found between Employee Satisfaction and Customer Satisfaction at any stage of the restructure, there is a trend within the data suggesting that the relationship may be stronger before and after an organisational restructure.  Benefits and contribution of this research for academics include development of a conceptual model, as well as the benefits and effects of Internal Marketing, and extending the existing literature. For practitioners, benefits include insights into better understanding of the role of Internal Marketing. Specifically, the differences in perception of the practice between employees and managers, and why it is important to understand and address Employee Satisfaction and Customer Satisfaction during an organisational restructure.</p>

Implementation and adoption of CRM and co-creation leveraging collaborative technologies

2020 ◽  
Vol 12 (1) ◽  
pp. 113-132
Author(s):  
Neeraj Kumar Dubey ◽  
Preeti Sharma ◽  
Purnima Sangle
Keyword(s):  
Customer Orientation ◽  
Real Life ◽  
Customer Relationship ◽  
Case Study Method ◽  
Content Type ◽  
Collaborative Technologies ◽  
Customer Centricity ◽  
The Relationship

Purpose This paper aims to study the role of the emerging technology landscape and collaborative platforms in customer relationship management (CRM) unravelling novel opportunities for mutual co-creation in Indian banking context. Design/methodology/approach This study used the case-study method for collecting various sources for “triangulation”. Findings The advancement of technology has drastically increased avenues of dialogue and access and brought transparency in the relationship, offering opportunities for co-creation and increased dependence on technology in CRM. A longitudinal approach explained how bank leveraged technology in multiple aspects of CRM for enhancing relationship quality and outcome. Research limitations/implications The study is exploratory in nature in Indian banking context, and thus it should be viewed as a preliminary step in contributing to the understanding of CRM in a new collaborative technology landscape. Practical implications This study explains the changing shape of CRM and provides relevance of customer orientation and offers insight about co-creation which has taken centre stage because of the emergence of collaborative technologies. Originality/value This study is possibly one of the first to conduct a case study to understand the way collaborative technological advancements are being exploited by organisations to develop superior CRM capability and achieve co-creation. This study analysed and comprehended the design and implementation of CRM in an Indian bank in real-life settings to gain a better understanding of the adoption of new collaborative technological advancements by a bank for customer centricity and facilitating co-creation.

The role of organizational justice in the customer orientation–performance relationship

2020 ◽  
Vol 33 (2) ◽  
pp. 277-297
Author(s):  
Francisco Trincado-Munoz ◽  
Leslier Valenzuela-Fernández ◽  
Melany Hebles
Keyword(s):  
Organizational Justice ◽  
Work Engagement ◽  
Structural Equation ◽  
Customer Orientation ◽  
Perceived Fairness ◽  
Content Type ◽  
And Performance ◽  
The Impact ◽  
The Relationship

PurposeWhile companies have increasingly encouraged employees to adopt a customer orientation, less attention has been given to the impact that customer orientation has on employees' job outcomes and performance. Previous research has used job demands-resource theory (JD-R) and proposed several mechanisms through which customer orientation influences performance, yet the intervening variables in the process have shown inconsistent results. The purpose of this paper is to investigate the contextual role of organizational justice on the relationship between customer orientation and performance through work engagement. In this way, offering more understanding of the contingent effects that intervene in the customer orientation–performance relationship.Design/methodology/approachUsing a structural equation model (SEM) in a sample of 249 marketing, sales and management managers in Chilean companies, this paper tested different hypotheses concerning the role of work engagement, organizational justice and customer orientation in relation to perceived performance.FindingsThis study informs that organizational justice (procedural and distributive justice) moderates the relationship between customer orientation and performance through work engagement. Precisely, the findings reveal that at lower values of organizational justice, changes in customer orientation negatively influence work engagement and in turn performance.Originality/valueThe results contribute to strengthening customer orientation theory by integrating a contextual variable often omitted: organizational justice. By exploring the moderation effect of organizational justice on customer orientation, this paper reveals contingent effects of employees' perceived fairness on the organization in the relationship between customer orientation and performance through work engagement. The findings encourage managers to look after employees' perceived organizational justice when they implement customer-oriented approaches, in particular, of those employees who work in the frontline sales and service positions.

scholarly journals Effects of Internal Marketing on Customer Orientation Behaviour of Selected Hotels’ Employees in Nigeria

2017 ◽  
Vol 13 (16) ◽  
pp. 212
Author(s):  
Nebo, Gerald Nwora ◽  
Okechukwu, Elizabeth Uzoamaka
Keyword(s):  
Job Satisfaction ◽  
Customer Orientation ◽  
Internal Marketing ◽  
Orientation Behavior ◽  
Marketing Practice ◽  
Service Employees ◽  
Orientation Behaviour ◽  
Hotel Employees ◽  
Hotel Managers ◽  
The Relationship

This study was carried out to determine the Influence of Internal Marketing on Customer Orientation Behaviour of Hotel Employees in Nigeria. The objectives of the study include: to determine the effect of internal marketing on customer orientation behaviour of hotel employees; to investigate the moderating influence of personality on the relationship between internal marketing and customer orientation behaviour of the hotel employees; and to investigate the moderating influence of job satisfaction on the relationship between internal marketing and customer orientation behaviour of the hotels’ employees. Survey research design method was adopted for the study. 83 and 174 hotel managers and employees respectively were selected for the study from 20 hotels operating in different geo-political zones of Nigeria. Questionnaire was used for collection of data. Convenience sampling method was used for selecting both the hotels’ managers and guest service employees used for the study. The hypotheses were tested using multiple linear regression. It was revealed that internal marketing has significant influence on customer orientation behavior of hotels’ employees; personality significantly moderates the relationship between internal marketing and customer orientation behavior of the hotel employees; and job satisfaction significantly moderates the relationship between internal marketing and customer orientation behavior of the hotels’ employees. It was recommended that hotel managers should give much priority to internal marketing practice while controlling for the personality and job satisfaction of the guest service employees.

scholarly journals THE MEDIATING ROLE OF PRODUCT INNOVATION ON THE RELATIONSHIP BETWEEN MARKETING INFORMATION SYSTEM AND CUSTOMER ORIENTATION

2021 ◽  
Vol 27 (130) ◽  
pp. 98-117
Author(s):  
Osamah Sohaib Mohammad Sabri ALWATTAR ◽  
Melek YURDAKUL
Keyword(s):  
Information System ◽  
Product Innovation ◽  
Business Performance ◽  
Customer Orientation ◽  
Essential Factor ◽  
Statistical Tools ◽  
Mediating Role ◽  
Marketing Information ◽  
The Relationship

 Marketing information system (KMIS) is an essential factor of developing business’ performance and getting sustainable success. The main goal of the research is to measure effect of MIS on customer orientation and product innovation. Also, another goal is to analyze the mediation role of product innovation in relationship MIS and customer orientation. This study sought to analyze the marketing information system and measure its effect on the customer orientation and product innovation. The data of the study were collected using questionnaire. The data were analyzed using statistical tools and SPSS programming. The results of the study showed that the KMIS can positively and significantly effect product innovation. Also, the results show that KMIS can positively and significantly effect customer orientation. Moreover, MIS and product innovation together can positively and significantly effect customer orientation. According to that, product innovation has a mediation role in relationship between KMIS and the customer orientation. The findings are important in terms of developing and revealing the effects of KMIS in Iraqi operations

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