Dominant factors for the marketing of private higher education

Higher education institutions, like any business institution, should satisfy their clients (students) for them to survive in the higher education service business market. As a service business, higher education institutions also need to follow marketing principles in their attempt to attract potential students. We investigated the effect of marketing mix dimension on internal and external marketing in universities. The research used primary data from a questionnaire survey of 526 students in West Java Province, Indonesia, and then drew conclusions by a structural equation model (SEM) analysis. The research findings revealed that place, product, price and promotion have a positive effect on external marketing. Whereas physical evidence, people and processes have positive, significant effects on internal marketing. There was also positive, significant correlation between external marketing and internal marketing. The research findings were hopefully beneficial for higher education management, to be made as guidance in implementing their marketing strategy. Higher education leaders may apply the external marketing policy to attract potential student interest and the internal marketing policy to improve the quality of their service and internal marketing. The study delivered a broader picture of the application of marketing mix model on universities. In addition, the discussion presented the implication of the offered theory and practice, the research limitation, and the direction of future researchers.

Internal Marketing Cybersecurity-Conscious Culture

The chapter is putting forward the idea that internal marketing is a tool of which there are many to embed a culture to combat cybersecurity threats. This conceptual paper is suggesting that cybersecurity threats are multi-facet and although internal marketing is a major contributing factor in reducing the threats, other factors are in play. The shape of the organisation (i.e., bureaucratic or organic) has an important bearing on the implementation of a marketing-oriented culture, including that of internal marketing and, thus, the success of a cybersecurity-conscious organisational culture. Another significant factor in creating a cybersecurity-conscious organisational culture is the management willingness to empower and employees and their willingness to accept the responsibility to make decisions and be accountable, which requires acceptance of the authority.

Local marketing elements and their role in achieving customer satisfaction – A field study on some local banks in the State of Kuwait –: عناصر التسويق الداخلي ودورها في تحقيق رضا العملاء – دراسة ميدانية عن بعض البنوك المحلية في دولة الكويت –

The Study aimed to identify the extent of commitment of local banks in the State of Kuwait to work with the concept of marketing internally and externally, and interest in it, and the relationship between training and development of employees in these banks and the extent of customer satisfaction in these banks, and the level of the relationship between employee motivation and the level of customer satisfaction for these banks, and the relationship between delegation of powers to employees And to increase their satisfaction and customer satisfaction. The Study sample consisted of (51) bank references in the State of Kuwait. The study used the questionnaire as a tool for collecting study data. The study applied the descriptive analytical approach. The results of the study reached: The Banks are committed to activating the elements of internal marketing, whether the bank's services or the promotion of services, the efficiency and motivation of workers, and the satisfaction of workers, but the promotion of services came in a lagging position from the point of view of the study sample. The High level of customer satisfaction with banks' services, whether from the good availability of branches for those banks or the speed and simplicity of completing transactions, flexibility in working hours, and following an accurate system in completing transactions. The Elements of internal marketing affect and are significantly related to customer satisfaction and contribute to the level of customer satisfaction. The Bank's services, employee satisfaction, and employee efficiency and motivation are what contribute significantly to customer satisfaction, while promoting services does not affect or contribute to customer satisfaction. There are no statistically significant differences in the averages of each of the marketing elements and customer satisfaction due to the differences in gender, age, educational level and occupation among Kuwaiti bank customers. The study recommended paying attention to the human cadre, relying on electronic methods to provide banking services, and establishing partnerships and alliances between local and foreign banks to benefit from the expertise to develop the elements of banking services.

How Internal Marketing Drives Employees’ Internal Relationship Quality of Service Organizations Between Mainland China and Taiwan: The Moderating Roles of Internal Relationship Investment and Leader-Member Exchange

Recently, issues of human resource management gradually attract a lot of attention from organizational behavior scholars, thus how to effectively improve service employees’ job attitude and performance to meet the needs of stakeholders is one of the key issues in internal marketing. Based on the perspective of internal marketing, the study transforms the relevant factors applied to maintaining external customer relations into internal employee-oriented factors, so as to increase the understanding of the relationship between internal service recovery and internal relationship quality (IRQ). This study aims to explore (1) whether internal service recovery enhances IRQ; (2) whether internal relationship investment (IRI) positively moderates relationship between internal service recovery and IRQ; and (3) whether effectiveness of internal service recovery differentiates under different exchange relationship (high/low quality leader-member exchange). In this study, a total of 206 Mainland China and 250 Taiwanese participants were collected. In this study, a variance-based structural equation modeling (PLS-SEM) was performed to test the proposed hypothesizes and conduct comparative analysis. Empirical results in both samples show that internal service recovery has positive and significant effects on IRQ; internal relationship investment and leader-member exchange (LMX) positively and significantly moderate the relationship between internal service recovery and IRQ. Finally, based on the results, this study provides some discussions, suggestions and managerial implications for future studies in organizational management.

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

<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>

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

<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>

THE PLACE OF HR BRANDING IN THE COMPANY'S INTERNAL MARKETING SYSTEM

В статье освещается место HR-брендинга в системе внутреннего маркетинга компании. Дано определение HR-бренда, рассмотрены его структура и основные функции в контексте внутреннего маркетинга, а также роль инструментов внутреннего маркетинга в процессе формирования и продвижения HR-бренда. The article describes the place of HR branding in the company's internal marketing system. The definition of HR brand is given, its structure and main functions in the context of internal marketing are considered, as well as the role of internal marketing tools in the process of forming and promoting HR brand.