Internal Marketing for Strategy

Implementing!The NEXT — Breaking out of the Vicious Cycle

Is Today Business

Achieving What

They Could

Achieve?

Automation to Digitalization

The Evolution ... !

The Devolution ... !

The Revolution ... !

Business is Transforming...!

Business is Transforming...!

Social

Networking

Global

Connectivity

Big

Data

AI

Robotics

Augmented

Reality

Cloud

Computing

Social

Business

Internet

of Things

Virtual

Reality

Data

Security

Mobility

And So Are We...

OR Maybe Not

Today’s Corporate Life

Today's Technology Provides MORE:

MORE information than ever before.

MORE customers to please.

MORE tasks to juggle.

MORE meetings, e-mails, & calls to respond to.

Half FULL

Today’s Corporate Life

Today's Workplace Giving LESS:

LESS focused attention.

LESS time for any given task.

LESS reflective thinking.

LESS energy, engagement and commitment.

Half EMPTY

Demanding MORE, Getting LESS.

Demanding Bigger sales, while getting LESS customer

satisfaction.

Demanding Faster customer service, while getting

LESS loyalty.

Demanding Higher profits, while getting LESS reflective

long-term planning.

The Vicious Cycle

Today’s Corporate Life

Ericsson’s Violinists40 young violinists researched

for performance, According to

Ericsson's research, the reason

people don’t show outstanding

performers, is that they haven't

ENGAGED in a process he

calls:

"DELIBERATE PRACTICE"

Trying activities beyond current abilities

Tower Perrin’s Global Workforce(Today Willis Towers Watson)

Applied on 90K employees in 18 countries!

Only 20% found fully ENGAGED.

40% found CAPABLE but not fully committed

40% were DISENGAGED

Companies with the most ENGAGED employees reported

19% increase in income, and 28% growth in earnings.

In those companies 90% of employees had no plans

to leave.

Gallup Q12 index

Gallup’s employee engagement research based on more

than 3 decades of study involving some 17 million

employees.

Single most important factor for employees

commitment, is the quality of their relationship with

their direct superiors

Half of the 12 factors of producing high engagement,

and productivity are connected to the issue of feeling

valued.

is MORE really better

The principle that FASTER, BIGGER, and STRONGER,

generates greater value to business need to be revised.

For that value is shallow, short-term, and can’t be

sustained.

DOEffectiveness lies NOT

in creative strategy

DESIGN, but in

enduring the ability to

IMPLEMENT those

strategies

Doing things right

or Doing the right things ...!

still requires us to:

Is your Team Doing

Are they GOING to do the job?

Are they WILLING to do the job?

Are they READY to do the job?

Are they FOCUSED on the Job?

Today’s Corporate Hazards

Vertical Confidence

Horizontal Conflicts

Internal Chaos

Acute Confusion

Strategy and Implementation

are INTERDEPENDENT

A Route to planning and operationalizing

implementation is INTERNAL MARKETING

Internal Marketing

Gaining the Internal Support

Changing Internal Attitudes and Behavior

Winning Commitment (Ownership)

Managing incremental Culture changes

Moving from ‘this is the way we ALWAYS DO

things’ to ‘this is the way we NEED TO DO

things to be successful’

Implementation Pitfalls

Strategic Inertia - (Resistance to Change)

Lack of Commitment - (Executives Part-time Attitude)

Strategy Drifting - (Lack of Focus)

Strategic Dilution - (Urgency Vs Importance)

Failure to understand Progress - (Monitoring Progress)

Initiative Fatigue - (Too many Top Priorities)

Impatience - (Expecting Fast Results)

Engagement Needs Energy

Energy Dimensions

PHYSICAL

EMOTIONAL

MINTAL

SPIRITUAL

Business Needs Energizers NOT Flatlines

Internal Marketing

IM uses the marketing perspective for managing an

organization’s Human Resources

Primary focus on the Employee - Employer Exchange

relationship

Jobs are internal products

Employees are internal customers

Internal Marketing

IM crosses marketing and HRM functional boundaries

and aims to create a balance between both Employees

and Employers perceptions for their exchange

relationship.

IM involves the generation and distribution of

intelligence affecting the wants and needs of

employees, and the design and implementation of

appropriate responses to those wants and needs

Core Employees

Needs

Internal Marketing

Significance

Self-Expression

Security

Sustainability

Survival

Internal Marketing

By Modifying Existing Marketing Tools and techniques

to the internal environment of the firm

Applying the principals of marketing to:

• Job Design

• Employees Motivation

Internal Marketing

In few companies it goes BEYOND just

internal communication.

From Internal Branding (IB) to

Employee Buy-in to Business Goals

Corporate Values and Strategies

Internal Marketing

Foundations IM Reflection

Intranet, e-mails, Newsletters Give Employees a Voice

Enterprise Social NetworkingHelp Employees Know

one another

Business Needs for

Performance

Management Needs for

Engagement

Business Goals Reward, Recognize, Rejoice

Internal MarketingThe Ultimate Purpose is to Increase Employee

ENGAGEMENT for BUSINESS BENEFITS.

Internal Marketing

Employee

Equity

Customer

Equity

Brand

Equity

“Psychological Contract Exists”

Employers Make Promises and

Employees Makes Commitments