internalmkt.ppts

7/30/2019 internalmkt.ppts

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Internal Marketing

Employee morale is affected by how much weknow about the companys plans.

98 percent of employees agree.


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Key questions regarding

internal marketing

Where does it fit within an organizationsmarketing plans, or within its strategic plans?

Who should do it -- marketing, humanresources, public relations?

What can organizations learn from each other?

What does the diverse literature say?


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Definitions:

Selling the firm to its employees (Grnroos, 1981)

The process of attracting, developing, motivating, andretaining qualified employees through job-products that

satisfy their needs (Berry & Parasuraman 1991) Building customer orientation among employees by

training and motivating both customer contact andsupport staff to work as a team (Kotler & Armstrong 1991)

A process by which employee satisfaction is leveraged topositively impact the bottom line. Satisfied employeesstrengthen relationships among all critical stakeholders.(Williams, Business & Economic Review, 1997)


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Definition -- (Joseph 1996)

The application of marketing, human resourcesmanagement, and allied theories, techniques,and principles to motivate, mobilize, co-opt andmanage employees at all levels of theorganization to continuously improve the waythey serve external customers and each other.

Effective internal marketing responds toemployee needs as it advances theorganizations mission and goals.


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Customer- and employee-focused

It demands an integrative approach

Internal customers -- the idea thatorganizational departments serve eachother

It encompasses all employees


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Carlzons moments of truth shaped byemployees by the way they:

lookact

talk

interact with each otherincluding facial expression, demeanor and

personality


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Good internal marketing

programs depend on:

Recruiting the right people

Training them

Motivating them

Communicating with them

Co-opting them (getting them to buy intothe organization and its plans)


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Changing Workforce

Employees viewed as assets, not costs

People will have 4-6 careers in lifetime

More than half of women with babies areworking

More women are starting and running

their own businesses


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Trends of Internal

Communications

Few companies develop a strategy

Failure in over 80 percent of cases involvingannounced change

Biggest symptom of failure - lots ofinaccurate, negative rumors

Second symptom - learning about change

from press


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Trends of Internal

Communications

Employees are insulted when a less richchannel is used

Management does not adapt message todifferent groups

Employees react negatively to use ofbuzzwords

Great differences between literal meaning,intention and effect of overly positivemessages


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Time Spent by PR Department

on:

35%

10%

25%

30%

Media

Government

Investors

Employees


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Companies not doing

Enough

Employees dont believe whatmanagement says.

Are not sufficiently informed.Change not communicated well.

Management does a bad job of explaining

reasons behind decisions.

Communication is not timely.


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Management Excuses

Dont have time

Havent gotten information self

Fear reactions, leaks, uproar

Wont give away powerHavent gotten message of whats expected of

them

Are not evaluated on their communication

abilities Get no rewards for communicating

Dont see how it is useful

Under-evaluate employees information needs


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Employees Want Top

Management to:

Inform them ahead of time

Care about how they really feel

Give their supervisors enough authority to get job done

Make a strong commitment to serve the customer

Have the ability to solve majororganization problems Run a socially responsible organization

Provide new products and services to meet competition Place more emphasis on quality than quantity


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Managers Communication

Obligations

Carry information from topmanagement

Explain

Listen

Get feedback fromemployees

Take information from downto up

Active role in spreading

information Sell ideas

Motivate, inspire andencourage personaldevelopment

Profile and market units

Speak at meetings

Negotiate

Give feedback, criticism and

praise Speak personally with staff

Solve conflicts

Set demands

Explain and defendunpopular decisions

Carry out periodicevaluations of employees


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A Good Communication

Climate

Instructive

InformativeAdvising

Contributive

Participatory


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Communications Strategy

Nature of

Change

Organizational

DynamicsEmployee DifferencesOrganizational Culture

Organizational Climate

Time

Strategy

L. R. Smeltzer, An Analysis

for Announcing Organization-Wide

Change, Group & Organizational Studies,

Vol. 16, No. 1 March 1991.


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L

E E E E E

Goal

Power Structure Communication

Structure

Tanns, 1992


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Focus

What is size and nature of work force?

What does the work force think oforganization?

How satisfied are employees?

What employee communications exist?

How effective are communicationstools?

Are there special employee relationshipprograms?


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Communication Objectives

Increase employees knowledge

Enhance favorable attitudes toward

employerGet more adoption by employees of

behavior desired by management

Make employees spokespersons fororganization in community

Receive more employee feedback


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Media Capacity & Communication

Characteristics

MediumMedia Richness

Capacity

Media Characteristics

Feedback Cues/Channels Intimacy Language

Face-to-face

Telephone

Written, addressed

(letter, memo)

Written,

unaddressed

High

Low

Immediate Multiple Personal Natural

visual, audio

Fast Audio Personal Natural

Slow Limited Personal Natural/

visual Numeric

Very slow Limited Impersonal Natural/

visual Numeric

From R. Daft and G. Huber, How Organizations Learn:

A communications framework, Research in the Sociologyof Organizations, Vol.. 5, 1987.


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Prescriptions for Managers

Face-to-face: non-routine and difficultcommunications

Memos: routine, simple communicationsDiscussion & Meetings: make presence felt

Rich media: implementing strategy

Multiple media: critical issues and need to getmessage heard

Evaluate appropriate technology


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Media

Bulletin boards

Displays andexhibits

Telephone hotlinesor news lines

Inserts in paychecks

Internal televisionSpeakers bureaus -

employees tocommunity groups

Films

Video cassettes

Meetings

Teleconferences

Audio-visualpresentations

Booklets, pamphlets,brochures


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Evaluation

Communication, Retention, Acceptanceof Messages

Co-orientational EvaluationsHuman Relations Audits

Communication Satisfaction

International CommunicationsAssociation Audit - extensive use ofnetwork analysis and interviews


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A business marketer candevelop a really hot system

to market their product, but

if they have not taken time

to build in an employee

communications plan, the

marketing effort is dead in

the water.

Gegenheimer, C. L., Include employees in

marketing,Advertising Ages Business

Marketing, July 1998.

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