Abstract
Attempts to clarify the concept and scope of internal marketing and its strategic role in the implementation of change programmes. Shows the manner and the extent to which marketing techniques can be used internally by presenting an alternative conceptual model. This model uses a multi‐level schema which interlinks strategic dimensions to an internal marketing mix framework. The model′s usefulness in being able to direct attention to relevant issues in practice is illustrated by a case study. The case study research serves to highlight how the model can be operationalized by presenting it in the context of a change programme, namely that of a large financial company trying to change its customer mix in face of internal resistance.
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