Using Internal Marketing to Extract Value: An Empirical Study on the Algerian Private Health Organizations

Nahed Hebbaz,Khalil Chergui

doi:10.5539/ijbm.v14n4p182

Abstract

The aim of this study is to examine the relationship of the internal marketing with extracting value in the Algerian private health organizations. This study was conducted based on a psychometrically validated questionnaire which designed and distributed to a random sample of 169 Algerian private health organizations managers. 136 managers filled the questionnaire. Confirmatory Factor Analysis has been used as statistical methods to analyse the three developed hypotheses. &nbsp;In particularly, we found that: (a) Algerian private health organizations use internal marketing to extract value. (b) There is statistically significant relationship between &ldquo;Internal Marketing (IM)&rdquo; and &ldquo;extract value&rdquo; amongst the Algerian private health organizations (C) There is a statistically significant difference amongst the Algerian private health organizations toward extract value due to experience of organizations.

Highlights

The advent of the knowledge economy and the shift towards a technology based competition in the global markets has led to a growing importance of innovation for organizations’ growth
It has been shown that any type of organization can use Internal Marketing (IM) to facilitate the implementation of its external marketing strategy or any other organizational strategies
IM is a strategic approach to human resources management in order to focus on customer tendencies and achieve competitive advantages for the organizations

Summary

Introduction

The advent of the knowledge economy and the shift towards a technology based competition in the global markets has led to a growing importance of innovation for organizations’ growth. Market value of organizations appears to rely increasingly on intangible assets, notably on human resources, which makes internal marketing development a strategic issue for organizations. IM is a strategic approach to human resources management in order to focus on customer tendencies and achieve competitive advantages for the organizations. Learning and knowledge management are ways to invest the potential of the staff, which are related concepts. Knowledge consolidation is achieved through innovative learning behaviors that involve cultural changes in mental attitudes and intellectual in individual and collective units (Escaffere, 2002, p.79)

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Conclusion