Internal Marketing Communication Research Articles

Marketing performance improvement strategy in lending KUR at ABC bank XYZ branch office

Marketing performance is one of the important indicators of the success of companies including the banking industry in achieving the expected goals and targets. Increasingly fierce business competition in the industry has an impact on the difficulty in achieving the targets set at Bank ABC XYZ Branch Office, especially in the distribution of People's Business Credit in the region. The purpose of this study is to design strategies to improve marketing performance in KUR lending at Bank ABC XYZ branch. This research uses a mix method approach. Quantitative approach to analyze the relationship of the 7P marketing mix to marketing performance in KUR lending. While the qualitative method is designing marketing strategies through SWOT analysis. Sampling using census and purposive sampling. The census technique was used in the quantitative method, namely all employees of the KUR credit marketing section, totaling 65 people. Meanwhile, the purposive sampling technique was used in the qualitative test by interviewing two informants who served as managers and worked for more than 3 years in the KUR distribution section. The quantitative data analysis method was tested statistically using Smart PLS with a P-Value criterion ≤ 0.05. Meanwhile, the qualitative data analysis was tested descriptively qualitative. The results showed that Place; Promotion; People; Process; and Phsycal evidence had a significant effect on marketing performance. However, Product and Price proved to have no effect on marketing performance. The results showed that the strategic position in KUR lending is in quadrant 1, namely the company must carry out an aggressive strategy. Aggressive strategies that need to be carried out are by improving digital-based services that are more flexible both in simplifying the credit process and the potential customer feeder process; providing training, development and digitization to employees; conducting socialization and training on digital technology to customers and prospective customers at the work unit location; optimizing the KUR distribution quota to MSMEs through internal marketing communications including company groups and external parties; and building KUR corners for education and promotion in markets and keluharan offices that have not been reached.

Analysis of Internal Marketing Communication Tools of a Selected Company in Industry 4.0 Using McKinsey 7S Analysis

Abstract Nowadays, many companies are aware of the fact that if they can meet the employees’ requests, provide them with sufficient information and quality working conditions, their work performance will be at a high level. As a result, employees can ultimately meet customer requests and the company can move forward. The issue of quality internal communication in companies is not just an issue of recent years. Many international companies are aware of this. However, the issue of internal communication still persists in smaller companies, which do not pay that much attention to it because they do not have enough funds or believe that they are not affected by this issue. This internal communication within the company must take place in both directions, which many companies forget. The observations and opinions of employees and their feedback on the actions of the company, individual managers etc. are also important. Companies should spend enough time just getting this connection from employees, which allows them to streamline individual processes and information gathering, but also the work skills of individual managers, who can increase their soft skills and help organizations work better. At present, which is marked by the COVID-19 pandemic, the need for quality internal communication is even more pronounced. The aim of this study is to analyse the company's internal marketing communication tools. The paper also targets to analyse corporate strategies, management styles, shared values of the company etc., through the analysis of McKinsey 7S selected global company, which operates not only in the Slovak Republic. The methods used for this study are McKinsey 7S analysis, deduction, synthesis, and comparison. Thanks to the McKinsey 7S analysis, the results showed that the company has a friendly climate with open communication and a socially oriented culture based on several shared values and management principles.

INTEGRASI CUSTOMER RELATIONSHIP MANAGEMENT EFFECTIVENESS (CRME) DALAM PENERAPAN STRATEGI KOMUNIKASI PEMASARAN

The scipe of marketiing communication is devided into internal and external marketing communication. Internal marketing communication is carried out to build relationship between companies and the organizations within them, including shareholders, employess and stake holders in the company. While external marketing communications aims to build a corporate image and strong relationships between companies with other parties including consumers and the public at large. CRM is one of the strategies that can help maximize the objectives of marketing communications carried out by companies relating to products and services. The integration of the CRME model allows companies to manage relationships with customers so that an effective relationship management focus is achieved based on mapping of elements of IT, relationship marketing dan organizational climate.

Exploring internal organisational communication dynamics in the professional football industry

PurposeRelative to the increasing focus on organisations’ outward communication consistency and coherency, the internal communication taking place between different organisational functions is under-explored. The study aims to address the following two research questions: What form does cross-functional communication take within organisations? How do features of the communication work climate influence the form of cross-functional communication?Design/methodology/approachThe study draws on qualitative data generated from semi-structured interviews with media and marketing managers from 33 professional football organisations operating in the English Premier League.FindingsThematic patterns between internal communication practices and different communication climates lead to the development of a new internal organisational communications typology, comprising: Type 1: collaborative symmetrical communication (cohesive climate); Type 2: unstructured informal communication (friendly climate); and Type 3: cross-functional silos (divisive climate).Originality/valueInternal organisational communication practices are deemed fundamental to organisational success, yet there remains limited empirical evidence of the form such practices take or how they interact with features of an organisation’s communication climate. The study introduces a new internal organisational communications typology to develop and extend the theory and practice of internal marketing communications.

Intrinsic Motivation Sources as Pillars of Sustainable Internal Marketing Communication in Turbulent Post-Pandemic Times

The main aim of the article is to identify the changes in employees’ sources of intrinsic motivation caused by the impact of the COVID-19 pandemic, and to discuss prospective modifications to formulated patterns of internal marketing communication. The novelty of the research lies in two main aspects: (1) the necessity to revise the traditional concept of motivation caused by the pandemic and (2) own methodological approach. While the first aspect reflects the lack of appropriate scientific attention paid to this issue, the second aspect develops methodological approaches applied so far in the research of intrinsic motivation sources. The goal of the paper has been achieved via own questionnaire research of the traditional quadratic structure of the intrinsic motivation sources of employees. The data from socio-demographically representative sample of 2000 respondents have been in accordance with contemporary trends in managerial analytics analysed via factor analysis and relevant statistic tests. It has been found that the ranking of intrinsic motivation sources before the COVID-19 pandemic was the following: (1) sense of choice; (2) sense of meaningfulness; (3) sense of progress and (4) sense of competence. The ranking of intrinsic motivation sources during the COVID-19 pandemic was the following: (1) sense of choice; (2) sense of progress; (3) sense of meaningfulness; and (4) sense of competence. Based on the identified changes in intrinsic motivation sources and their components, it can be stated that the pandemic has significantly influenced the existing principles and patterns of internal marketing communication. These should be critically reconsidered, and motivation systems should be revised to contribute to the optimal performance of the company on the market and its sustainable development by focusing on the financial situation of the company, significant for the economic pillar; the change in individual value scales, significant for the environmental pillar; and the phenomenon of millennials, significant for the social pillar. By intersecting these pillars, sustainability can be reached based on finding optimum motivation.

Internal Marketing Strategies and Employee Satisfaction: Perceived Efficacy with Workforce in New Normal

Many new and abnormal solutions turn into new standards with a deeper understanding of the connection with the lockdown scenario in COVID-19. However, with loads of problems, we have managed to turn our business with new dealings followed by varied mysteries. Undoubtedly, we are now turning into a noble mechanism to drive in the direction of finding conclusive and ground-breaking results for the mass concerns in association with internal marketing communications. Updated information now covers the promotions and correspondence business of the current new normal-like situation. Communication helps in understanding workers' awareness, habits, interests, preferences, and feelings as essential ingredients to preserve integrity from an introspective perspective. Internal communication is the connection that links emotions and behaviors in a contemporary work environment. The study's objective is to identify efficacious internal marketing techniques adopted by different prominent organizations in post COVID-19 era and compare strategies adopted with internal marketing in pre- and Post-Covid situations for employees. Despite challenges faced by organizations which are unparalleled to the existing scenario and can pretend like devastating effect in the pandemic situation, here in this paper, researchers have tried to drag the concepts of disruption of services with different prominent organizations in connection with the management of sales along with the requirements to manage the workforce to induce them to operate remotely and off-course in analyzing situations. Researchers have also focused on issues like the health and welfare of workforces and significant contributions to society. Now communication plays a key role in the pandemic situation, and the integration of technologies now serves as a major rescuer. The study showed that in-house communication professionals play a significant role in their entire organization since they collaborate with other staff to ensure that companies run as smoothly as possible. It also states that this epidemic leads management teams to notice that businesses cannot expand, succeed, or prosper without consciousness, commitment, and diligent staff, ultimately giving people the feeling of knowing products with virtual reality.

Internal Marketing Communication of the Global Company in Slovak Republic

Research background: Currently, it is constantly increasing emphasis on the satisfaction of employees in the company. One way to satisfy them through internal marketing communication. Set them training according to their needs and interests and allow them to grow their career growth. It is also the provision of information on time at the required range and especially to be up to date. As a result, employees can perform their work efficiently and work to achieve the required result that the enterprise expects. It is necessary for this internal communication in the company took place both directions for many companies. It follows that finance inserted into education of employees; it will return to a business in an even greater range. Purpose of the article: The aim of this research is to analyses the use of the tools of the communication mix in the field of internal marketing communication of the selected company. Methods: SWOT analysis, Deduction, Comparison. Findings & Value added: Internal marketing communication in chosen company is on high level, according to analyzing tools and results of SWOT analysis. Added value is finding a level of internal marketing communication for company and creating some points for continuing in building quality internal marketing communication.

Dilemmas in Re-branding a University—“Maybe People Just Don’t Like Change”: Linking Meaningfulness and Mutuality into the Reconciliation

This study examines the implementation of a re-branding campaign in a public Canadian university. Data collection comprised 19 qualitative semi-structured interviews with key internal university stakeholders (Dean and Mid-level Administrators). The data revealed three core dilemma pairs: (1) new brand vs. previous brand; (2) voice at the organisational level vs. voice at the departmental level; and (3) voluntary down-up voicing vs. up-down voicing. Results suggest that successfully implementing the new brand should not exclusively rely upon internal marketing communication; instead, internal branding through handling ambiguities and addressing emerging dilemmas by enhancing engagement, building mutuality and unlocking the meaning in the re-branding can help improve success. This study reveals that implementing a re-branding campaign in higher education involves embracing the world of dilemmas by involving and empowering employees in dilemma reconciliation. The reconciliation of detected brand-related dilemmas with and by employees can be achieved by involving employees in the process of re-branding from the beginning. Indeed, this paper suggests the preparedness to detect and address dilemmas is central to successful re-branding. Our results indicate that traditional change management approaches produce unreconciled dilemmas that hinder the implementation of the new brand. We conclude that efforts to build employee engagement in re-branding do not build employee supportiveness towards the new brand unless core dilemmas are reconciled.

Strategies for the Development of Internal Marketing Orientation in the Private High Education Institutions in Albania

In the post-communist era, Albanian higher education system underwent a series of reforms, which included the privatization of higher education institutions. While this was generally heralded as a progressive move, policy makers could not anticipate the preparedness of the system to face cut-throat competition and the resultant insecurity. The aim of this paper is to identify strategies for the improvement and implementation of internal marketing communication across the Albanian private higher education sector in order to attract and retain its internal customers/ employees. It argues that internal marketing in general and organizational communication in particular are some of the most vital yet neglected areas of organizational development in the private higher education system of Albania. Changes are more likely to be accepted by the stakeholders if they are informed by the complex socio-cultural realities surrounding the system undergoing change. DOI: 10.5901/ajis.2014.v3n3p393

The relations between external and internal marketing communications

The recipients of the majority of communication activities undertaken by enterprises are their potential clients. A range of instruments of marketing communications is used to win their favor and persuade them to use the company’s offer. The majority of studies related to marketing communications put clients and their needs in the center of attention; a client is considered a person who purchases the company’s products or services. However, equal attention should be devoted to internal clients i.e. the employees of the company. The main purpose of the following paper is the analysis of relations between external and internal marketing communications. Special attention is to be given to the activities from the fields of: human resources marketing, internal marketing and internal public relations. The paper will present partial results of the quantitative research (direct questionnaire and on-line questionnaire) conducted by the author. The research was related to internal marketing communications and its influence on the employees.

Intranet portals: Marketing and managing individuals’ acceptance and use

With increasing pressure on businesses to digitalize and integrate their internal communications, intranet portals are becoming popular as knowledge banks that distribute tailored information throughout organizations. However, user acceptance of intranet portals is often an issue that could lead to failure of core business functions. This study provides increased understanding of the uptake of intranet portals by developing and testing an intranet portal usage (IPU) model containing antecedents to user acceptance of a recently introduced intranet portal. SEM was used to test the relationships between prior experience, Internet self-efficacy, perceived usefulness, perceived ease of use, intention to use and usage. Results from a survey of university students indicate that internal marketing communications focused on portal experience and functionality provides the greatest value to the acceptance and use of intranet portals within organizations, while Internet self-efficacy leveraged through portal experience provides a complex relationship to perceived usefulness. Ongoing collaboration between marketing and IT departments benefits the perceived usefulness of portals as users gain familiarity

Stakeholder perspective on internal marketing communication

PurposeCommunication strategy during the management of change has been one success factor widely cited in the literature. However, despite its recognition within the enterprise resource planning (ERP) domain, there has been little regard for stakeholder perspective and even less for practical suggestions regarding communication planning.Design/methodology/approachThis mixed‐method research investigated the ERP implementation process from the perspective of four key stakeholder groups and generated greater understanding of their differing views on communication effectiveness and preferred communications strategies during the management of change process.FindingsThe findings of this study revealed that stakeholders differ, significantly in some respects, in how each group believes certain aspects of the project should be handled, from a tactical communication standpoint.Research limitations/implicationsThe research is based on a single case study, which adds caution to the generalizability of the results. Further, the survey sample was self‐selected and not random.Practical implicationsThis paper has made a significant contribution in terms of understanding differing perspectives regarding communication strategies during change. Particularly, we have learned how each group believes certain aspects of the project should be handled, from a tactical standpoint.Originality/valueThe lack of case studies addressing practical challenges has already been identified as a gap in the literature. Further, with a stakeholder perspective combined, this research has revealed another element, which is that the management of ERP projects is not as simple as a “one size fits all” strategy.

Collaborative systems and internal marketing communications in knowledge transfer

This paper explores a new model of knowledge sharing via collaborative systems, facilitated by internal marketing communications. While it is well documented that collaborative systems can potentially enhance knowledge sharing within organisations, a major deficit in the literature involves the mechanisms to educate and motivate associates to use these systems in productive ways. In this paper, we revisit the foundation of the value of collaborative systems and its potential value to the sustainable competitive advantage of an organisation. We present two case studies which serve as validation for the original premise. We conclude by proposing a model for the missing piece; development of a systematic internal marketing communications strategy to inform, educate and motivate associates to effectively use the collaborative systems.

Kompetisi Industri Transportasi: Tinjauan Komunikasi Pemasaran Jasa PT Kereta Api Indonesia

The development of transportation industry has removed the train business from its monopolistic business. Sooner or later, the government will open up opportunity for private parties to participate in the train business. In order to successfully anticipate this future, PT Kereta Api Indonesia (KAI) needs to change its communication strategy. Integrated Service Marketing Communication (ISMC) was recommended as a strategic approach covering management of service promise, management of customer expectation, customer education improvement, and management of internal marketing communication.

Stakeholder theory and internal marketing communications: a framework for analysing the influence of new media

Effective two‐way communication is widely viewed as an essential component of successful internal marketing strategies, yet little research has so far been conducted on the relative merits of different communication media in an internal marketing context. Since the mid‐1990s Internet technologies have revolutionized internal communications in many organizations. However, the impact of these new forms of electronic media on internal marketing communication remains relatively unexamined. This paper draws on stakeholder and communication theories to provide a framework for understanding the dimensions of effective internal marketing communications and presents the results of an empirical study on the relationship between these dimensions and the use of new media in the workplace.

Internal marketing: a means for creating a sales or marketing orientation? The case of UK retail banks

The concept of 'internal marketing' has received considerable coverage in the literature, but even its most ardent supporters have noted problems in translating the concept into reality. This paper discusses the findings of an exploratory case study carried out within 35 UK high street retail banks. Internal marketing is an initiative adopted by the organizations studied in order to nourish a marketing orientation.The implementation approach shapes the nature and form of the internal marketing communications that organizations adopt. Even though UK retail banks intend to implement internal marketing effectively, in reality the current implementation approach appears to be counter-productive to the achievement of the core aims of the initiative. The core finding from this exploratory research suggests that there are substantial barriers to the successful implementation of internal marketing within the banks studied, barriers such as the focus on short-term sales goals, the lack of a formal and 'holistic' implementation approach and the creation of 'personnel discrimination' and negative internal competition.

Health care innovations from the internal marketing perspective.

This paper presents an opportunity to apply the marketing concept internally to the diffusion and implementation of innovative services which can help organizations to achieve an advantageous external market position. An internal marketing communications model is discussed in this paper to identify factors and relationships influencing the internal diffusion and implementation of innovative services. Three case studies are presented to demonstrate the applicability of the model to a specific innovation in the health care industry. The notion of marketing innovative services from the inside out also is critical for other service firms. Further operational models are needed to present opportunities for marketing of innovative services.