Please enable JavaScript.

Coggle requires JavaScript to display documents.

Internal marketing (The role and impact of staff (Moments of truth…

- - - - Implication is that other staff who might not have frontline roles can also influence perceptions of their organisation’s brand in technology-mediated moments of truth
- - - - Relating to the management of daily activities.
    - - Relating to discussion of team tasks
    - - Relating to discussion of team tasks relating to the achievement of project goals
    - - Relating to building employee engagement
      - ‘Designed to promote commitment to the organisation, a sense of belonging to it, awareness of its changing environment and understanding of its evolving aims
      - See Book 3 p111
- - - - Can be turned around and generate customer satisfaction if the customer is compensated in some way, or even just made aware of the reason for the problem or helped to find an alternative solution
      - Failing to acknowledge the problem, apologise, help or compensate a customer for service unavailability results in memorable dissatisfaction
  - - - The failure is not severe
      - The customer has no previous history of a service failure with the organisation
      - The cause of the failure is unpredictable and the organisation has little control over it
  - - - Enabling employees to be able to respond quickly in time-critical situations to divert potential customer dissatisfaction into satisfaction
      - Happier staff who interact better with customers, help suggest organisational improvements and stimulate positive word of mouth
    - - Creative problem-solving or social engagement by frontline staff can lead to slower or inconsistent service and other customers can become frustrated or perceive a lack of equality in their treatment
      - The cost of the solution may outweigh the benefits to the organisation
        
        Although the increasing risks of negative word of mouth make such calculations difficult
      - Also possible employees could violate a legal agreement of
        which they were unaware
- - - - Customers who are offensive or disrespectful towards employees
    - - Customers who indiscriminately blame any perceived underperformance on the company’s offering, policies and employees
    - - Customers who ignore inconvenient policies or procedures that conflict with their own goals
    - - Customers who ‘demand special treatment because of perceived superior status’
    - - Customers who take advantage of a company by seeking financial compensation for false or exaggerated issues
    - - Customers who ‘are opportunists because they exploit retailer return policies for their own benefit’ – they may be situational or chronic returns
- - - - Ones who will enthuse colleagues and consumers about the brand
      - Many are likely to have been with the organisation for a long time, albeit long service does not guarantee this level of commitment
      - They will not constitute the majority of the workforce in an organisation, they can play an important role in counteracting the influence of less committed employees
    - - Employees who are interested but not committed.
      - The organisation’s goal should be to try to convert this group into
        becoming brand champions.
    - - Not convinced by the brand concept and will be hard to convert
    - - Actively work against the brand
    - - All organisations will have cynics and saboteurs and that efforts should be made to engage them, rather than ignoring them, but that efforts should be made to engage them, rather than ignoring them, but that these individuals have to be provided with an environment in which they can find their own engagement and motivation
      - Recommends that the brand is articulated in an inclusive way so that all parts of the organisation can connect with it