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Internal Marketing Activity 11.7 - Coggle Diagram
Internal Marketing Activity 11.7
What is it? Marketing conducted within an org
Why?
Staffs identification with brand - improve behavior inn representing & communicating brand externally
Prevents fragmented views
Benefits
It helps to promote a coherent brand identity
It enables staff to feedback information to the organisation and
contribute ideas to improve customer-orientation
It supports relationship building with customers
It provides a focus for staff’s diverse organisational roles and
activities
Staff
Impact & Role
relationship between staff & clients is at ‘heart of the brand
experience’
‘moments of truth
’ - can be through face to face or technology-enabled services
Font line staff - points at which customers perceive and evaluate the quality of service they are provided with during interactions with an organisation (Normann, 2002). - Joule Groups - fire engineers and sales staff
Non Front Line staff - design of the technology - Joule groups website & app - still affect Company brand, customer experience
Service-dominant logic (S-D logic)
role of staff, both customer-facing and back office, in servicing customers experiences
‘Part-time marketers’ Gummesson
(1991, p. 60)
people who effectively perform marketingby influencing client relationships with the org, impacting client satisfaction and perceived quality, but are not officially employed in the marketing or sales department (as full-time marketers
‘Live the brand’
empowered and enthused by the meaning their organisation has built into its purpose and values
Values are essential to people, as well as brands, important for individuals’ well-being & self-worth, helps to explain why people are so vital in defining a brand (Ind, 2007)
Achieving a strong customer-focus and consistent brand
hiring suitable staff whose values
align with those of the organisation
Integration of Departments is paramount
Communication
(Welch and Jackson, 2007, 110 p. 184)
Line management communication – relating to the management of daily activities.
. Internal team peer communication – relating to discussion of team tasks
. Internal project peer communication – relating to the achievement of project goals.
. Internal corporate communication – 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’ (Welch and Jackson, 2007, p. 186)
Welch and Jackson, 2007,p. 186
Critical service interactions
specific, self-contained customer service interactions that are memorable for being either particularly satisfying or dissatisfying from the customer’s perspective (Bitner et al., 1990)
Acknowledging the problem apologise, help or compensate a customer for service unavailability - can turn it around negative to postive
Actions to accommodate customers’ requests or special needs
Special treatment offered to customers when they had not sought it tends
to be frequently recalled by customers as eliciting high satisfaction.
customers remember for causing dissatisfaction resulted, not so much from the service failure itself as from staff’s response to the failure, by appearing either unable or unwilling to respond appropriately
Unfair Customers
Verbal abusers
. Blamers
. Rule breakers
. Rule makers
. Opportunists
. Returnaholics
Recommendations for dealing with
dealing ‘fairly but firmly’ with unfair customers .
. planning in advance by identifying situations unfair customer behaviour might arise
. training both frontline staff and managers how best to prevent, manage and communicate with unfair customers
. using explanations as a communication strategy (which helps reduce negative outcomes but might not always work with unfair customers)
. terminating relationships with unfair customers if necessary
encouraging managers to intervene when necessary
Types of Employess
