Date post: | 28-Nov-2014 |
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Marketing |
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INTERNAL MARKETING AS A MOTIVATION TOOL
OF EMPLOYEES IN CROATIAN COMPANIES
Diana Plantić Tadić, PhD
Dubravko Blaće, MC
Ivana Vrhovski, prof.
We are...
We’ll talk...
You’ll hear...
Introduction
Motivation
...receive full support......interest and purpose in
working...„It is not posible to motivate an individual, rather, a situation in which individuals respond to be motivated because they choose to can be created.” (Rabey, 2001)
Goal of internal marketing
Employee motivation=
Sucess of external marketing
Existing research
Internal Marketing“ Communication or a series of processes for collaboration among company’s functions carried out so that the organization may achieve their mid- to long term goals.”- Kimura (2011, pp. 77-79)
“Marketing to employees of an organization to ensure that they are effectively carrying out desired programs and policies.“ - American Marketing Association
“Internal marketing implies all marketing activites targeted to internal users (employees) and organisation in general, with a goal of motivating employees and improving organisational climate within the organisation.”- Sommer (2005, p. 7)
“Strategy for developing connections between employees throughout the internal organisation .“ - Ballantyne (2000, p. 44)
“ Internal marketing focuses on implementing philosophy and practice of marketing on the internal market in order to hire and retain best individuals and to motivate all employees to go work in the best possible way.”- Došen (2000, p. 19)
Internal Marketing
“The internal market of employees is best motivated for service mindedness and customer oriented performance by an active, marketing-like approach, where a variety of activites are used internally in an active, marketing-like and coordinated way“.- Gronroos (1994, p. 13)
Internal Marketing
Planning similar to external marketing
- Adapted for internal market -...Market research, segmentation, goals, 4Ps...
...E-mail marketing, personal contact, internal papers, events...
Internal market is under more control than external
Internal marketing is a basically a dialogue
Two Major Problems
Management
Human factor
Study
11 marketing experts
Medium and large companies
Average 10 years experience
In-depth face to face interviews
StudyUsage and familiarity
• International• Often• Deep analysis
• Croatia• No clear plans• Low familiarity• Poorly
implemented
Management
• No unique way• Money
• Directors• Understanding• Resources
• Exceptions• Small number• Invest and
deliver• Management is
aware
Organization
• No single opinion• MKT must be
included• Synergy of
disciplines• Department
• Individual• MKT• HR
Tools
• Familiar to experts• Similar to
external MKT• Modern
technology• Personal
contact• Favourite
• Prize games• Events• Newsletters• Magazines• Social networks
Study
CONCLUSION
Management not recognizing --> slowing implementation
Important and efficient tool for better business results
Internal marketing as a discipline
will grow
Suggestions for developing IMResearch• Recognize needs• Continuosly• Focus groups and polls
Strategy and model• Set strategic goals• Other dept. help in
creation• Budgeting
Planning• Setting up projects• Precise and adapted to
target• Selecting tools
Implementation• One leader coordinates• Cooperation on all
levels• Take care of details
Evaluation• Data for next cycle• Deviations from goals• Revision if needed
ValuesEvery individual countsTransparencyCustomer-oriented
Conclusion
A situation in which individuals respond to be motivated because they choose to can be
created
Experts find it to be an effective tool for improving employee motivation and
completing business goals
Croatian companies do not implement internal marketing
Resources should be invested in internal marketing
Implementation requires a systematic approach
Conclusion
QUESTIONS?
Diana Plantić Tadić, PhD
Dubravko Blaće, MC
Ivana Vrhovski, prof.