basically stems from EMPLOYEE SATISFACTION, remember the arrows…and Iremember you all agreed with this argument, no doubt that it’s agreeable…right?Internal marketing has two benefits: customer satisfaction and employeesatisfaction. One is more dependent from the other…which is it?Employee satisfaction and customer satisfaction are linked. Studies have shownthat a direct relationship exists between employee satisfaction and customer satisfaction…it’s a never ending cycle (as if there is such a thing as an ending cycle??)…and if you’re company is breeding dissatisfied employees
increase in employee dissatisfaction
increase in customer dissatisfaction…the cycle goes on and on and on…until you, as a manager interveneand stop the decaying cycle that will probably lead to your company’s demise.A study was also conducted as to the relationship between employee turnover and customer satisfaction…also a direct relationship exists…increased turnover is awarning that the company is not customer focused.I don’t need a study to tell me this…because I’ve experienced it firsthand …although a study such as what was conducted would heighten the fact that company’smust indeed look at an increase in employee turnover as a warning sign of an increasein customer dissatisfaction.An increase in employee turnover is a very critical and reliable indicator of employee dissatisfaction…businesses not belonging to the service industry may survivethis ‘feat’…but I think a service industry where employees are part of the product wouldnot last long if an increase in employee turnover will not be looked into as somethingthat would drastically affect business’ performance.…to make ‘internal marketing’ more precise and systematic (and more bearable
)…Kotler (author of various management books) came up with an internal marketingprocess that involves the following steps:1. Establishment of a service culture2. Development of a marketing approach to human resource management3. Dissemination of marketing information to employees4. Implementation of a reward and recognition systemESTABLISHMENT OF A SERVICE CULTURE, ‘easier said than done’…culture is notsomething you can change overnight…you need a miracle for that.
It is a processthat must be continuously monitored and continuously strengthened…I think you cannever have enough of a ‘service culture’…(TQM105)Establishing a service culture should not be limited only to ‘servers’…lineemployees. Support from management is important; the irony is that…managers areusually given incentives based on quantitative achievements, such as increases inprofits and decreases in costs…the belief that service quality is dependent only on