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Prof.S.Durga Rao, Dept of Management Studies, S.V.University, Tirupati.

Praveen Kumar.S, Research Scholar, Dept of Management Studies, S.V.University, Tirupati.


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Need For Further Research

·         Many enterprises are continually in some form of transformation-mergers, alliances, downsizing and rightsizing generating the need for constant communication.

·         Some enterprises may rename themselves as a result and this rebranding requires communication to all stakeholders including employees.

·         More companies are empowering staff to take on increased focus in the customer relationship. This needs full involvement, immersion and training in brand values.

·         There is less reciprocal loyalty between employer and employee; the employee’s time becomes transactional .The “internal” brand can be a way to bind the two parties together with shared goals and values.

·         New ways of working require organizations and staff to constantly learn new skills and sometimes these are acquired through alliances. Building a learning company will be an important future consideration. Internal brand values can be an umbrella for this effort.

However, to date, there has been a considerable knowledge gap about the components of Internal Marketing. To reinforce this point, a study by Intercommunic8 reported in Marketing week showed that 85% of companies did not even have a human resources or marketing budget for internal promotions.



Human systems need some glue, some central themes around which behavior can coalesce.
Katz and Kahn.

It is commonly believed that sole role of marketing is to sell products and services outwardly to customers. In fact, the first and most urgent job of marketing is often to sell inwardly toward a company’s people. For, it is only when the people of the company fully understand and are committed to the value proposition of the organization and its brands that external marketing can reach its full potential.

“Marketing is absolutely critical to being internally successful,”
                                                        Stephen Norman
                                                        COO-Merrill Lynch’s technology group




·         Ballantyne, D.F. (1991a), “ Internal marketing, collaboration and motivation in service quality management”, working paper No. SWP 23/91 , Cranfield School of Management.

·         Berry, L.L. and Parasuraman, A. (1991), Marketing Services: Competing through Quality, The Free Press, p. 152.

·         Collins, B. and Payne, A. (1991), “Internal marketing: a new perspective for HRM”, European Management Journal, Vol. 9 No. 3, pp. 261-70.

·         Crainer, S. (1990), “ Putting strategy to work”, Marketing Business, October, pp. 20-1.

·         Day, G. (1990), Market-Driven Strategy: Processes for Creating Value, Free Press, New York, NY.

·         Drucker, P.F. (1973), “Managerial Communications in Management: Tasks, Responsibilities, Practices”, Heinemann,Oxford, pp. 481-493

·         Fama, E.F. (1980), “Agency problems of the theory of the firm”, Journal of Political Economy, April, pp. 288-307.

·         Flipo, J-P. (1986), “Service firms: interdependence of external and internal marketing strategies”, Journal of European Marketing, Vol. 20 No. 8, pp. 5-14.

·         George, W.R (1977), “The retailing of services – a challenging future”, Journal of Retailing, Vol. 53 No. 3, Fall, pp. 85-98.

·         Gummesson, E. (1993), Relationsmarknadsforing, Fran 4 P till 30 R (Relationship Marketing. From 4 Ps to 30 Rs). Stockholm University, Sweden.

·         Handfield, R.B. and Nichols, E.L. Jr. (1999), “Introduction to supply chain management”, Prentice-Hall, Englewood Cliffs, NJ.

·         Harrell, G.D. and Fors, M.F. (1992), “Internal marketing of a service”, Industrial Marketing Management, Vol. 21 No. 4, pp. 299-306.

·         Johnson, G. and Scholes, K. (1992 ), Exploring Corporate Strategy, Prentice-Hall , Hemel Hempstead.

·         Katz, D., Kahn, R.L. (1966), „The Social Psychology of Organizations“, Wiley, New York, NY, pp. 14-29

·         Lovelock, C.H. (1983), “Classifying services to gain strategic marketing insights”, Journal of Marketing, Vol. 47 No. 3, Summer, pp. 9-20.

·         Mastenbroek, W.F.G. (Ed.) (1991), Managing for Quality in the Service Sector, Basil Blackwell, Oxford.

·         Narver, J.C. and Slater, S.F. (1990), “The effect of market orientation on business profitability”, Journal of Marketing, Vol. 54, October, pp. 20-35.

·         Pettigrew, A. and Whipp, R. ( 1991), Managing Change for Competitive Success, Blackwell Business Books, Oxford.

·         Pervaiz K Ahmed, Mohammed Rafiq, Ahmed, “Internal Marketing: Tools and Concepts for Customer-Focused Management”, Butterworth-Heinemann

·         Rapp, S., Collins, T. (1990), “The Great Marketing Turnaround”, Prentice-Hall, Englewood Cliffs, NJ,

·         Smythe, J., Dorward, C. and Reback, J. (1992), Corporate Reputation: Managing the New Strategic Asset, Century Books, London.



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