Internal market orientation

This study suggests that marketing should include an internal focus to complement the external focus on customers and competitors, this concept is still relatively alien to most operationalziations of marketing

Ian N Lings

2002

Scholarcy highlights

  • Despite the increasing recognition that services drive competitive advantage in modern markets, and that employees drive services, the literature on the implementation of marketing remains dominated by its external focus on the customers and competitors
  • As a result of this scrutiny of contact employees by customers it has been shown that the attitudes and behaviors of customer contact employees influence customers’ perceptions of the service they receive. For this reason it is important for managers to identify ways to effectively manage contact employees, ensuring that their attitudes and behaviors are conducive to delivery of quality services, and in doing so, it becomes crucial that organizations adopt suitable internal programs, aimed at employees, complementing the existing external marketing programs aimed at customers
  • Internal market orientation’ Internal market orientation arises from the view that customer contact personnel are of primary importance to service industries, and that satisfied, committed and motivated front line employees are essential if customer are to perceive that they have received good service
  • This study suggests that marketing should include an internal focus to complement the external focus on customers and competitors, this concept is still relatively alien to most operationalziations of marketing
  • If the propositions presented in this paper are to be tested, and the influence of internal market orientation on internal and external aspects of organizational performance are to be determined, it will be necessary to develop a valid and reliable instrument to measure internal market orientation

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