Internal marketing is an important ‘implementation’ tool. It aids communication and helps us to overcome any resistance to change. It informs, and involves all staff in new initiatives and strategies. It is simple to construct, especially if you are familiar with traditional principles of marketing.
See also Internal Marketing
Let’s have a look a closer look at the practicalities of internal marketing.
At this stage internal marketing meets traditional ‘change management.’ Firstly you should identify your internal customers. As with your external customers, they will have their own buyer behavior/behaviour, or way of ‘buying into’ the changes which you are charged to implement. The similarities in differing groups of internal customers allows you to segment them. As Jobber (2009) explains, you can target three different segments namely ‘supporters,’ neutral,’ and finally ‘opposers.’ Each group requires a slightly different internal marketing mix in order that your internal marketing objectives can be achieved.
For example, if the change was that a company was to relocate closer to its market, you could target ‘supporters’ with a tailor-made relocation video explaining about the lower property prices in the new location; ‘neutral’ internal customers could be targeted with incentives such as pay increases; and ‘opposers’ could be coerced, or forced to accept the change regardless.
If not, it would be valuable to spend some time considering marketing plans. Internal marketing obeys the same rules as, and has a similar structure to, external marketing. The main differences are that your customers are staff and colleagues from your own organization.
In previous lessons, you will have seen that the process of marketing follows a familiar pattern for which we use the acronym AOSTC – Analysis, Objectives, Strategies, Tactics, and Control. In the diagram above, Jobber (2009) uses a similar approach as a structure for the implementation of internal marketing. The process is straightforward.
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