The Application of Internal Marketing (IM) in a Service Organization

Authors

  • R. Sharma School of Management and Law, Glyndwr University, Plas Coch Campus, Mold Road, Wrexham LL112AW, UK
  • A. Binsardi School of Management and Law, Glyndwr University, Plas Coch Campus, Mold Road, Wrexham LL112AW, UK
  • J. Green School of Management and Law, Glyndwr University, Plas Coch Campus, Mold Road, Wrexham LL112AW, UK
  • F. Ekwulugo Westminster Business School, University of Westminster, 35 Marylebone Road, London, NW15LS, UK

DOI:

https://doi.org/10.18533/ijbsr.v2i1.203

Keywords:

Internal Marketing, Content Analysis, Text Analysis, Implementation Gap, Theoretical Sampling, NVivo Model, Case Study.

Abstract

Purpose. This study explores the implementation of Internal Marketing (IM) in a service company using the Chester Racecourse as a case study methodology. The racecourse is known as one of the best racecourse and hospitality venues in the UK.Research Design. Content and Text Analyses have been employed to discover any refreshed findings on the empirical application of IM by examining the content of communicated texts.These communicated texts originated from in-depth interviews and conversational research with respondents. The respondents were selected by using the concept of “Theoretical Sampling”.Originality. This empirical study on the application of IM is justified because although there have been abundant papers on IM, most of the research focuses on the theoretical and conceptual aspects of IM. In addition, there has not been any empirical paper written on the combined use of Content and Text Analyses in IM particularly for guiding further qualitative researchFindings and Strategic Implications. To complement earlier theoretical proposition on IM, the findings indicate that there are several empirical aspects such as “costs, people and concept” which hinder successful implementation of IM. This study proposes several strategic HR recommendations to reduce the “implementation gap” in IM such as to conduct continuous staff training on IM knowledge on regular time intervals, to reduce excessive work load and pressure and engaging staff members in continuous personal development sessions. In addition, the findings reveal that IM training should be given priority to solve “people-oriented” issues.

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