By Barbara Lewis, Richard Varey
ISBN-10: 0203207351
ISBN-13: 9780203207352
ISBN-10: 0203253191
ISBN-13: 9780203253199
ISBN-10: 0415213177
ISBN-13: 9780415213172
ISBN-10: 0415213185
ISBN-13: 9780415213189
Bringing jointly contributions from prime writers within the box of provider advertising and marketing and administration, this booklet represents a much-needed resource of present study and conceptual improvement in inner advertising. Key topics and concerns explored comprise: * the social version of selling* the human source administration point of view* advertising and marketing and repair administration* caliber administration* organizational improvement* company identification, photograph and popularity* company communique. Comprising new theoretical and empirical paintings, this e-book additionally gains extensive case experiences masking a variety of zone and functions.
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Additional resources for Internal Marketing: Directions for Management
Sample text
They provide flexibility, add resources when sales peak, Relationship Marketing and Networks 33 but cost nothing when sales drop. The ‘knowledge industry’ employs intellectuals who need to be organized, but the industry is strategically dependent on free intellectuals such as authors and reviewers. The former are officially part of the organization, the latter are part of the external network. The search for the organization of the knowledge-based company partly concerns the form of affiliation for those who generate revenue: employment, full-time or part-time work, ownership or shared ownership, and legal design.
Small internal enterprises: “Our operations are divided into 4,500 profit centers with an average of 50 employees. We are fervent believers in decentralization. ” Employee entrepreneurs: “I don’t sit like a godfather, allocating jobs. ” Taylor (1991) In the late 1980s, when computer companies had become bloated, HewlettPackard (HP) restructured to avoid the bureaucracy that swamped IBM. “We had too damn many committees. If we didn’t fix things, we’d be in the same shape as IBM is today,” said David Packard.
The management team presented ongoing changes and made comments followed by the participants working in groups around a number of themes with a subsequent plenary discussion. The brochure was distributed as documentation only when the participants left; it was not the core of the internal marketing, it was just a part of an interactive event. The Carlshamn case The mission of the Carlshamn factory of only supplying consumer co-operative stores was broadened to include sales to all types of retailers.
Internal Marketing: Directions for Management by Barbara Lewis, Richard Varey
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