An Assessment of Internal Market Orientation in Jammu and Kashmir Bank Through Internal Customers Perspective

Kaur, Gurjeet; Sharma, Rakesh; Seli, Nitasha

doi:10.1177/0972622520080204

Cited by 6 publications

(7 citation statements)

References 3 publications

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“…The main set of reasoning of market orientation was extrapolated to the internal marketing context and the dimensions of market orientation were adapted to the new setting (Lings and Greenley, 2010). Nevertheless, there are only few empirical research efforts dedicated to this particular field, calling for further investigation (Kaur et al, 2010).…”

Section: Internal Marketing and Internal Market Orientationmentioning

confidence: 99%

Balanced market orientation: qualitative findings on a fragile equilibrium

Avlonitis

Giannopoulos

2012

Managing Service Quality

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Purpose -The paper focuses on services marketing implementation synthesizing previous knowledge from the fields of internal and external marketing. Although academic debate over the modeling of internal and external market orientation has lately emerged, services marketing literature lacks a relevant theoretical foundation. Design/methodology/approach -Following a qualitative research design applied to the tourism sector, in-depth interviews were conducted at three different levels (managers, employees and customers). In total, 37 hotel managers, 46 employees and 42 guests participated in the process of capturing the essence of the fragile equilibrium between internal and external marketing adoption. Findings -Findings from the content analysis were consistent with the literature, unveiling an important number of elements, which formulate the components of the balanced market orientation, namely: market orientation adoption, internal marketing implementation and systematic monitoring of the service delivery process. Research limitations/implications -Highlighting the importance of interrelations and modeling the underlying constructs, the study merges together different research streams from the extant literature. Nevertheless, the relations between the components of balanced market orientation have yet to be examined and validated. Originality/value -In light of the qualitative findings, the study delves into the main pillars of integrated marketing philosophy, where the external focus on the customer is a sine qua non. Services marketing implementation is delineated into: applying internal marketing practices; periodically assessing employees' perceptions; adopting market-oriented behaviour; and measuring its impact on customers.

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Section: Internal Marketing and Internal Market Orientationmentioning

confidence: 99%

Balanced market orientation: qualitative findings on a fragile equilibrium

Avlonitis

Giannopoulos

2012

Managing Service Quality

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“…This perspective considers an employee as an organizational internal customer linking the concept to external customer (Farner, Luthans, & Sommer, 2001). Although numerous researchers have attempted to establish the relationship between internal market and external market (Kaur, Sharma, & Seli, 2010;Flipo, 1986;Berry, 1981), there is almost no quality research work till date to support the relationship between internal and external customer satisfaction in the context of Indian banking (Rafiq & Ahmed, 1993;Schneider, 1991). Hence, it is hypothesized that:…”

Section: Methodsmentioning

confidence: 99%

A Balanced Approach towards Market Orientation

Kaur¹,

Sharma²,

Seli³

2013

Vikalpa: The Journal for Decision Makers

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There has been a lot of research on implementation of the concept and examination of the link between market orientation and business performance. In these offerings, scales such as MARKOR, introduced by Kohli, Jaworski, and Kumar (1993), and MKTOR, introduced by Narver and Slater (1990) have been frequently employed without further investigation. Analogous to this academic endeavour, few marketing researchers have raised doubts regarding the reliability and validity of the extant scales and have also shown concern towards the definition of the concept. Apropos, the present study has been planned to examine the degree of market orientation from management perspective and also to develop a scale for measuring market orientation in the selected public and private sector banks, viz., State Bank of India (SBI), Punjab National Bank (PNB), and The Jammu and Kashmir Bank Pvt. Ltd. (JKB). The study finds: Significant difference between the responses of management with respect to Internal Market Orientation (IMO) and External Market Orientation (EMO). The management of all the three major banks, viz., PNB, SBI, and JKB is more optimistic with regard to the three dimensions of EMO than that of IMO. Significant impact of internal market orientation on the overall market orientation as compared to external market orientation. Positive and significant relationship between internal customers' and external customers' satisfaction; internal customers' satisfaction and business performance, and external customers' satisfaction and business performance. For improving market orientation in the banking sector, managers are suggested to take the following initiatives: Initiate crucial steps towards developing a healthy work environment — delineating employee expectations; discussing goal achievement, tracking performance and feedback; and devising an appropriate mechanism for follow-up and employee appraisal. Employees should be made the root cause identifiers and solvers whereas managers must be problem eradicators. Ensure parallel inter- and intra-departmental communication. An open door policy can be encouraged to communicate through various formal and informal channels so that inter-departmental work teams can perform efficiently. Conduct internal market research once a year to generate information pertaining to the job requirements of internal customers. Retain its employees through the successful implementation of internal marketing strategies which in turn demands proper understanding of employees' work-related needs, feelings, emotions and intellect, proper treatment as an individual, open and free communication with the management, and establishing and managing effective long-term employee-management relationships.

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“…Internal marketing crosses the functional boundaries of marketing and human resources. The satisfaction of customers depends on the satisfaction of employees (Lings, 2004;Várnai & Fojtik, 2008;Gray, 2008;Gounaris, 2008;Kaur, Sharma & Seli, 2010;Huang & Rundle-Thiele, 2014), therefore, conditions for the implementation of external marketing strategies depend on the dissemination of internal marketing efforts among employees. This is because the most important capital of companies is their workforce (Lings, 2004;Gounaris, 2006;.…”

Section: Literature Reviewmentioning

confidence: 99%

“…The internal marketing orientation specifically contributes to the market orientation in general by the awareness of an internal supplier-client philosophy that leads to a greater commitment to the company's objectives and greater motivational attitude (Lings, 2000;Panigyrakis & Theodoridis, 2009;Kaur, Sharma & Seli, 2010;Theodoridis & Panigyrakis, 2010). The internal marketing orientation is the internal equivalent of market orientation (Lings & Greenley, 2005;Várnai & Fojtik, 2008;Gounaris, 2008).…”

Section: Literature Reviewmentioning

confidence: 99%

“…According to Kohli & Jaworski (1990), companies that resort to an internal marketing operation, which is associated with specific management behaviours, aim to construct an appropriate market orientation (Lings & Greenley, 2010). It is important to adopt the principles of market orientation (Gounaris, 2008;Kaur, Sharma & Seli, 2010;Azêdo & Alves, 2013), which is based on results obtained by external customers (Webster, 1992;Lings & Greenley, 2010;Javadein et al, 2011). This is how modern marketing management considers customer satisfaction, which should be rooted in all achievements of an organisation through its symbiotic relationship with the internal customer.…”

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

Internal marketing and organisational performance of SMEs in the EDV industrial sector

Sousa¹,

Krot

Rodrigues

2018

Engineering Management in Production and Services

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Focusing on the industrial sector, this research aims to identify conditions for the implementation of internal marketing concepts among employees and its impact on the organisational performance. Only one study was found simultaneously integrating the two constructs. It concerned the cork processing industry alone, yet considered expanding the efforts – namely, using qualitative exploratory research in the form of 10 in-depth interviews based on a script of generally open questions – to the entire industry in the Portuguese region between rivers Douro and Vouga. The unit of analysis was constructed considering distinct features as well as activity criteria and the geographic location, thus ensuring the necessary heterogeneity. The results inform about the awareness of the internal marketing conceptualisation. The research found that all analysed enterprises had more or less structured model frames and worked with the conceptualisation of the guidance for the internal market, a strategic concern, and in some instances, this concept was an organisational desideratum in the sector. In addition to the lapse of the research according to a qualitative paradigm of exploratory nature, the main limitation is the need for objective sustainably of the results obtained through future quantitative studies to promote an integrated triangulation of their outcomes. The research allowed identifying the companies that use organisational models conducive to the individual well-being of employees and facilitating the desired orientation to the market.

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An Assessment of Internal Market Orientation in Jammu and Kashmir Bank Through Internal Customers Perspective

Cited by 6 publications

References 3 publications

Balanced market orientation: qualitative findings on a fragile equilibrium

Balanced market orientation: qualitative findings on a fragile equilibrium

A Balanced Approach towards Market Orientation

Internal marketing and organisational performance of SMEs in the EDV industrial sector

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