In Search of a Competitive Edge in Banking: A Personnel Approach

Tarver, John L.

doi:10.1108/eb010800

Cited by 11 publications

(5 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…-to provide the right attitudes with regard to consciousness and interaction. Tarver (1987) talks about internal marketing as personnel marketing, and suggests that it is a means to achieve enterprise differentiation and competitive advantage. He suggests the need for a corporate philosophy which positions personnel and customers on an equal standing; objectives which include customer service and personnel development; and target markets to be both satisfied customers and satisfied personnel.…”

Section: Internal Marketing and Service Qualitymentioning

confidence: 99%

Quality in the Service Sector: A Review

Lewis

1989

International Journal of Bank Marketing

176

111

View full text Add to dashboard Cite

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

show abstract

Section: Internal Marketing and Service Qualitymentioning

confidence: 99%

Quality in the Service Sector: A Review

Lewis

1989

International Journal of Bank Marketing

176

111

View full text Add to dashboard Cite

show abstract

“…Pearce and Robinson (1989) suggested that organizations should match the rewards with the values of the culture. Tarver (1987) argued that the success of the adoption of a new management philosophy that focuses on viewing personnel as the most valuable asset depends on the use of intrinsic rewards. Zeithaml et al (1988) postulated that organizations should emphasize the rewards linked to service quality in order to motivate staff to improve it.…”

Section: The Internal Marketing Activities That Strengthen Customer Fmentioning

confidence: 99%

Internal marketing: a means for creating a sales or marketing orientation? The case of UK retail banks

Papasolomou¹

2002

Journal of Marketing Communications

View full text Add to dashboard Cite

The concept of 'internal marketing' has received considerable coverage in the literature, but even its most ardent supporters have noted problems in translating the concept into reality. This paper discusses the ndings of an exploratory case study carried out within 35 UK high street retail banks. Internal marketing is an initiative adopted by the organizations studied in order to nourish a marketing orientation. The implementation approach shapes the nature and form of the internal marketing communications that organizations adopt. Even though UK retail banks intend to implement internal marketing effectively, in reality the current implementation approach appears to be counter-productive to the achievement of the core aims of the initiative. The core nding from this exploratory research suggests that there are substantial barriers to the successful implementation of internal marketing within the banks studied, barriers such as the focus on short-term sales goals, the lack of a formal and 'holistic' implementation approach and the creation of 'personnel discrimination' and negative internal competition.Essentially, the communication process supports the transaction by either informing, persuading, reminding or differentiating.Marketing communications are concerned with the way in which the various stakeholders of an organization interact with each other and with the organization (Fill, 1999). Employees and management need to communicate with one another in order to carry out their work activities. Internal communication plays an important role in exchange transactions. At a basic level, internal communication can provide information and make employees/managers aware of, for example, organizational values and goals. Internal communication may also attempt to persuade employees to accept new policies and philosophies. It can also remind employees of a need they might have or remind them of the bene ts of transactions/exchanges they have with their employing organization. According to Fill (1999), internal marketing communications takes different roles.(1) DRIP factors: these are to differentiate employees/groups (D), to reassure/remind (R), to provide information (I) and to be persuasive (P). (2) Transactional factors: these are to coordinate actions, to promote the ef cient use of resources and to direct developments. (3) Af liation factors: these are to provide identi cation, to motivate personnel and to promote and coordinate activities with non-members. 88 PAPASOLOMOU-DOUKAKIS Downloaded by [University of Lethbridge] at 13:40 04 October 2015

show abstract

“…The increasing lack of loyalty among customers further emphasizes a considerable distance between banker and customer. This is evident both in terms of account movements, from one bank to another, and second accounts (Thompson, 1986), and reflects the increasing awareness of bank customers of alternative services, charges and facilities (Tarver, 1987). This is emphasized by younger customers who are prepared to treat financial services as another consumer product.…”

Section: Location Is Still An Important Issuementioning

confidence: 99%