Marketing communication: principles and practice

I N T E R N A L M A R K E T I N G C O M M U N I C A T I O N
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Productivity is the standard by which subgroup (work group, division,
department, team, etc.) prestige is judged, and high performance leads to
strong identification of a person with the subgroup. Groups that facilitate
interaction and satisfaction of personal goals are more cohesive. Small work
groups allow closure of interpersonal relations and this provides for greater
identification.
Identification produces adoption of premises and assumptions. Subgroup
identification implies the acceptance of, and conformity to, subgroup norms.
Task group identification may be with a subgroup or extra-organizational
group (such as a professional association). If a task is perceived as training
or preparation of some other task(s), the identification with it will be weaker.
Characteristics of the job (commonality of needs, level of technical skill
required for the task, degree of autonomy in making decisions, range of 
skill needed), length of service, and mobility are also contributors.
Coordinated internal and external communication is an aspect of service
quality in its broadest sense, since it is concerned with managing customer
and other stakeholder expectations into line with organizational capability,
and in ensuring that employees are knowledgeable in, and prepared for
meeting, those expectations. 
Corporate communication is the integration of human resource manage-
ment, corporate strategy development, organization development, public
relations, and marketing management. We will discuss this further in chapter
eighteen. Communication is managed from an organizational, managerial,
and marketing perspective as a corporate competence. The perceptions of
corporation members of their corporation, based on their attitudes and values,
has an impact on the perceptions of external stakeholder groups – through
the service deliverer’s behaviour and values. In part, corporate image comes
from the total experiences of dealing with the corporation’s people. Image
management is intended to take some control of the reputations held of 
the corporation in the minds of significant key publics who can influence the
performance of the corporation. Corporate communication, including
internal marketing, provides the means and policy for members to look in
on the corporation as well as out to customers and other stakeholder groups.
Corporate communication shows the corporation to itself as well as to others.
A corporation develops a ‘corporate personality’, through non-visual
characteristics, when a set of interrelated factors are organized towards
internal integration in psychological terms, i.e.:
the organisation of various traits, feelings, attitudes, etc., into one
harmonious personality . . . the significance of some reasonably intuitive
relationships between such factors as employee satisfaction, employee
motivation, service quality, customer satisfaction, and, indeed,
increased volume of business or profitability.
(Heskett in Congram 
et al
., 1987)
For some corporations and markets the corporate image may be more
important than the products or services provided, and human resources