Need of young entrepreneurship to understand internal marketing

To put it simply, internal marketing is largely about the things people do within an enterprise that contribute to the achievement of its purpose. Everybody has an influence upon internal marketing and a part to play in it. The trick is to be working in an enterprise where it is possible to positively influence the present and future of the organization from the inside, assuming that is how you wish to lead your life and the opportunities are there. The fact that some young entrepreneurship do not wish to live in this way is one of the challenges and potential failings of internal marketing.

The tough stuff in young entrepreneurship or enterprises is always about people and their behaviour, and that includes the people at the very top. Machines and systems are relatively easy to change. Similarly, young entrepreneurship or leaders of some enterprises may not wish to engage in a strategy that is largely people-based. For young entrepreneurship that are exclusively driven by the meeting of monthly or quarterly financial targets, it may be that internal marketing strategy will have little appeal to its young entrepreneurship or leaders. Internal marketing means engaging with an enterprise’s young people (the internal marketplace) and its partners (the intermediate marketplace) as a route to improving performance in the external marketplace.

This means going beyond seeing young people as whipping posts with targets attached to them, to a perception that recognizes the community aspects of enterprises and their broader relationships. With the growth in significance of the service sector and the knowledge based economy, internal marketing is increasingly important to young entrepreneurship or enterprises.

However, the value of Information management system (IMS) is not restricted to young entrepreneurship that are involved in the marketing of services. Many products have service-related aspects to them and the internal drivers for success in service environments are relevant to organizations that market products. For example, a car dealership sells a product (cars), but the major profit centres will probably be in the parts and servicing areas, which are service-based. Customer experiences with these departments may a significant impact upon the likelihood of a person repurchasing a car from that dealership.

Also, the importance some young entrepreneurship appear to attach to their people is reflected in the recent fashion for ‘employer branding’, where young entrepreneurship has the aim of implementing policies that attract, develop and retain excellent employees. These enterprises are actively marketing themselves as attractive places to work whilst encouraging employees to behave in ways that support business strategy and values.

Some employers are trying to be as flexible with their employees as they are with their customers. The overall aim of this strategy is to develop employees who ‘live the brand’, act as company advocates and ultimately impact positively on corporate profitability. This is based on the view that satisfied employees create satisfied customers who are more loyal and therefore create more profit for the company.

Human resources strategy is an aspect of IMS, but attempting to be an employer of choice involves more than human resource (HR) policies relating to employee recruitment, development and retention. If people actively select roles in enterprises where they have choice and the opportunity to grow, learn, challenge and reap rewards from success, then they will require structures, systems, processes, standards and communications that will support them in working at their best.

They will also need to be working in a culture that supports employee development and retention. An internal communications manager with the Nokia Corporation described the company as having a hard shell but a soft centre. By this the manager meant that getting a job in Nokia was tough because of the company’s stringent recruitment standards, but once you were in, life was good. The organization provided systems, processes, challenges, opportunities and communications that encouraged performance, but internal checks to ensure people were not pushed too far and suffered as a result.