Internal Marketing
Course Outline
Course Coordinator: Koushiki Choudhury
E-mail(s): [email protected] Instructor(s): Koushiki
Choudhury Office: NAB K-306 (KC)
COURSE OBJECTIVES
Till recently, marketing emphasized only the external customer.
However, gradually it is being understood that external marketing
is most successful when integrated with marketing efforts inside
the firm. Internal marketing is a key activity in the development
of a customer-oriented organization. The purpose of this course is
to provide an understanding of the vitality of internal marketing,
to highlight the relationship between internal and external
marketing and to provide students with the skills to develop
internal marketing strategy for firms.
This course aims to develop students knowledge and understanding
of the fundamental importance of Internal Marketing and provide a
contemporary view of the subject. On successful completion of this
course, the student should have:
1. An understanding of the concept of internal marketing
2. An understanding of the impact of internal marketing upon the
external marketing activities of a firm.
3. The ability to identify and develop successful internal
marketing strategies for firms.
4. The skills necessary to understand their place in the firm
within the internal marketing framework and work as an effective
internal member of a firm.
6. Developed generic skills in the areas of communication,
problem solving, and critical evaluation.
Pedagogy: Case analysis, discussion of readings assigned, group
exercises and projectEvaluation Method: Case Analysis 30%
Assignment 30%
Quiz 20%
Project 20%
Text Book: Light Their Fire: Using Internal Marketing to Ignite
Employee Performance and Wow Your Customers bySusan Drake,Michelle
Gulman,Sara Roberts by Kaplan PublishingReadings & Cases from
Harvard Business Publishing: Mentioned in Sessionwise Course Plan
below
SESSIONWISE PLANSESSIONS 1 and 2: Introduction to internal
marketing
SESSION 1
Reading: Selling the Brand Inside by Colin Mitchell
Case: The Corporate Brand: Help or Hindrance
Text: Chapter 1
SESSION 2
Reading: Hearts on Fire--Brand Development ManagerCase: We
Googled You
Text: Chapter 1
SESSIONS 3 and 4: Internal markets, internal stakeholders,
internal customers and customer-oriented organizational
cultureSESSION 3
Reading: Why Bad Things Happen to Good Companies
Case: Oliver Sparling and Bible Books, Inc.
Text: Chapter 2
SESSION 4
Reading: The New Intimacy
Case: Managing Creativity at Shanghai TangText: Chapter 2
SESSIONS 5 and 6: The processes of internal service quality,
continuous improvement and organisational learning
SESSION 5 Reading: How and Why to Build an Internal Marketing
Campaign
Case: Mad About Plaid
Text: Chapter 3
SESSION 6
Reading: What Serves the Customer Best?
Case: Starbucks
Text: Chapter 3SESSIONS 7 and 8: Relationship marketing,
internal marketing and internal organizational networks
SESSION 7
Reading: You're Five Steps Away from Having a Customized
Brand
Case: Best of Intentions
Text: Chapter 4SESSION 8 Reading: When a New Manager Stumbles,
Who's at Fault?Case: Cane Mutiny: Managing a Graying WorkforceText:
Chapter 4SESSIONS 9 and 10: Internal marketing and external
marketing
SESSION 9
Reading: After the Layoffs, What Next?
Case: Club Med (A) and (B)
Text: Chapter 5
SESSION 10Reading: Public Relations Comes of Age
Case: Gregory Shine Daycare
Text: Chapter 5
SESSIONS 11 and 12: Branding in the context of internal
marketingSESSION 11
Reading: How to Get Employees to Buy Into Your Mission
Case: Should You Listen to the Customer?
Text: Chapter 6SESSION 12Reading: Complex Case of Management
Education
Case: Reign of Zero Tolerance
Text: Chapter 6SESSIONS 13 and 14: Internal communications and
Public Relations
SESSION 13
Reading: Bonuses in Bad Times
Text: Chapter 7SESSION 14
Reading: When Steve Becomes Stephanie
Case: Ron Ventura At Mitchell Memorial HospitalText: Chapter
7SESSIONS 15 and 16: Developing an internal marketing strategy: a
relationship approach
SESSION 15Reading: Quality Improvement Customers Didn't
WantCase: Nordstrom: Focusing On a Culture of ServiceText: Chapter
8
SESSION 16
Reading: When Your Colleague Is a Saboteur
Case: Rob Parson at Morgan Stanley (A)Text: Chapter 8
SESSIONS 17 and 18: Targeting and positioning in internal
markets
SESSION 17Reading: And Now, a Word from Our Sponsor
Case: Learning About Reducing Hospital Mortality at Kaiser
Permanente
Text: Chapter 9
SESSION 18 Reading: Why Are We Losing All Our Good People?
Case: Ritz-Carlton Hotel Co.
Text: Chapter 9
SESSION 19 & 20: Knowledge management, learning and internal
marketing
SESSION 19:Reading: Ending the War Between Sales and
Marketing
Text: Chapter 9
Case: NYPD New
SESSION 20:
Reading: Why PR Matters--and What It Can Do for You
Reading: How Hard Should You Push Diversity?
Course Registration: I would like to teach 1 section of Internal
Marketing, with a cap of 60 students.
