Ruth Gosnay

Purpose – This conceptual paper consolidates and critiques the Internal Marketing (IM) concept and Internal Marketing Orientation (IMO) literature including seminal IMO studies predicated on three behavioural dimensions and works characterizing the underpinning structures and underlying subdimensions. It juxtaposes this critical review with IM(O) related papers from a respected Corporate Communications (CC) journal. Design/ Methodology/ Approach – This study provides a critical analysis of existing IM(O) in a hermeneutic literature review. It draws on the autoethnographic tradition to compare IM(O) with contemporary, related CC articles. Findings –Recommendations draw upon the IM(O) literature's limitations and how many previous IM(O) studies are quantitative in nature, particularly measuring IMO adoption. This paper recognises further research opportunities (for IM(O) and CC scholars) to explore IM(O) with a greater focus on cross section of Boundary Spanning Employees (BSEs) in national, sectoral and organisational settings. Originality –This conceptual analysis should trigger calls for further research to provide deeper and richer insights on national, sectoral and organisational bases. The paper contributes to the slim body of literature on IM(O) by consolidating the key research on the development and measurement of the IMO construct, highlighting the strengths and weaknesses of this body of literature. The outcome of this analysis seeks to call for further research empirical research with deeper and richer insights to the subject matter. This paper partially addresses the paucity of research into IM(O) specifically apropos BSEs.

Purpose – This paper consolidates and analyses the current literature on Internal Marketing (IM) and provides a much need focus on the notion of Boundary Spanning Employees (BSEs). It identifies key studies (Lings, 2004; Ruizalba et al, 2014 amongst others) which provided the foundation for the IM model entitled "Boundary-spanning employees at the internal-external markets interface" (Richardson, 2020, p223). Ultimately marketing models should be operationalised if they are to move beyond being purely academic and have real, lasting impact. The benefits of having a Marketing Orientation (MO) are well established. Extant studies espoused applying the MO approach internally resulting in an Internal Marketing Orientation (IMO) as a means of implementing the abstract concept of IM. This paper critiques previous attempts at quantifying IMO and other positivist approaches to improve the adoption of IM. Furthermore, it refines Richardson's IM concept which itself will provide a platform for primary research into IM within service providers where respondents may not necessarily be aware of IM or the terms used therein (e.g. internal customers; internal markets; boundary spanning employees). Design/ Methodology/ Approach – This paper presents a critique of extant IM (and IMO) literature Richardson's IM model. The extant research into IM has been mainly quantitative in nature and this paper presents the argument for qualitative studies providing new insights for academics and practitioners alike. Research limitations/implications –The current analysis is conceptual and is hindered by the paucity of outputs on what is a key area of marketing. Originality/Value – The insights generated by this paper will contribute to the nascent area of IM-related studies and hopefully influence practice. The paper offers a new model which juxtaposes BSEs with IM segmentation for the first time.

for whom implementation is the key issue. It outlines the key concepts and principles which govern the subject of marketing, such as product management, market research, communications, market coverage, creating a marketing plan and pricing perspectives. It also gives key insights into how theories and tools work in actual business scenarios, shows you how to improve customer satisfaction and highlights contemporary issues, such as sustainability. There are also summary pages at the end of each chapter containing questions and suggested activities, helping you to revise the basics and increase your confidence. With many of the issues discussed being at the cutting edge of marketing research and practice, Develop Your Marketing Skills is a must for anybody wishing to enter the marketing profession, develop their current knowledge further or run their own business.

For anybody who wants to learn about high-impact, low-cost social network marketing that works, this Quick Start Guide provides an understanding of the key concepts and principles as well as insights into how theories and tools work in ...

Consumer behaviour is influenced by phenomena such as sustainability. Poor sustainability practices can lead to reputational damage and fashion customers' attrition or dissatisfaction; good practices can enhance reputations and stakeholders’ perceptions. By 2022, nearly 5000 companies (including fashion manufacturers and retailers) in 79 countries, demonstrated their sustainability practices by gaining 'B Corporation' (BCorp) accreditation. Fashion-related companies seek such accreditation because customers increasingly demand considerations beyond profits. The nascent, growing BCorp accredited fashion sector suggests increasing adoption of sustainability and underpins this Chapter. Sustainable fashion consumers’ decisions contribute to more or less sustainable consumption patterns. Their values align with Elkington's Triple Bottom Line (TBL) increasingly cited as People, Planet, Prosperity. They accept the sacrifice of paying more to address society’s long run interests and reduced environmental impact. The widely used Engel, Knight, Blackwell (EKB) model remains largely unchanged; it does not cater for the TBL as it was designed to improve profitability via better comprehension of consumers' behaviours. This Chapter focuses on the Decision-Making Process (DMP) at the heart of the EKB model. It uses fashion-related BCorp exemplars to show how the People and Planet foci can complement the traditional bottom line in a TBL-based DMP.

Consumer behaviour is influenced by phenomena such as sustainability. Poor sustainability practices can lead to reputational damage and fashion customers' attrition or dissatisfaction; good practices can enhance reputations and stakeholders’ perceptions. By 2022, nearly 5000 companies (including fashion manufacturers and retailers) in 79 countries, demonstrated their sustainability practices by gaining 'B Corporation' (BCorp) accreditation. Fashion-related companies seek such accreditation because customers increasingly demand considerations beyond profits. The nascent, growing BCorp accredited fashion sector suggests increasing adoption of sustainability and underpins this presentation. Sustainable fashion consumers’ decisions contribute to more or less sustainable consumption patterns. Their values align with Elkington's Triple Bottom Line (TBL) increasingly cited as People, Planet, Prosperity. They accept the sacrifice of paying more to address society’s long run interests and reduced environmental impact. The widely used Engel, Knight, Blackwell (EKB) model remains largely unchanged; it does not cater for the TBL as it was designed to improve profitability via better comprehension of consumers' behaviours. This presentation focuses on the Decision-Making Process (DMP) at the heart of the EKB model. It uses fashion-related BCorp exemplars to show how the People and Planet foci can complement the traditional bottom line in a TBL-based DMP.