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Importance of organizational marketing

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  1. Introduction
  2. Key questions and constructs
  3. Two levels of marketing
    1. Strategic marketing
    2. Operational marketing
  4. Four P's
    1. Product
    2. Pricing
    3. Promotion
    4. Placement (or distribution)
  5. Marketing: New 4P's
    1. Personalization
    2. Participation
    3. Peer-to-Peer
    4. Predictive modeling
  6. Construction marketing
  7. The marketing planning process
  8. Objectives for non-profit-making organizations
  9. Marketing audit
  10. Benefits of organizational marketing
    1. Customer benefits
    2. Employer benefits
    3. Organizational benefits
  11. Checklist for tracking organizational marketing activities
  12. Summary

Since the 1950's various concepts have captured the imagination of scholars and practitioners (organizational identity, corporate identity, corporate branding, corporate image, corporate reputation and corporate communications). Each of these concepts has their own intellectual roots and practice based adherents and whilst individual corporate-level concepts provide a powerful, and radical, lens through which to comprehend organizations, individual perspectives are necessarily limited. For this reason an integrated approach to marketing at the organizational and institutional levels would seem to be highly desirable and thus the need for both organizational marketing and what Balmer (1998) calls corporate marketing. Corporate marketing has a general applicability to entities, whether they are corporations as well as other categories such as business alliances, cities, government bodies and departments, or branches of the armed forces and so on. Organizational marketing can apply to various kinds of organizations from Small to Medium Sized Enterprises (SMEs) through to charitable, publicly funded or large multinational companies, however it is not restricted to such traditional business enterprises. Further, it is concerned with organizational level issues relating to the marketing of the organization, while also considering the interaction between its various products and services with various stakeholders. For example, client or consumer psychology, identity and behaviour are also considered to have a part to play.

[...] Availability of services to assist in recruitment, interviewing, testing, and Ability to reduce cost through appropriate tax incentives. Quality workers who are reliable and meet the employment needs of the business. Ability to develop a one-to-one relationship with an organization while promoting and providing quality employment resources. Ability to cut cost by job restructuring recommendations. Organizational Benefits. Every organization, business, or agency engages in some type of marketing activity. The question is, how well is it done on an organizational level and how effective are the outcomes? When [...]


[...] Marketing New 4Ps The original 4Ps concept idea was developed to help marketers manage the four most important aspect of marketing. The Internet and the marketers have needed to adapt a broader perspective on these elements. Idris Mootee devised a model in 2001 to supplement the traditional marketing 4Ps. They are Personalization, Participation, Peer-to-Peer and Predictive Modeling. Personalization: The author here refers to customization of products and services through the use of the Internet. Early examples include Dell on-line and Amazon.com, but this concept is further extended with emerging social media and advanced algorithms. [...]


[...] BENEFITS OF ORGANIZATIONAL MARKETING Supported employment providers, rehabilitation agencies, and other social service public organizations usually ask two questions when attempting to convert to a marketing oriented approach: What are the benefits? And When will I see the benefits? A manager of a service organization must realize that people come to an organization not for the particular services offered, but for the expectation that the service or program will benefit them somehow. Over the past few years, many rehabilitation and supported employment programs have come to view themselves less as a rehabilitation provider and more as an employment services business. [...]

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