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. [...]
[...] The essence of the process is that it moves from the general to the specific; from the overall objectives of the organization down to the individual action plan for a part of one marketing programme. It is also an interactive process, so that the draft output of each stage is checked to see what impact it has on the earlier stages - and is amended accordingly. Objectives for non-profit-making organizations In the case of non-profit organizations the objectives may be less than clear. [...]
[...] Raising the Corporate and Organizational Marketing Umbrellas Synthesising of corporate-level concepts such as organizational identity, corporate identity, corporate branding and corporate communications, corporate reputation and so on offers the promise of a critical breakthrough in the conceptualisation of organizations by marketing and other scholars: thus the need to raise the umbrella terms of organizational marketing and corporate marketing. These terms provides a vortex that is not only pristine but also powerful and practical. A vortex that synthesises the myriad of corporate level perspectives, and concepts, that have emerged from the 1950's onwards Balmer (1998). [...]
[...] In most organizations they would be obtained from a much smaller set of people (and not a few of them would be generated by the marketing manager alone). It is apparent that a marketing audit can be a complex process, but the aim is simple: 'it is only to identify those existing (external and internal) factors which will have a significant impact on the future plans of the company'. It is clear that the basic material to be input to the marketing audit should be comprehensive. [...]
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