Endomarking or also called Internal Marketing, is an essential management premise and strategy to achieve trust, credibility, enthusiasm and motivation among our collaborators. The fundamental pillars are the trust and appreciation of our main workforce.
Having valued collaborators who get involved with the company's philosophy will be able to provide better value to customer service, which is precisely the final objective.
The Endomarketing, is proposed as a technique aimed at improving the working environment and therefore includes ensuring that the team is involved, satisfied, motivated and have appropriate skills and training for their remuneration.
Endomarketing or internal marketing is also called communication activities that are responsible for promoting the brand values, corporate identity and corporate image of a company among its own employees.
These actions are part of the company's internal communication policy; the objective is for workers to better identify with the philosophy, culture and the products or services that the company offers to customers.
At the same time, the application of internal marketing makes it possible to open a communication channel between management and its subordinates, so that they are kept informed of new business projects, activities and, ultimately, all those aspects that concern them.
So, when undertaking an endomarketing action, the fundamental thing is to define exactly the objective that you want to achieve, although not least is, according to Acevedo, “estimating what resources are available, detailing each of the actions that will be carried out and design the strategy with a high degree of creativity and innovation, ensuring maximum participation from the top down ”.
Perhaps little is said about the importance of the people in our organization, if the work environment we have is commonly, distant, cold and even impersonal, working with a lot of pressure, with a message such as "People are here to work", perhaps some managers do not know the importance of our collaborators, because they have souls, feelings, needs for love and recognition for what they do well, this in essence is the main food of the soul, we know today that workers are authentic " strategic partners", because The human factor is currently the main strength and a strategic imperative as a competitive advantage in our organizations.
Eslava E. (2014) in her article "Strategic Management of the Working Climate to compete in a global market"He mentions that a study published by the North American magazine Fortune, refers to the fact that the best companies to work for are also the best companies to invest in, given that they are almost twice as profitable as the rest of the companies, the conclusion of the study indicates that "joy is contagious and is a good investment". And the proof of this, is that these companies are the most profitable when it comes to investing, because they use their resources in people in a more intelligent way, remember that in the era of the service economy, the favorable spirit of Employees (Some of these companies call them collaborators or partners) is also good for shareholders, as an example of this conclusion is graphed in the returns of the company of ratail LOWE and Harley - Davidson,They registered profits that exceeded 40% annually, despite the variations in the stock market after the black September 11.
What management should do
While many traditional managers or "Dinosaurs" continue to think that the best way to obtain better profitability in their organization is fundamentally through greater control and close supervision of staff, always telling them that they should do as they will and perhaps they will not they say that they will do it, that it comes to doing meaningless work, apparently they revive the old theory X by Douglas MC Gregor (1960), trust, participation and credibilityin their companies they are true potentialities of the people. The current perspective of the modern manager is who builds a pleasant work climate, awakens potential, becomes a true coach of his people, considering that training and confidence are new values to lead, creating a climate of learning, freedom to learn, to make mistakes and improve, to create, have initiative and creativity to contribute innovative ideas; the manager goes down to the level learning with them, he recognizes that he is wrong and as Levionnois (1999) says he approaches them to feel their
"Humores" and "Live with them", this human sense makes the difference and strengthens corporate values, it is easy to see a Japanese manager get confused on the floor of a Japanese company, dressed in the same clothes that his workers wear trying and treating with them the revision of the machinery, the production, the quality of the products allow to evaluate and improve. Isn't it breaking a taboo? Or a status quo.
Denis Walker (2014) writes the book "The customer comes first", says that customers are the lifeblood of any organization. However, few are able to adapt to the needs of their clients, whether in terms of quality, efficiency or personal service. Managers must begin to understand that improving the quality they offer their clients is not a matter of choice: the life of the organization and the attitude of the collaborators is a very important part.
Walker's book is intended primarily for those executives who realize that a new management style is required to improve quality and fully commit to customer service. It is a style based on ensuring that the personnel, whatever their level, are perfectly prepared and equipped with the necessary knowledge, which they can then apply to the search for better operating methods that indicated that the client is always right and created the traditional paradigm mentioned.
Which customer comes first?
For his part Garfield, Charles (2005) " Employees come first" Smart teams: self-management in action. Take care of your employees, and they will take care of your clients. "Employees come first", she says that modern organizations that achieve success are authentic samples of the expansion of teamwork, training and creativity of its people "
Garfield, refers to The world's successful companies, are none other than being visionaries, they have based their development strategy on their main strength: their people, and it is also important to have a management team with training in coaching, also inspired by a new work philosophy., in which human values are essential and are part of their life, culture and habitual practice; workers are not simpler surnames: Pérez, Ramírez, Rodríguez, or resources that are only "used and discarded", they have a different value, a "proper name", because they are our strategic partners, collaborators, internal clients, now they are: Carlos, Felipe, Luis, in short, is an entire human team sensitized, motivated, loyal, involved and committed to a mission and vision shared by all.
The need to conquer our internal market sooner and prepare our people to beat the competition - this is what we call Internal Marketing. "If you take care of your employees, they will take care of your clients"
a phrase coined by business magnate Richard Branson, For his parts Ben Schneider (2013) president of Indra in Peru and author of the book Post Crisis: “First it must be human capital, then customers"And then the shareholders" refers that by means of which it raises business men and women to take on a set of challenges in terms of business management to achieve sustainable and momentous development in a new economic scenario, where crises can appear and become generalized from one moment to another. In this way, it intends that after the 2008 crisis, Peruvian entrepreneurs reflect on a necessary change in their management models and turn their strategic vision around considering human capital first, customer second, and then shareholders. In this sense, the also executive president of Indra and director of the MBA of the Universidad del Pacífico. He maintains that while the Peruvian economy continues to grow,It would be a mistake to indulge, and therefore highlights the need for large and small companies and the State to invest more in attracting the best talent, in training their personnel, and in ensuring the greatest possible technology transfer.
Economic growth must be accompanied by human capital skills, in quality and quantity. For example, there was a Cisco report that indicated that there is a deficit of 3,500 professionals only in the area of Computing. If we go to the topic of Management, the book bases this development with commitment on four main pillars, one of which is precisely business schools. There is a very severe criticism of the top schools in the United States because the minds that led the corporations responsible for the crises came from there. There are teachers like Joel Podolvi who has criticized the lack of ethics and leadership courses. Society should be concerned with how MBA professionals are trained.A second pillar that will help the virtuous circle are consumers who are empowered more than ever by social networks and because they are more informed about the products or services they want to achieve. They also want to know what the company is like, how it treats its people, how its workers behave towards society. The third pillar is the institutions that must fulfill a promotion role. And the fourth pillar is companies and self-regulation. He adds that in order to inspire this human capital, it is not only about remuneration or bonuses; Because we already know what happens when pressure is put on results, as in 2008 and before when the crisis began and high prizes were put on Wall Street. So we review the theories of Professor (Daniel) Kahneman, who is the father of Behavioral Economics,who justly establishes that when man enters the economic field sometimes feelings of competitiveness, envy, revenge emerge in him and he can act under pressure in an unethical way.
When a CEO has created good communication channels throughout his company, front-line executives are more likely to feel positive, empowered, and capable of making a difference. Customers will feel it and love this entrepreneurial attitude. Some business leaders believe that the customer should always come first, while others argue that the employees should be, because it is they who bring the customers. So who should come first: employees or customers? Eden Kironde, Uganda.
The traditional consensus states that companies must take care of the needs of their shareholders first, their customers second, and their employees last. I have always done the opposite and the rest of my team does the same. At the Virgin Group, our employees come first, then our customers, and then our shareholders. Plain and simple is common sense: If your workforce is happy and well motivated, the same is likely to happen with your customers, which means that the business is more likely to have abundant sales and good profits, generating the results that its shareholders demand.
It can be difficult to ensure that this focus on employees continues throughout an organization, particularly if your business grows and diversifies, but it is well worth it. Virgin has created 400 businesses in more than 40 years of expansion; our focus on employees is one of the main reasons for our success.
We maintained a common culture that unites our businesses and ensures that we maintain strong customer loyalty. You can see it in the "I can do it" attitude, direct and slightly irreverent for each employee. If you decide to take your business this route, you will need to find great business leaders who are good communicators, or develop those skills yourself.
As a chief executive, you must be able to sense the humor of your workforce. Are your employees interested and creative, or are some of them not very communicative or very reserved? If you feel there is a problem, you should uncover any underlying rivalries or resentments and ease the tension immediately, before it has an impact on morale. A good understanding of this is crucial in the service industry, as nothing can completely hide a resentful attitude from a staff member. Do your employees feel that their voices are heard? If an employee detects a problem, do they have the tools to fix it? If someone else has a good idea, does he or she have a conduit to share it? That is another aspect of communication that you must master:ensure that your front line employees can stay in touch with you, so that you and your team can act on your information.
I recommend that you disclose your email address and phone number to all employees; They will only use it if they consider it necessary. When a CEO has created good communication channels throughout his company, frontline employees are more likely to feel positive, empowered, and able to make a difference. Customers will feel the difference and love it. A CEO is a mentor and a manager, and at the same time he is deeply involved in the day to day of the business. Your energy will galvanize your staff, and with a workforce truly interested in maintaining and protecting your brand, you will find that running your business is much easier.
The most important pillar of your company is the employees, recruit them first as customers and retain them.
Internal marketing or endomarketing is the essential premise: The external customer does not come first
The current rules of the game in the world of business and the open or free market economy oblige organizations to build their product and / or service offer in a different way, also encompassing the expectations, needs and motivations of «Another market»., that is to say, the one made up of all our collaborators as an essential premise and with which a change in management and direction strategies different from the traditional ones must be used; with a much more creative mentality than before and even with other personality profiles that contributed an effective influence to bring them, persuade them, involve them, retain them; just as we do with our external clients,a situation in which maintaining the credibility of the people will be essential "Change in people and in organizations is the only permanent thing in the world".
Levionnois (2014), refers that «addressing internal marketing is first and foremost, considering the management and optimization of personnel as an end in itself and not as one of the means placed at the service of the company to more safely achieve the objectives of profitability ». Today's worker is much more talented and sensitive in his work environment; "Observe, analyze, interpret, act and have memory"; We are no longer faced with traditional attitudes of conformity, acceptance or simple opposition. The current worker acts with greater creativity and judgment, is sensitive to the treatment he receives and can act in the way that he assimilates the impact of our actions towards him.
Internal marketing is the essential premise: The external customer does not come first
The current rules of the game in the world of business and the open or free market economy, force organizations to build their product and / or service offer in a different way, also encompassing the expectations, needs and motivations of “Another market. ”, Which is made up of all our collaborators as an essential premise, with whom a change in management and direction strategies different from the traditional ones must be used, with a much more creative mentality than before and even with other personality profiles that contributed to a effective influence, to bring them, persuade them, involve them, retain them, just as we do with our external clients, a situation in which maintaining the credibility of people will be essential
"Change in people and organizations is the only thing permanent in the world."
«New skills in the management of internal client capital»
Global chiefs of staff are already thinking about performing the most important functions when doing effective personnel management and operational tasks; how to make the payment sheet, select people, train and train them, control attendance, they have no significance; We would think that companies are dinosaur and dysfunctional companies that stayed in the past.
The human resources executive nowadays has to face, as we have seen, new challenges and challenges in management; especially in managing behaviors, dealing with the issue of how to effectively motivate people, how to optimize their skills, how to manage knowledge etc; therefore it is necessary to take a look at other activities or orientations that you can do in addition to the classic ones, among which we point out:
- Train yourself in coaching, this will be a fundamental competence for managing people. Optimizing and / or fostering an open, warm and participatory work climate, helping to internalize fundamental values. Fostering a work culture inspired by a common vision. Empowering people promoting creativity, innovation and psychological autonomy to "manage" their jobs. Developing new skills and competencies, facilitating the recognition, appreciation, motivation and development of people, assuming a conciliatory attitude, obtaining credibility, empathy, Resilience, assertiveness in their relationships and great mastery of the art of negotiation. Becoming an effective internal provider of personnel to the different work areas to guarantee organizational efficiency and effectiveness.Connect them to a concrete reality of work and a world of relationships with bosses, colleagues and clients. Inject optimism and motivation into people. Focus on a mission and joint vision of work. Form high performance teams. Learn to live closely with the people, feel their 'moods', idiosyncrasies, fears and fears. Enable people to adapt to changes efficiently and effectively. Stimulate people towards the production of unprecedented results. Renew relationships and make communication effective in human systems. Predispose people for collaboration, teamwork and consensus building. Uncover the potential of people, allowing them to achieve goals that are otherwise considered unattainable.Decentralize some staff functions to managers in other areas and prepare them to deal with human problems, how to positively influence them, how to better capitalize on their job skills; in short, understand and manage the people in your care. These tasks will help to «Break the umbilical cord», leaving aside centralism in the personnel area and solving all the problems inherent to people, many times they are simple problems that the area managers can solve.These tasks will help to «Break the umbilical cord», leaving aside centralism in the personnel area and solving all the problems inherent to people, many times they are simple problems that the area managers can solve.These tasks will help to «Break the umbilical cord», leaving aside centralism in the personnel area and solving all the problems inherent to people, many times they are simple problems that the area managers can solve.
The function of managing people in the organization is considered by some specialists as one of the most complex and difficult tasks, which requires multiple competences from the executive, being one of the most important; solid psychological and humanistic training; as well as having coaching training as we have pointed out.
"Coaching is a management technique whose purpose is to develop people's potential, strengthen confidence, self-esteem and personal growth."
"Socrates" already said to his disciples "I cannot teach you anything; I can only help you to seek knowledge within yourselves, which is much better than passing on my little wisdom.
Coaching is a relatively new term in the Spanish language, however it is known that in North America many companies such as Baxter, Gillette and ABB, among others, have incorporated this practice as usual; Emphasizing on having found a strategy that makes a very positive change possible, oriented to the mobility of all executives to leave old metacentric paradigms of authority and power that in the past did not give good results.
The new paradigm in people management starts from a fundamental principle «Humanism and more humanism in organizations», thus the task of managing and directing people in an increasingly globalized and competitive environment starts from a largely ontological meaning, that it is necessary to examine in the mutihabilidades of new executives who aspire to succeed in this role.
The idea is that companies allocate many resources and devise plans and strategies for attracting new customers, loyalty, good customer service, etc… Without realizing that the first customers are those who work in the company:
Obviously this constitutes a paradigm shift in managerial management
Endomarketing objectives
- Preserve enthusiasm and credibility with your organization Maintain the ideal level of mental health of employees Organizational Brand, that employees carry the brand of the company in their hearts In practice or Comply with labor laws or Comply with their remuneration on time or Favor an adequate work environment o Payment of bonuses and utilities o Vacation programs o Free time o Constant training. o Overtime pay o Staff acknowledgments
Emotional Salary: Recognition, Appreciation, Valuation or Providing a challenging and interesting Career or Job line.
References
- Schneider Ben (2013) " The company and Management. Post Crisis from a time of change to a change of time" or El Comercio SAEslava E. (2014) in his article "Strategic Management of Working Climate to compete in a global market" o Iberoamerican Magazine Degerencia.com Denis Walker (2014) "The customer comes first" o Edit Díaz do Santos Levionnois (2014) "Internal Marketing and Human Resources Management" o Edit Díaz do Santos Mcgregor, Douglas (1960) "The side Business Human ”or McGraw-Hill
