雅思备考练习提升Internal Market 更新Word文档下载推荐.docx

1、Why is internal marketing so important? First, because its the best way to help employees make a powerful emotional connection to the products and services you sell. Without that connection, employees are likely to undermine the expectations set by your advertising. In some cases, this is because th

2、ey simply dont understand what you have promised the public, so they end up working at cross-purposes. In other cases, it may be they dont actually believe in the brand and feel disengaged or, worse, hostile toward the company. Weve found that when people care about and believe in the brand, theyre

3、motivated to work harder and their loyalty to the company increases. Employees are united and inspired by a common sense of purpose and identity.Unfortunately, in most companies, internal marketing is done poorly, if at all. While executives recognise the need to keep people informed about the compa

4、nys strategy and direction, few understand the need to convince employees of the brands powerthey take it as a given.Employees need to hear the same messages that you send out to the marketplace. At most companies, however, internal and external communications are often mismatched. This can be very

5、confusing, and it threatens employees perceptions of the companys integrity: They are told one thing by management but observe that a different message is being sent to the public. One health insurance company, for instance, advertised that the welfare of patients was the companys number one priorit

6、y, while employees were told that their main goal was to increase the value of their stock options through cost reductions. And one major financial services institution told customers that it was making a major shift in focus from being a financial retailer to a financial adviser, but, a year later,

7、 research showed that the customer experience with the company had not changed. It turned out that company leaders had not made an effort to sell the change internally, so employees were still churning out transactions and hadnt changed their behavior to match their new adviser role.Enabling employe

8、es to deliver on customer expectations is important, of course, but its not the only reason a company needs to match internal and external messages. Another reason is to help push the company to achieve goals that might otherwise be out of reach. In 1997, when IBM launched its e-business campaign （w

9、hich is widely credited for turning around the companys image）, it chose to ignore research that suggested consumers were unprepared to embrace IBM as a leader in e-business. Although to the outside world this looked like an external marketing effort, IBM was also using the campaign to align employe

10、es around the idea of the Internet as the future of technology. The internal campaign changed the way employees thought about everything they did, from how they named products to how they organised staff to how they approached selling. The campaign was successful largely because it gave employees a

11、sense of direction and purpose, which in turn restored their confidence in IBMs ability to predict the future and lead the technology industry. Today, research shows that people are four times more likely to associate the term e-business with IBM than with its nearest competitor.Perhaps even more im

12、portant, by taking employees into account, a company can avoid creating a message that doesnt resonate with staff or, worse, one that builds resentment. In 1996, United Airlines shelved its Come Fly the Friendly Skies slogan when presented with a survey that revealed the depth of customer resentment

13、 toward the airline industry. In an effort to own up to the industrys shortcomings, United launched a new campaign, Rising, in which it sought to differentiate itself by acknowledging poor service and promising incremental improvements such as better meals. While this was a logical premise for the c

14、ampaign given the tenor of the times, a campaign focusing on customers distaste for flying was deeply discouraging to the staff. Employee resentment ultimately made it impossible for United to deliver the improvements it was promising, which in turn undermined the Rising pledge. Three years later, U

15、nited decided employee opposition was undermining its success and pulled the campaign. It has since moved to a more inclusive brand message with the line United, which both audiences can embrace. Here, a fundamental principle of advertisingfind and address a customer concernfailed United because it

16、did not consider the internal market.When it comes to execution, the most common and effective way to link internal and external marketing campaigns is to create external advertising that targets both audiences. IBM used this tactic very effectively when it launched its e-business campaign. It took

17、out an eight-page ad in the Wall Street Journal declaring its new vision, a message directed at both customers and internal stakeholders. This is an expensive way to capture attention, but if used sparingly, it is the most powerful form of communication; in fact, you need do it only once for everyon

18、e in the company to read it. Theres a symbolic advantage as well. Such a tactic signals that the company is taking its pledge very seriously; it also signals transparencythe same message going out to both audiences.Advertising isnt the only way to link internal and external marketing. At Nike, a num

19、ber ofsenior executives now hold the additional title of Corporate Storyteller. They deliberately avoid stories of financial successes and concentrate on parables of just doing it, reflecting and reinforcing the companys ad campaigns. One tale, for example, recalls how legendary coach and Nike cofou

20、nder Bill Bowerman, in an effort to build a better shoe for his team, poured rubber into the family waffle iron, giving birth to the prototype of Nikes famous Waffle Sole. By talking about such inventive moves, the company hopes to keep the spirit of innovation that characterises its ad campaigns al

21、ive and well within the company.But while their messages must be aligned, companies must also keep external promises a little ahead of internal realities. Such promises provide incentives for employees and give them something to live up to. In the 1980s, Ford turned Quality Is Job 1 from an internal

22、 rallying cry into a consumer slogan in response to the threat from cheaper, more reliable Japanese cars. It did so before the claim was fully justified, but by placing it in the public arena, it gave employees an incentive to match the Japanese. If the promise is pushed too far ahead, however, it l

23、oses credibility. When a beleaguered British Rail launched a campaign announcing service improvements under the banner Were Getting There, it did so prematurely. By drawing attention to the gap between the promise and the reality, it prompted destructive press coverage. This, in turn, demoralised st

24、aff, who had been legitimately proud of the service advances they had made.Questions 27-32Complete each sentence with the correct ending, A-E, below.Write the correct letter, A-E, in boxes 27-32 on your answer sheet.NB You can use any letter more than once.27 A health company28 A financial instituti

25、on29 A computer company30 An airline31 A sport shoe company32 A railway companyA alienated its employees by its apologetic branding campaign.B attracted negative publicity through its advertising campaign. C produced conflicting image between its employees and the general public.D successfully used

26、an advertising campaign to inspire employees. E draws on the legends of the company spirit.Questions 33-40Do the following statements agree with the claims of the writer in Reading Passage3?In boxes 33-40 on your answer sheet, writeYES if the statement agrees with the claims of the writerNO if the s

27、tatement contradicts with the claims of the writerNOT GIVEN if it is impossible to say what the writer thinks about this33 A strong conviction in the brand can contribute to higher job performance.34 It is common for companies to overlook the necessity for internal communication.35 Consumers were re

28、ady to view IBM as a leader in e-business before the advertising campaign.36 United Airlines failure in its branding campaign was due to the bad advice of an advertisement agency.37 United Airlines eventually abolished its campaign to boost image as the result of a market research.38 Itis an expensi

29、ve mistake for IBM to launch its new e-business campaign. 39 Nike employees claimed that they were inspired by their company tales. 40 A slight difference between internal and external promises can create a sense of purpose.显示答案27.C28.C29.D30.A31.E32.B33.Yes34.Yes35.No36.No37.Not Given38.No39.Not Gi

30、ven40.Yes解题思路27. 该题对应文章第三段中间“One health insurance company, for instance”。很明显可以看出这里所写的内容是一个例子，用以证明前一句的观点“They are told one thing by management but observe that a different message is being sent to the public”。所以正确答案为选项 C“produced conflicting image between its employees and the general public”。28. 该题同样对应文章第三段中间“And one major financial services institution”。很明显可以看出该题与前一道题所讲到的“health insurance company”一样都是为了说明观点“They are told one thing by management but observe that a different message is