李東陽

[摘 要]為了確定內(nèi)部營銷、員工滿意、服務(wù)質(zhì)量和顧客滿意之間的因果關(guān)系，本文在文獻(xiàn)研究的基礎(chǔ)上構(gòu)建了內(nèi)部營銷 — 員工滿意 — 服務(wù)質(zhì)量 — 顧客滿意關(guān)系模型，并以35家商業(yè)銀行的員工和顧客為實(shí)證樣本，采用因子分析、回歸分析檢驗(yàn)了模型的假設(shè)關(guān)系。

[關(guān)鍵詞]內(nèi)部營銷 員工滿意 服務(wù)質(zhì)量 顧客滿意

Abstract：In order to confirm the correlation among internal marketing，employee satisfaction，service quality and customer satisfaction，this paper built up a model of internal marketing， employee satisfaction， service quality and customer satisfaction through literature review.To test hypotheses of the model， data were collected from 35 commercial banks employees and customers in China，and Factorial analysis and Regression analysis were also used.

Key words：internal marketing；employee satisfaction；service quality；customer satisfaction.

Introduction

Internal Marketing is a way through which excellent employees can be attracted， developed and motivated by batch production. Staff satisfaction is the core concept of internal marketing. By using similar marketing method， internal marketing can motivate and train employees to establish the sense of customer and market orientation， and can ensure high qualified service be transmitted from employees to customers. In this case， customer satisfaction can be obtained. New research has been proved that marketing concepts and activities within the enterprise may improve staff satisfaction. This article constructs the internal marketing—staff satisfaction—service quality—customer satisfaction relational model， using sample of staff and customers of 35 commercial banks in China， exploring the causal relationship between the four variables by factor analysis and regression analysis.

一、Theoretical model and research supposition

We attempt to establish following theoretical model and proposes the corresponding supposition. （as picture 1）：

H1：Internal marketing has direct positive impact on the degree of staff satisfaction

H2：Internal marketing has direct positive impact on the grade of service

H3：Internal marketing has direct positive impact on the degree of customer satisfaction.

H4：The degree of staff satisfaction has direct positive impact on the grade of service.

H5：The degree of staff satisfaction has direct positive impact on the degree of customer satisfaction.

H6：The grade of service has direct positive impact on the customer degree of satisfaction.

Picture 1 the internal marketing —staff satisfaction—service quality—customer satisfaction relational model

二、Research approach

（1） Measuring scale design and choice

As for measurement of customer，the article adopts Hartline & Ferrell（1996）s measuring scale in the management investigation of service personnel

（2） Sampling

The official investigation and study first based on the simple random sampling principle to select 35 commercial banks，providing questionnaire each 350 separately to 35 bank staffs and the customer by the simple random sampling way.

三、Empirical Test

（1）Exploring factor analysis

.It turns out that the KMO index equals 0.877， and the significance level of spherical examination is less than 0.01， which implies that it is suitable for factorial analysis.

（2）Reliability Analysis

As picture 2， Cronbachs a index of each factor is above 0.800， illustrating the fine internal consistency of the measuring scale.

data sources： experiment results

（3）Regression Analysis

As picture 3， T value of internal marketing equals 4.827， assumption H1 is proved.

1：**stands for significance level equals 0.05； 2：data resources：experiment results

As picture 4， T value of internal marketing equals 3.510， H2 is proved. T value of degree of staff satisfaction equals 6.228， H4 is proved.

1：**stands for significance level equals0.05；2：data resources：experiment results

As picture 5， P value of internal marketing is 0.844， which overpasses the significance value， H3 is proved. T value of degree of staff satisfaction and service quality can all pass the T examination， H5 and H6 are proved.

四、Conclusions and Revelations

（1）Carry out effective internal marketing activities

Including： Employing appropriate talented person according to various position； Establishing flexible and open communication channels； Reinforcing staff training； Applying rational incentives to meet staffs needs； Authorizing； Launching participative management； Building innovative literature.

（2）Improve the overall satisfaction among staff

Data analysis shows that changes in employee satisfaction accounts for 55% of the internal changes in marketing， which indicates that 45% of the change are caused by other factors. Banks should explore other factors that affect staff satisfaction using scientific empirical analysis， and then take effective measures to control and manage these factors to improve the overall satisfaction of the employees， thus the positive role of internal marketing is strengthened， and the ultimate goal of customer satisfaction is achieved.

（3）Improve the overall quality of service

The quality of banking services can be measured by two dimensions—technical quality and process quality. Employees play an essential role in the delivery service of process quality， but less influencing in the technical quality .Therefore， in addition to the main factor affecting service quality— effective staff management， banks also deal with technical quality factors affecting service measurement and control.

Literature Cite

[1] Ronald J. Burke， James Graham and Frank J. Smith. CASE STUDY： Putting the customer second [J]. The TQM Magazine， 2005， 17： p.85—91.

[2] Manuel Jose？ Vilares and Pedro Simoes Coelho.The employee—customer satisfaction chain in the ECSI model[J]. European Journal of Marketing.2003， 37： p1703—1722.

[3] Ing—San Hwang and Ing—San Hwang. Relationships among Internal Marketing， Employee Job Satisfaction and International Hotel Performance： An Empirical Study [J]. International Journal of Management， 2005， 22： p285—293.

[4] Spiros P.Gounaris. The notion of internal market orientation and employee job satisfaction： some preliminary evidence[J]. Journal of Service Marketing， 2008， 1： p68—90.

[5] Hartline， M.， Ferrell， O.C. （1996）， "The management of customer contact service employees： an empirical investigation"， Journal of Marketing， 1996， 4： p.52—70.