Revisiting internal market orientation: a note

Purpose - This paper seeks to further the understanding of the domain of the IMO construct in a developing country, as suggested by Lings and Greenley. It seeks to build on their proposed construct and provide empirical evidence of its impact in the context of the Indian banking industry.. Design/methodology/approach - The behavioral dimensions of the construct are confirmed in a manner consistent with established market orientation (external) construct. The paper validates scale pertaining to the wants and needs of bank employees for effective intelligence generation and dissemination as well as for effective response implementation. Findings - The authors find a positive significant relationship between internal market orientation and staff attitude and perceived customer satisfaction. Further, the impact of staff attitude on employee job satisfaction is also significant. Research limitations/implications - Internal market orientation, with the passage of time, may not be as prevalent and exhaustive as it is now because the nature of the marketing environment is extremely dynamic. So, there is a need to make changes as time evolves so that this scale remains focused with a high level of reliability and validity. Practical implications - To generate internal market intelligence, bank management should not only rely on internal customer surveys, but also the intelligence obtained through a variety of formal and informal means, such as meetings and discussion with internal customers; analysis of sales reports and worldwide customer databases; and formal market research, such as employees' attitude surveys and sales response in a test market. Originality/value - The present research would be of value to managers across the world for identifying key requirements of internal customers, which need to be evaluated consistently from time to time, for different strategic actions.