Title :	The impact of internal marketing on bank performance in Nepal
Material Type:	printed text
Authors:	Netra Bahadur Khatri, Author
Publication Date:	2016
Pagination:	75p.
Size:	GRP/Thesis
Accompanying material:	4/B
General note:	Including bibilography
Languages :	English
Descriptors:	Banks Banks and banking Market segmentation Marketing Marketing channels Nepal
Keywords:	'marketing  banks  banks and banking  internal marketing  return on assets  return on equity  net profit margin'
Class number:	658.802
Abstract:	Satisfied employee’s results in satisfied customers and eventually their loyalty and finally increase the performance of the organization. In the competitive world, customers are in the center of companies’ considerations and their loyalty is the main factor of competitive advantage of organizations and it is possible only through internal marketing. Internal marketing was first introduced as solution to provide quality products to customers. . Increased competition, expectations and changing technological and business propositions made many service organizations to think of a marketing approach to deliver satisfaction to the customers. The relevance of internal marketing to business success cannot be undermined because it is aimed at meeting the firm's goals and employee goals resulting goal congruency. The business performance of a bank is associated with the employee performance and this performance is a function of the motivation of the employee amongst other factors. In Nepalese context, significant relationship has been found between job stressors, job stress and the job satisfaction. Some study has found that there is no association between socio-demographic characteristic and job satisfaction. Internal marketing as an important concept where firms apply marketing tools to attract and retain the best employees which enhances the business performance. As banks are the service organizations they need to attract and retain customers to ensure a sustainable competitive advantage as the employee plays a central role in attracting, building and maintaining relationships with customers. Job satisfaction is of vital importance for the growth of any organization. The satisfied employees are the biggest asset to an organization whereas the biggest liability is dissatisfied employees This study has used primary and secondary sources of data to analyze the impact of internal marketing practices on bank performance. The primary sources of data have been used to assess the opinion of respondents to examine present status and role of current internal marketing in the banking performance. Secondary data have been collected from bank Supervision report and other reports from Nepal Rastra bank. The study was conducted in Kathmandu valley and 172 questionnaires survey has been accomplished for the study purpose. The secondary data for bank performance has been taken from annual report of the commercial bank for the year 2013/14. Frequency of responses, percentages and ranking have been used to analyze the primary data while descriptive statistics, correlation analysis, stepwise regressions have been carried out to examine the secondary data. This study found that internal marketing affects internal customer loyalty and bank performance. The internal marketing dimension i.e. employee motivation, strategic reward have significant positive impact on customer loyalty and also other dimension such as management commitment to service quality and employee motivation has positive impact on customer loyalty. Among all the dimension of internal marketing customer loyalty is more influenced by employee motivation. On the basis of findings, the study concludes that internal marketing has positive impact on internal marketing. When employees are satisfied, the loyalty would improve and thus the banking performance. Further, the study also concludes that internal marketing dimension such as customer loyalty, strategic reward, vision awareness and management commitment to service quality has significant and positive relation with bank performance. Regular training and development to employee of the organization satisfies the employees more, thus they are committed to work more on discipline manner. This ultimately results in better banking performance. The recommendation made by this study suggests that banks willing got increase return on equity should keep practicing in any kind of organization to improve the productivity. Employee’s skills and knowledge should be regularly improved to increase the financial performance in the bank. Banks willing to increase its return on assets should provide appropriate right and responsibility. It also recommends that banks willing to increase return on equity should be made internal and external working environment good and transparent internal communication. As the result revealed customer loyalty has positive and significant impact with employee motivation and strategic awareness, banks willing to increase customer loyalty should be able to motivate its employees enough in the workplace. They should make aware of the strategy of the organization so that they would work on the basis of those strategic goals.

The impact of internal marketing on bank performance in Nepal [printed text] / Netra Bahadur Khatri, Author . - 2016 . - 75p. ; GRP/Thesis + 4/B.
Including bibilography
Languages : English

Descriptors:	Banks Banks and banking Market segmentation Marketing Marketing channels Nepal
Keywords:	'marketing  banks  banks and banking  internal marketing  return on assets  return on equity  net profit margin'
Class number:	658.802
Abstract:	Satisfied employee’s results in satisfied customers and eventually their loyalty and finally increase the performance of the organization. In the competitive world, customers are in the center of companies’ considerations and their loyalty is the main factor of competitive advantage of organizations and it is possible only through internal marketing. Internal marketing was first introduced as solution to provide quality products to customers. . Increased competition, expectations and changing technological and business propositions made many service organizations to think of a marketing approach to deliver satisfaction to the customers. The relevance of internal marketing to business success cannot be undermined because it is aimed at meeting the firm's goals and employee goals resulting goal congruency. The business performance of a bank is associated with the employee performance and this performance is a function of the motivation of the employee amongst other factors. In Nepalese context, significant relationship has been found between job stressors, job stress and the job satisfaction. Some study has found that there is no association between socio-demographic characteristic and job satisfaction. Internal marketing as an important concept where firms apply marketing tools to attract and retain the best employees which enhances the business performance. As banks are the service organizations they need to attract and retain customers to ensure a sustainable competitive advantage as the employee plays a central role in attracting, building and maintaining relationships with customers. Job satisfaction is of vital importance for the growth of any organization. The satisfied employees are the biggest asset to an organization whereas the biggest liability is dissatisfied employees This study has used primary and secondary sources of data to analyze the impact of internal marketing practices on bank performance. The primary sources of data have been used to assess the opinion of respondents to examine present status and role of current internal marketing in the banking performance. Secondary data have been collected from bank Supervision report and other reports from Nepal Rastra bank. The study was conducted in Kathmandu valley and 172 questionnaires survey has been accomplished for the study purpose. The secondary data for bank performance has been taken from annual report of the commercial bank for the year 2013/14. Frequency of responses, percentages and ranking have been used to analyze the primary data while descriptive statistics, correlation analysis, stepwise regressions have been carried out to examine the secondary data. This study found that internal marketing affects internal customer loyalty and bank performance. The internal marketing dimension i.e. employee motivation, strategic reward have significant positive impact on customer loyalty and also other dimension such as management commitment to service quality and employee motivation has positive impact on customer loyalty. Among all the dimension of internal marketing customer loyalty is more influenced by employee motivation. On the basis of findings, the study concludes that internal marketing has positive impact on internal marketing. When employees are satisfied, the loyalty would improve and thus the banking performance. Further, the study also concludes that internal marketing dimension such as customer loyalty, strategic reward, vision awareness and management commitment to service quality has significant and positive relation with bank performance. Regular training and development to employee of the organization satisfies the employees more, thus they are committed to work more on discipline manner. This ultimately results in better banking performance. The recommendation made by this study suggests that banks willing got increase return on equity should keep practicing in any kind of organization to improve the productivity. Employee’s skills and knowledge should be regularly improved to increase the financial performance in the bank. Banks willing to increase its return on assets should provide appropriate right and responsibility. It also recommends that banks willing to increase return on equity should be made internal and external working environment good and transparent internal communication. As the result revealed customer loyalty has positive and significant impact with employee motivation and strategic awareness, banks willing to increase customer loyalty should be able to motivate its employees enough in the workplace. They should make aware of the strategy of the organization so that they would work on the basis of those strategic goals.