ABSTRACT
There is little doubt that the role of marketing management is undergoing change (Grönroos, 1990; Gummesson, 1991). In recent times, many organisations have been emphasising ‘partnerships’ and ‘networking’ in their interactions with other firms (Ford, 1990). Consequently, the role of marketing is changing within the context of the organisation, with more emphasis on ‘partnering’ within the organisation, teamwork among members and sharing of responsibility. Indeed, marketing management may occur in companies without boundaries; where suppliers are not outsiders; internal functions begin to overlap and blur; and all staff are integral to the service delivery. This clearly has an effect on the management of internal ‘customers’.
