ABSTRACT
Much of the literature on internal marketing has arisen from the field of retail service management, particularly in the USA where it has been applied to bank, healthcare, and professional services marketing as an approach to improving service quality and profitability. Many writers have adopted this approach since the logic it offers is clear and attractive. However, there has been little examination of some of the major assumptions upon which this concept has been applied. Where critique has arisen, this has been concerned largely with imperialism or encroachment of marketing specialists into other management territory, such as HRM.
