Employee interest and commitment is central to creating a market-oriented organisation. Internal marketing plays a fundamental role in enabling this interest. Actually, organisations should run campaigns directed at employees just as they do to customers. The customer experience and business success depend on it.
This can be especially challenging in technical cultures, where 'soft' concepts from marketing 
just does not ressonate well. For Bang & Olufsen, I suggested that they use their own technology to communicate being market-oriented to employees. B&O's 'Beolab 5' loud speakers have the special quality that they emit a sound and calculate their position in a room and then send out sound that is optimally calibrated to that room. Being market oriented is not that far from this analogy. You need to intelligently collect information, process it and determine what to use to make better 'music'.
just does not ressonate well. For Bang & Olufsen, I suggested that they use their own technology to communicate being market-oriented to employees. B&O's 'Beolab 5' loud speakers have the special quality that they emit a sound and calculate their position in a room and then send out sound that is optimally calibrated to that room. Being market oriented is not that far from this analogy. You need to intelligently collect information, process it and determine what to use to make better 'music'. But this is certainly not a one size fits all solution. Marketeers and managers should carefully consider the culture and central elements not only in the organisation as a whole, but also in various departments. The Beolab 5 example will probably work best in the most engineer-heavy divisions.
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