INTERNAL MARKETING AS A STRATEGIC TOOL FOR DEVELOPING INNOVATIVE AND MANAGERIAL POTENTIAL AND ENHANCING THE COMPETITIVENESS OF BUSINESS ENTITIES

Abstract

 B a c k g r o u n d . Internal marketing is now viewed as a comprehensive system of partnership-based relations that fosters the development of corporate culture, employee loyalty, and customer orientation. This approach increases employee satisfaction, reduces resistance to organizational change, promotes interdepartmental synergy, and contributes to the achievement of the strategic objectives of the economic entity. The relevance of this topic stems from the ongoing transformation of economic conditions, the growing significance of human capital, and the increasing necessity for strengthening internal organizational interactions.

M e t h o d s . To generalize the stages of internal marketing evolution and to formulate the authors' approach to defining it, the methods of induction and deduction, along with a comprehensive approach, were employed. To examine scientific approaches to the interpretation of internal marketing and to identify interconnections among elements of the personnel management system, methods of analysis and synthesis were used. Additionally, to construct a conceptual model of internal marketing as an integrated system of interaction, methods of abstraction, logical generalization, and a systemic approach were applied. The study's information base comprised scientific works by foreign and domestic scholars on service marketing, personnel management, organizational behaviour, and internal communications. It also included analytical materials and methodological sources reflecting contemporary approaches to implementing internal marketing in economic entities.

R e s u l t s . The article substantiates the evolution of approaches to defining the essence of internal marketing within economic entities, as well as its role in shaping an effective personnel management system and influencing organizational behavior. It establishes that modern interpretations of internal marketing encompass not only activities related to attracting, training, and motivating personnel but also the development of communication systems, the formation of a value set-up, corporate philosophy, and culture. The authors propose a definition of internal marketing based on the identified key principles, factors, and functions, and present a model of internal marketing for an economic entity. This model is based on elements of the classical marketing "4P" framework and encompasses components such as planning, communications, control, and reputation management, among others.

C o n c l u s i o n s . The conducted research enabled the authors to define internal marketing as an integrated system of partnership relations in human resource management. This system focuses on creating and maintaining a motivational climate and organizational working conditions within the economic entity to ensure customer orientation and employee loyalty. In this framework, employees not only perform functions aimed at improving service quality and meeting the needs and demands of the customers but also actively participate in implementing corporate philosophy, values, and strategies to achieve objectives and maintain a positive company image. A conceptual model of internal marketing is proposed as a human resource management mechanism that integrates motivational, communicative, organizational, and cultural components within the economic entity.