Please see below work of student to make reply for tomorrow: Carol Dear All, From the posts between Saturday and Sunday morning (GMT +8), we see 100% support to apply the holistic marketing concept in the variety of industries presented. It proves that the Holistic Marketing Concept is indeed the way forward in today’s environment, and leading on into the future. Holistic Marketing is quite a new concept. Due to its characteristics of interdependencies, stemming from ‘everything matters’ (Agarwal, 2012), it still needs time to develop and be adopted, adapted and integrated into management, and lead the organisation in unity. We have seen quite a few examples from different classmates, including myself, where one key issue to overcome is internal marketing- a pillar of Holistic marketing. One common obstacle is to instil cohesiveness in an organisation, because of the differences seen between, and even within, departments, resulting in politics and distrust, as Charissa rightly brought up. What could be the reason for such a reality in most organisations if staff share the same passion for the company’s mission and values, as Bebe mentioned? One example I can think of is interdepartmental competition. At Air France for example, internal competition makes it very difficult to convince the staff for cross-departmental collaboration, despite the fact that Air France as a whole should be marketed and not only per different regions. According to Catalin, Andreea and Adina, (2014) the Holistic Marketing ‘vision must start with strong internal relationships at all hierarchical levels.’ (pg.9) They do agree that many organisations only focus on external relationships and overlook the importance of internal relationships, but emphasises that customer centric must grow from solid internal relationship. Stephen’s company FruitiliciousAus is a good representative of the Holistic Marketing Concept. What was described as effort for internal marketing is not found in other posts. This is a very good proof that top management must be out there to lead the organisation towards this concept. However, many a times, they are the ones who are not keen in investing in internal marketing – or to neglect marketing, as described in McDonald (2006) article of bringing marketing back to the boardroom. Lai Ka mentioned Starbucks. Their internal marketing concept is based on treating employees as partners. (Tariq, 2014, [Online]) Apart from feeling different mentally, Starbucks is able to transfer some responsibility to the staff as they are partners, and the way they operate oblige close cooperation to ensure the service chain does not break, requiring interdependencies as each part of the chain is important. All stakeholders are involved. On the other side of the coin, employees’ commitment is a reflection of the organisation’s commitment as well. Ahmed offered a very good example where he believes that his employer should put more effort to comminute due to negative feedback from employees. This is in fact leads to another pillar in the concept – relationship marketing. I cannot agree more with what Charlie mentioned in his post, and which is also the picture I tried to paint in my post. Departments that may not face consumers are somewhat neglected from the marketing plans. However, this is very wrong. Recently, I faced a case where our partners China Southern Airlines refused to pay for the hotel accommodation, which was a part of their product sold, because Air France delayed the passenger by 24 hours and had to rewrite the passenger’s ticket which became and Air France ticket, and not a China Southern Airline ticket. Their finance department’s logic was whose ticket, whose revenue, and since they thought that they will not get the revenue, they should not pay for the hotel accommodation. What the finance department did not know was how the profits were split under the codeshare contract and the concept of the product that was marketed. Should they be involved, they would have made a completely different decision. There is much work yet to be done for the alignment of an organisation’s functions, as Charlie wrote. The common goal is probably not emphasised sufficiently. According to Rakic and Rakic, (2014, pg. 198) ‘implementation of marketing knowledge is necessary,’ and not only within organisations but at schools/universities and even on a country level. They continue to say that ‘marketing skills are one of the key basis for developments’ in the above different realms. In their paper, they promote the concept of marketing ambassadors, which is everyone in the organisations as they are involved in the financial, non-financial aspects, impacting on decision making which should be the fruits of an interrelated relationship. (pg. 200) The Holistic Marketing concept could not exist without interconnection, as Abdullah mentioned. His example on Amazon emphasised the seamless concept. How many organisations could operate seamlessly between departments today? Not so many, as reflected in our collaboration. To be on the same page, as Halima wrote is very difficult, in the sense that it should not remain theoretical. At Air France, we are supposed to be on the same page re information as we receive news constantly through our digital platform, but what is lacking is to put the information into practical use to create/build cohesion. I think Halima touched on the core issue of the difficulty in a cohesive operation – ‘lack of mutual respect, selfish interest and clashes between employees from different departments’. Should internal marketing be well executed, it acts as an agent to attract, motivate, develop and retain ‘qualified employees through job-products that make them happy.’ (Aburoub et. al, 2011, cited in Catalin, Andreea and Adina, 2014, pg. 10), with the goal of improving external marketing activities. It takes each and every employee’s commitment to make the Holistic Marketing Concept to genuinely work, and it can create a competitive and sustainable advantage – unity. It would also stimulate staff motivation and loyalty, who would in turn do all possible to offer their best to their employers through pleasing their customers. Everyone would be on the same page and as Iman stated, ‘there is no room for confusion, created by missing links.’ I see each department as a brand that needs to market itself to other departments and be responsible for their contribution to the overall performance. They also play the role of a consumer when they are sold ideas from other departments. In this sense, marketing ‘should be perceived from a broader perspective’, as Iman mentioned. Marketing is not confined to the marketing department. It should be found in the entire organisation. Each employee should play the marketing role, and to do so, has the right to understand the marketing concepts of the marketing department which should transcend to each department of the organisation to run Holistic Marketing the clog wheel smoothly, steadily and efficiently. Like a human body, which is highly interconnected and interdependent, if the head is not in good functioning mode, the rest of the body will not be functioning properly either. The same goes with the Holistic Marketing Concept.


    The columning of your reasoning provides wide verifications, preoption, fitness, and integration of the holistic marketing entrance in the marketing strategies of multitudinous forms. Your reasoning is adequately developed in-particular the examples provides on the verification of the holistic marketing in Air France, FruitiliciousAus, China Southern Airlines, and Amazon. The examples given paint the difficulties skilled in the detachment and integration of the holistic marketing into a functioning being in the form. As the contemporary businesses and forms extremely claim to shape-known a balanced marketing diplomacy, the holistic marketing concept provides the best transform to shape these ambitions a verity (Bebe & Rakic, 2014). Therefore, as the best marketing diplomacy, the holistic marketing concept serves to condense the form’s instrument, abandon connection and coordination among incongruous departments, and determine achievements of the marketing objectives.

    However, as paintd the detachment and implementation of the holistic marketing concept to unite largely with the strategies utilized by incongruous forms faces strong challenges. As shown in your column, the first convergence to determine prosperous implementation and functionality of the holistic marketing concept entails an reason on the inner marketing module (Cătălin, et al., 2014). The inner marketing helps to adduce departments closer, avoid effectively, proceeding faith among them, and abandon enhanced commencement. In transform, the inner marketing fullows the functionality of the holistic marketing concept as a method to determine a balanced diplomacy is realized.

    Thus, the verification of holistic marketing is a primary concept that full forms must think to mend their services to their customers. Also, the inclusion of customer proof is ascititious to convergence the instrument of the form in supple the best products and services as per the desires of their clients (Agarwal, 2012). In transform, a emend agreement of the holistic marketing can exclude the form’s inner wrangles deterring the occurrence of the regular objectives.


    Inner Sources

    Cătălin, M.C., Andreea, P., & Adina, C. (2014), ‘A holistic entrance on inner marketing implementation’, Business Management Dynamics, Vol 3 (11), pp. 9-17, [Online], UoL Online Library, assessed on 24th July, 2017-07-24.

    Rakić, B., & Rakić, M. (2014). Holistic implementation of understanding of the marketing ambassadors. Megatrend revija11(4), 197-218.

    External Sources

    Agarwal, A. (2012) ‘Concept of holistic marketing’, Project Guru, [Online], conducive at:, assessed on 24th July, 2017.