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dc.contributor.authorE. Lowell Jacobs
dc.date.accessioned2017-05-08T21:18:58Z
dc.date.available2017-05-08T21:18:58Z
dc.date.copyrightOctober 1986
dc.date.issued1986
dc.identifier.other%28asce%291052-3928%281986%29112%3A4%28278%29.pdf
dc.identifier.urihttp://yetl.yabesh.ir/yetl/handle/yetl/46733
dc.description.abstractTo stay in business, engineering firms have to become active in the preparation and execution of external marketing plans. Have the employees been left behind? The preparation of an internal marketing plan, an organized approach to assuring the employees of management's concern for their continued growth and welfare, deserves every bit as much time, money, and anguish as an external plan to generate sales. The employees represent tremendous potential for generating good or bad impressions throughout the community due to their circle of individual contacts within that community. Employees have an enormous influence on the image the firm projects.
dc.publisherAmerican Society of Civil Engineers
dc.titleInternal Marketing
dc.typeJournal Paper
dc.journal.volume112
dc.journal.issue4
dc.journal.titleJournal of Professional Issues in Engineering
dc.identifier.doi10.1061/(ASCE)1052-3928(1986)112:4(278)
dc.treeJournal of Professional Issues in Engineering:;1986:;Volume ( 112 ):;issue: 004
dc.contenttypeFulltext


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