Waitrose), therefore it is important to concern about internal satisfaction and improve themselves to sustain this relationship in long-term because there is possible chance that those internal customers (i.e. the companies) would change their strategies and hire outsources instead (Jones, 1996). In addition, it has no guarantee that their customers will recognise and get fully satisfaction from the improvements. Furthermore, extra costs spending by these adaptations might exceed the benefit receiving. Even though Hauser et al. (1996) agree for applying internal relationship approach to run businesses, but they also point out some weaknesses in this strategy. Firstly, some conflicts possibly occur between internal suppliers and the companies due to different interests and scale of perspective and responsibilities. Another one is high-level managers may not have in-depth knowledge as the internal suppliers and will attempt to make ineffective
Waitrose), therefore it is important to concern about internal satisfaction and improve themselves to sustain this relationship in long-term because there is possible chance that those internal customers (i.e. the companies) would change their strategies and hire outsources instead (Jones, 1996). In addition, it has no guarantee that their customers will recognise and get fully satisfaction from the improvements. Furthermore, extra costs spending by these adaptations might exceed the benefit receiving. Even though Hauser et al. (1996) agree for applying internal relationship approach to run businesses, but they also point out some weaknesses in this strategy. Firstly, some conflicts possibly occur between internal suppliers and the companies due to different interests and scale of perspective and responsibilities. Another one is high-level managers may not have in-depth knowledge as the internal suppliers and will attempt to make ineffective