Role of marketing in public sector firms
Marketing has long been recognised as a strategic imperative in private sector organisations. However, its relevance and potential impact in public sector institutions remain underutilised.
This paper seeks to emphasise the importance of adopting marketing principles within public sector organisations to enhance service delivery, citizen satisfaction, and institutional credibility. The following key ideas are advanced:
1. Adoption of a Marketing Philosophy
A foundational step in leveraging marketing is the adoption of a customer-centric philosophy. This involves a deliberate effort to identify, understand and respond to the needs of customers.
Many public sector organisations operate under the assumption that citizens are obligated to use their services due to legal mandates.
This mindset often results in poor service delivery. A shift toward a marketing orientation—where understanding and satisfying customer needs is prioritised—can significantly improve public sector performance.
2. Product Development
Public institutions must proactively develop and tailor their service offerings. Providing service options or packages allows citizens to select services based on need and convenience, thereby improving satisfaction.
Agencies such as the Driver and Vehicle Licensing Authority (DVLA) and Passport Office have introduced fast-track or premium services that reflect this principle. These developments not only enhance user experience but also reduce informal payments by standardising processes and increasing transparency.
3. Promotion and Communication
Marketing communication in the public sector should be regarded as an investment rather than a cost. Clear, consistent and targeted promotion helps inform citizens about available services, rights and procedures.
With modern tools available to measure the effectiveness of campaigns, public institutions can now deploy cost-effective communication strategies tailored to various demographic groups.
This improves awareness and trust in public services.
4. Branding and Reputation Management
Public sector organisations often overlook the role of branding in fostering institutional trust and legitimacy.
A strong public brand can evoke reliability, transparency and responsiveness, which are essential for public confidence. Strategic branding, including the use of logos, slogans, and public engagement campaigns, can help differentiate agencies and build positive associations with their services. Branding also helps attract skilled personnel and fosters organisational pride internally.
5. Customer Relationship Management (CRM)
The implementation of CRM systems in public sector organisations can vastly improve service delivery by enabling efficient data collection, feedback tracking and personalised communication with citizens.
These systems help institutions anticipate citizen needs, respond to complaints effectively, and evaluate service performance over time.
CRM also supports policy formulation by providing real-time data on service utilisation and satisfaction.
Future publications will provide further arguments and real-world examples to demonstrate how marketing, when strategically applied, can serve as a transformative tool in the public sector.
The writer is the Head of Marketing Department, University of Professional Studies, Accra ikabdul-hamid@upsamail.edu.gh