This thesis investigates internal marketing strategies in consulting firms, focusing on employee retention and turnover in warehousing roles. Employing a qualitative, interpretivist approach within a phenomenological design, the research examined two primary questions: "What internal marketing initiatives encourage employee retention?" and "What factors drive employee turnover in warehousing positions?" The study utilized purposeful sampling, ensuring the trustworthiness of results through measures for credibility, transferability, dependability, and confirmability.

Findings, analyzed through the social exchange theory, reveal that transparent communication, timely feedback, task autonomy, and personal support positively influence employee retention. However, factors such as limited professional development, insufficient recognition and rewards, strained interpersonal relationships, perceived unfair treatment, and unfavorable work conditions contribute to turnover.

The research highlights the need for comprehensive strategies that address these factors, fostering professional growth, a positive work environment, and healthy interpersonal relationships. Despite potential generalizability issues and possible self-reported data bias, the study offers valuable insights for both academia and practical operations within the consulting industry, recommending future research for broader scope, longitudinal studies, and cultural influences on internal marketing strategies.