Integrating Communications

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Integrating Communications
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Key Words

• Stakeholders
• Relationships
• Reputation/Image
• Competitive Advantage
• Cause or Mission Marketing

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Marketplace Trends

• Proliferation of brands and products
• 4 Ps no longer provide USP
• Too many messages
• Increasing distrust of business
• Deparmentalization/specialization

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Marketplace Trends

• Decreasing message impact and credibility
• Decreasing cost of using databases
• Increasing client expertise
• Increasing mergers and acquisitions of MC
  agencies
• Increasing cost of mass media
• Increasing media fragmentation

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Traditional MC and IC
Traditional
New

• Transactions
• Functional organization
• Specializations
• Mass marketing
• Stable of agencies
• Customers
• Mass Media
• Ads Promotions
• Cause Marketing
• Adjust prior plan

• Relationships
• Cross-functional org.
• Core Competencies
• Data-driven marketing
• CMO agency
• Stakeholders
• Purposeful interactivity
• Strategic consistency
• Mission marketing
• Zero-based planning

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IC

• Cross-functional approach for managing
  profitabale, long-term relationships
• Bringing people and corporate learning together
• In order to maintain strategic consistency in all
  communications
• Encourage and facilitate purposeful dialogues
  with customers and other key stakeholders
• Create awareness and commitment to the corporate
  mission.

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Relationship Building

• Key element of IC
• Not just with customers

Knowing Responsive Trusting Affinity
Consistent Likeable Accessible Committed Co
nstructs determining strength of relationships
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Communication
Relationships
Stakeholder Support
Brand Equity
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Planned Messages
Say
Product, Service Messages
Unplanned Messages
Confirm
Do
The Integration Triangle - Does behavior confirm
what organization is saying?
Duncan, T. and Moriarity, S., Driving Brand Value
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Drivers of IC

• Focus on stakeholders
• Focus on relationships more than transactions
• Strategic consistency process
• Interactive process
• Mission Marketing process

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Drivers of IC

• Zero-based planning process
• Cross-functional team infrastructure
• Core competency infrastructure
• Database infrastructure
• IC agency infrastructure

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IC

• Really about integrating all communications
  functions
• Marketing
• Organization
• Management

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Strategy
Identity
Image
Common Starting Points
Organizational Communication
Marketing Communication
Management Communication
van Riel, C., Principles of Corporate
Communications
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Evolutionary Integrated Communications

• Stage 1 Integration Awareness
• Proposition the greater the degree of change on
  the existence of specific market pressures, the
  grater the likelihood that integrated marketing
  communication will emerge
• Stage 2 Integration Image Integration
• Need for consistency message, look and feel.

Duncan and Caywood
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• Stage 3 Integration Functional Integration
• Greater degree of involvement among still
  traditionally separated areas.
• Stage 4 Integration Coordinated Integration
• Barriers starting to disappear, each function
  becoming more equal.

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• Stage 5 Integration Consumer-Based Integration
• The value of a refined customer and prospect
  database. Elements begin to work together.
• Stage 6 Integration Stakeholder-Based
  Integration
• IMC becomes more broadly defined to become
  integrated communications.

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• Stage 7 Integration Relationship Management
  Integration
• A fully integrated communication strategy
  reaching all stakeholders brings communications
  professionals into contact with all management
  functions.

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CORPORATE COMMUNICATIONS

• Management Communication
• senior managers to internal and external groups
• Marketing Communication
• advertising, direct mail, personal selling, etc..
• Organizational Communication
• PR, public affairs, investor relations, corporate
  advertising, etc...

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MANAGEMENT COMMUNICATION

• Develop a shared vision of the company/organizatio
  n
• Establish and maintain trust in leadership
• Initiate and manage change process
• Empower and motivate employees

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ORGANIZATIONAL COMMUNICATION

• All forms of communication used by organization
  other than marketing communications
• Most commonly Public Relations
• Directly primarily at target groups
  (stakeholders) other than customers
• Less obvious in attempts to influence behavior
• Spend about 1/5 the amount spent on marketing
  communications

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MARKETING COMMUNICATION

• Communication efforts supporting sales of
  goods/services
• Advertising usually recognized as dominant
  element
• Largest share of communications budget used here

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Marketing Communications Tools
Planned Communication Directed Toward Consumers
Primarily

• Advertising
• Sales Promotion
• Product Public Relations
• Direct Mail
• Sponsorship
• Personal Selling

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Public Relations Communication
Often Unplanned Communication Due to Stakeholders
Raising Issues, not Organization

• Media Relations
• Employee and Member Relations
• Community Relations
• Public Affairs and Government
• Relations
• Consumers, Environmentalists
• Investor Relations

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INTEGRATING COMMUNICATION

• So that management can harmonize all consciously
  used forms of internal and external communication
  as effectively and efficiently as possible in
  order to create a favorable basis for
  relationships with groups upon which the company
  is dependent.
• Cees B. M. van Riel

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Barriers to Integration

• Ego and turf battles
• Uneven compensation and reward systems
• Lack of corporate discipline to put customer
  first
• Absence of databases and accompanying technology
• Lack of an internal communication system to help
  with cross-functional planning
• Lack of a core competency in marketing
  communication

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Barriers to Integration

• Lack of understanding of importance of
  stakeholders
• Lack of agreement on marketing and marketing
  communication objectives
• Overdependence on mass media
• Lack of understanding of how to use one-to-one
  media
• Functional areas not used optimally for overall
  good of organization in building and sustaining
  customer relationships

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Organizational Differences

• Marketing Public Relations - Integrating PR with
  Advertising
• Public Relations Under Marketing
• Integrate all Communications Functions Using
  Marketing Theories for Planning and Managing
• Integrating all Communications Functions Through
  Public Relations Function

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Obstacles to Integration and Potential Solutions
Solution
Obstacle

• Turf battles between functional areas
• Managers background/expertise
• Organizing and planning an integrated marketing
  effort
• Information sharing
• Leadership and Infringement -
  budgets - public relations
• Ethical issues

Re-engineering

Hire generalists rather than
specialists Clear goals unified approach

Strong information culture Zero based
communication planning
Recognizing stakeholder base
Clear mission and policy directions
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Benefits of Integration

• Gives a better process for acquiring, retaining
  and growing customers
• Adds value through facilitating customer
  recourse, feedback, recognition
• Enables brands to be more knowledgeable of
  customers and therefore more responsive
• Gives a process for making brand communications
  and company more human, personal

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Ensuring internal understanding and external
acceptance
Understanding
Schultz, M., Ervolder, L., Hulten, J., The
Integration Between Corporate Culture, Identity
and Image The Emergence of a New Industry?,
Working Paper, Copenhagen Business School (1997).