Integrated Marketing Communication

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Integrated Marketing Communication
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Mental models The ladder of inference
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Applying the Ladder of Inference

• The ladder provides a means to ask questions...
• What is the observable data behind that
  statement?
• Does everyone agree on what the data is?
• Can you run through your reasoning?
• How did we get from that data to these abstract
  assumptions?
• When you said your inference, did you mean
  my interpretation of it?

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Essential skills for working with mental models

• Reflection
• Becoming more aware of your own thinking and
  reasoning.
• Inquiry
• Inquiring into others thinking and reasoning.
• Advocacy
• Making your own thinking and reasoning more
  visible to others.
• Reveal where you are least clear in your
  thinking, invite improvement.
• Listen, stay open, encourage others to provide
  different views.

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Gaps Model of Behavior
Expected Behavior
Stakeholders
Perceived Behavior
Behavior Delivery
External Communications to Stakeholders
GAP 1
GAP 4
Company
GAP 3
Stakeholder-driven designs and standards
GAP 2
Company perceptions of stakeholder expectations
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Key Factors Leading to Stakeholder Gap
Stakeholder Expectations
Stake-holder Gap

• Gap 1 Not knowing what stakeholders expect
• Gap 2 Not selecting the right behavior
• Gap 3 Not delivering to behavior standards
• Gap 4 Not matching performance to promise

Stakeholder Perceptions
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Corporate identity and reputation
Fombrun, C. J., Reputation, Harvard Business
School Press
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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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Stakeholders
...a group or individual who can have an effect
on or be affected by the organization.
Organization
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What stakeholders want

• Visibility
• information
• Virtue
• good organizational behavior
• Verifiability
• access to information

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Management Communication

• Role of managers within organizations
• Developing a shared vision
• Establishing and maintaining trust in leadership
• Initiating and managing change process
• Empowering and motivating employees

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Organizational Communication

• Public Relations
• Public Affairs
• Environmental Communications
• Investor Relations
• Internal Communication
• Corporate Advertising

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Marketing Communication

• Those activities supporting sales of particular
  goods and services
• Advertising
• Sponsorship
• Direct Marketing
• Personal Sales
• Product PR
• Others

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Effectiveness of Communication Tools
Word of Mouth
cost/ effect of promotion
Advertising
Sales Promotion
Inform
Persuade
Reinforce
Stages in the buying cycle
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Traditional MC and I (M) C
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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I (M) C

• Cross-functional approach for managing
  profitable, 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 I(M)C
• Not just with customers
• Mass communication unable to deliver

Knowing Responsive Trusting Affinity
Consistent Likeable Accessible Committed Co
nstructs determining strength of relationships
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Evolutionary Integrated Communications
Duncan and Caywood, artikle samling, (ORG 9980)
p. 174,

• 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.

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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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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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• Organizational Issues Surrounding Integration

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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 Possibilities

• Marketing Public Relations - Integrating PR with
  Advertising
• Public Relations Under Marketing
• Marketing Communications under Public Relations
• Two Separate but Equal Functions
• 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).
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Monitoring
What you have
The organization
Audience Perceptions
Corporate Identity
Corporate Visuals
How you intend to use it
Corporate Identity Era 1 -- Badging Source
Bamber Forsyth in White, J. and Mazur, L.
Strategic Communications Management, Addison
Wesley, London, 1996.
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Monitoring
What you have
Corporate Visuals
The organization
Audience Perceptions
Corporate Identity
How you intend to use it
Corporate Communications
Corporate Identity Era 2 -- Visuals plus
Communication Source Bamber Forsyth in White
and Mazur
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Monitoring
What you have
Corporate Behavior Process
The organization
Audience Perceptions
Corporate Identity
Corporate Communications
How you intend to use it
Vehicles Corporate Values
Corporate Identity Era 3 -- The integrated
approach Source Bamber Forsyth in White and
Mazur
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Suggested IC Organization
CEO (Admin. Dir.)
Market- ing
Communica- tions
Human Relations
Dept. X
Dept. Y
Internal Comms.
Corporate Comms.
Mkt. Comms.

• Investor Relations
• Public Affairs
• Govt. Relations
• etc.

• Advertising
• Direct Mkt.
• Product Publicity
• etc.

Wightman, B., Integrated communications
Organization and education, Public Relations
Quarterly, Summer 1999.
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Integration -- Total Quality Management Approach
(Teams)

• Bottom Up -- keeping track of stakeholder
  relationships and passing information up
• Top Down -- mission supporting IC
• Horizontally -- cross functional

Grönstedt, A., Integrated Communications at
Americas Top TQM Companies, Doctoral
Dissertation.
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Propositions for a Team Approach (A. Grönstedt)

• Team leader is a facilitator.
• All communications professionals should be
  leaders and members of integrated communication
  teams.
• Consensus is optimal.
• Requires listening to everyones opinions,
  establishing a shared vision.

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• Concurrent planning and execution of different
  functions.
• Establish step-by-step process for teamwork.
• Team members need authority.
• Requires a corporate-wide culture of teamwork.

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• Two major areas of conflict in cross functional
  teams
• distrust
• compensation differences
• competition between individuals and departments
  for recognition
• concerns that team members more loyal to
  department
• disrespect