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Integrated Communications
Student Critique
Brad Osborn
Integrated Communications
Instructor: Dr. Sandra H. Utt
The University of Memphis
Memphis, Tennessee
1 August 1999
© 2001 Bradley Osborn
Copyright © 1999 Brad Osborn
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CONTENTS
Introduction
1
Persuasive Disciplines, Tools and Support
2
Extent of Integration
3
Benefit/Harm Analysis
3
Reasons for Enthusiasm
4
Conclusion
5
Reference List
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Introduction
Integrated Communications (IC) or Integrated Marketing Communications (IMC) are
those messages dispatched to, and received from myriad stakeholder groups or vested
parties, both consumer and non-consumer, which effect a unified voice employing tools
from the traditional communications disciplines, producing a coherent message while
attempting to achieve synergy amongst communications specialties. IC/IMC utilizes all
forms of communication that are relevant to the customer, both internal and external.
These communications efforts utilize general advertising, direct marketing, direct
response, sales promotions and public relations (PR) to provide a single clear message.
Modern IMC definitions not only emphasize the strategic coordination of all
messages and media used by an organization to collecti vely influence its perceived
brand value,7 but also include any parties with an interest in the organization/brand, as
well as all stakeholders,3 while strategically controlling or influencing all messages and
encouraging purposeful dialogue.
This enlarged concept of audience places more emphasis on long -term effects such
as brand loyalty and maintaining relationships.9
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Persuasive Disciplines, Tools and Support
Persuasive tools include public relations, direct marketing (DM), promotions,
packaging and advertising.9 Conventional advertising is augmented by media planning,
sales promotion and DM. Direct response, turnkey solutions, project management,
graphic design and internet marketing, as well as new media and business consulting
are employed. Strategic planning, web site development (including intranets),
multimedia and trade show design add to the tools mix.
Public relations practitioners are addressing markets, and marketers are
addressing publics.9 Advertising extends into the marketing arena. Marketing,
advertising and public relations are historically separated, but can come together to use
their respective tools and those of other persuasive disciplines to reach all markets,
publics, targets and stakeholders.
Separate from persona, the "One Voice" of IMC is sent out, like a gyroscope, to
bounce off all sides of its target box, using all means available: public relations releases,
annual reports, promotional messages, direct marketing campaigns, All contribute to
build upon, and draw from brand equity.
Corporate culture and politics impact the implementation of marketing
communications. Organizational structure and resources influence them, as well. The
complexity of relationships within an organization and traditional compensation, i.e.
commission, salary, expense reports and bonuses are key issues. Variability in personal
abilities and goals introduces inconsistency. Differential budget allocations also strain
cooperation.
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Extent of Integration
Ad agencies are transforming into integrated communications providers. Integration
modifies the execution of marketing communications. Supposed benefits are touted.
Many advertising firms claim full communications integration.4
In fact, advertising is the discipline that appears to be most integrated across media,
while sales promotion and PR are the least integrated. Direct marketing is the
discipline claimed to be most integrated with advertising -- PR the least.4
Benefit/Harm Analysis
Conflict between disciplines is an important consideration. Organizations using IMC
employ such tools as event marketing, sponsorships, sales promotion, direct marketing,
the internet, targeted radio, global branding, etc. There are fears this will result in lower
profits.
A study examined ad agencies offering i ntegrated marketing communications. It
showed that more agencies are doing IMC, doing it well and that clients see an
improved bottom line when the integration is properly practiced.4
One of the limitations of IMC is that promotional tools do not appear to work
together.4 Boomerang effects are also a hazard.
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Boomerang effects occur as a result of one's cognitive experiences. The receiver is
influenced more by cognition than by the message sent. Even if the organization is
sending out a consistent, integrated message, the receiver takes away a contradictory
message. This is brand-based perception. The message may then cause a negative
reaction if a contrary motivation is perceived.1
IMC claims cost reduction, but If it is just used as a media cash cow it cannot
succeed. However, used to aid stakeholder edification, streamline media and personnel
use, increase market knowledge and simplify consumer choices, it can be a worthwhile
endeavor.
Reasons for Enthusiasm
To deliver uniform brand messages, firms can turn over local advertising to national
ad agencies, have local ad agencies report nationally, give control for local advertising
to regional managers and establish comprehensive responsibility for all advertising and
marketing. Promotions and PR could follow. All would have as goals to improve market
share, increase brand or product awareness, penetrate new markets, develop greater
marketing efficiencies, etc.
As compared to the traditional linear communications model, which has a distinct
beginning, passes through whatever medium and ends at the consumer, the IMC model
is circular, and engages the receiver in ongoing dialogue through various feedback
loops.1 The receiver is the focus in IMC!
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Conclusion
Integrated communications may work well for organizations with either vast capital
to get behind a truly concerted effort to integrate marketing, advertising and public
relations, or for firms that have very little monetary resources, and thus don't have
entrenched departments for each discipline and could better afford the "One Voice" of
IC.
Those business concerns with moderate expenditure capabilities and with no
internal incentive to move toward an integrated marketing plan, i.e. those that are
"getting by," may not reap its full benefits. Corporate and disciplinary culture weigh
heavily in the decision to proceed with IC implementation.
Another potential beneficiary of an integrated plan could be a company or
organization that has, in the past, primarily exploited just one of the persuasive
disciplines, e.g. advertising. The message developed for ads could be adapted for use
in the small amount of PR or other marketing that is done by the firm. Then, in the
future, should the use of one or more of the other disciplines grow, an integrated plan
would be in place.
Lastly, newly formed organizations could benefit for the same reasons: lack of
entrenchment, limited funds and growth potential.
The advent of IMC places a enormous burden on its architect for clarity and
completeness, since it is "The One Plan."
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Reference List
1. Blair, A., Gilpin, D., Lopez, A., Manuszewski, D., McElroy, G., Osborn, B. & Utt, S.
(1999, June-July). Integrated Communications. (JOUR 7375, Online class
transcripts) Memphis, TN: The University of Memphis, Department of Journalism.
2. Caywood, C. L., Schultz, D. E., & Wang, P. (1991). A Survey Of Consumer Goods
Manufacturers. New York: American Association of Advertising Agencies.
3. Duncan, T. & Moriarty, S. (1994, October). IMC Audit Workshop, Presentation to
BBDO Europe. Paris: BBDO.
4. Eagle; L., Fourie, W., Hyde, K. Kitchen, P.; Padisetti, M. (1999, February).
Perceptions of integrated marketing communications among marketers & ad agency
executives in New Zealand. International Journal of Advertising. 18 (1), 89.
5. Griffin, T. & McArthur, D. (1997, Sep-Oct). A marketing management view of
integrated marketing communications. Journal of Advertising Research. (Special
Issue: Integrated Marketing Communications - Performing Together) 37 (5), 19.
6. Gronstedt, A. & Thorson, E. (1996, March-April). Five approaches to organize an
integrated marketing communications agency. Journal of Advertising Research. 36
(2), 48.
7. Keegan, W., Moriarty, S. & Duncan T. (1992). Marketing. Englewood Cliffs, NJ:
Prentice-Hall.
8. Kitchen, P. & Schultz; D. (1997, September-October). Integrated marketing
communications in U.S. advertising agencies: an exploratory study. Journal of
Advertising Research (Special Issue: Integrated Marketing Communications Performing Together) 37 (5), 7 .
9. Moore, J. & Thorson, E. (Eds.). (1996). Integrated Communication: Synergy of
Persuasive Voices. Mahwah, NJ: Lawrence Erlbaum.
10. Neisser, D. (1997, February 24). Integration: myth and necessity. (integrated
communications). Brandweek. 38 (8), 26.
11. Schultz, D. E· (1993, January 18)· Integrated marketing communications: Maybe
definition is in the point-of-view. Marketing News. 27 17.
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