Download Key Words

Integrating Communications
Peggy Simcic Brønn
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Key Words
 Stakeholders
 Relationships
 Reputation/Image
 Competitive Advantage
 Cause
or Mission Marketing
Peggy Simcic Brønn
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Marketplace Trends
Proliferation of brands and products
 4 P’s no longer provide USP
 Too many messages
 Increasing distrust of business
 Deparmentalization/specialization

Peggy Simcic Brønn
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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

Traditional MC and IC
Traditional
New
 Transactions
 Relationships
 Functional organization
 Cross-functional org.
 Specializations
 Core Competencies
 Mass marketing
 Data-driven marketing
 Stable of agencies
 CMO agency
 Customers
 Stakeholders
 Mass Media
 Purposeful interactivity
 Ads & Promotions
 Strategic consistency
 Cause Marketing
 Mission marketing
 Adjust prior plan
 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
Trusting
Consistent
Accessible
Responsive
Affinity
Likeable
Committed
Constructs 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
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

Peggy Simcic Brønn
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IC

Really about integrating all
communications functions
 Marketing
 Organization
 Management
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Strategy
Identity
Image
Common Starting Points
Management
Communication
Organizational
Communication
van Riel, C., Principles of Corporate Communications
Marketing
Communication
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

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.

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.

Stage 7 Integration: Relationship
Management Integration
 A fully
integrated communication strategy
reaching all stakeholders brings
communications professionals into contact
with all management functions.
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/organization
 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




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
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-toone 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

Obstacles to Integration and
Potential Solutions
Obstacle
Solution
• Turf battles between
functional areas
Re-engineering
• Managers’
background/expertise
Hire generalists rather than
specialists
• Organizing and planning an
integrated marketing effort
Clear goals; unified approach
• Information sharing
Strong information culture
• Leadership and Infringement
- budgets
- public relations
Zero based communication planning
• Ethical issues
Clear mission and policy directions
Recognizing stakeholder base
Benefits of Integration



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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
Openness
Clarity
Internal
Environment
Attention
Company
External
Environment
Understanding
Strength
Acceptance
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).
Trust