Marketing Communications

26 CHAPTER 1 INTEGRATED COMMUNICATIONS

consistent integration of mission and propositions. Propositions can be creatively translated

into concepts or messages with a certain content and format. A concept can be a theme, a core

message, a specifi c style or a slogan. Th e fourth level is the integration of execution. Th is

implies uniformity in layout, design, typography, logo, colours, visual triggers and other ele-

ments of the house style. Successful IMC imply that a ‘one-voice’ approach is developed,

which serves as a starting point for integrated concepts and execution.

Evidently, a company’s communications are more than communicating with marketing

target groups. A variety of other audiences and stakeholders need to be considered too. In the

next integration stage, all communications to all target groups are harmonised. In a truly

integrated communications environment, corporate identity defi nition, corporate reputation

and image-building, stakeholder communications and marketing communications are fully

integrated. Th e integration of marketing communications in an international company is not

complete until it is achieved across national and international boundaries.

Barriers to integrated communications

IMC are far from a reality in most companies. A number of strong barriers prevent IMC

being implemented quickly and effi ciently. Th ey are listed in Figure 1.5.

Over many years, companies have grown used to extreme specialisation in marketing

communications. Th e various instruments of the communications mix are managed by

separate individuals or departments. Traditionally, strategic power is the exclusive domain of

advertising, PR is largely reactive and sales promotion and personal selling are mainly

tactical. Specialisation is rewarded and highly regarded, and the need for, or benefi ts of,

integration are overlooked.

Th e various instruments of the communications mix have traditionally been managed by

diff erent organisational entities as discrete activities. Financial structures and frameworks

have been in place for many years.^64 O ft en the idea of IMC is incompatible with traditional

hierarchical and brand management structures. Th ese structures may or may not be changed

easily. Ideally, IMC can best be eff ected when all communications activities are physically

integrated into one department. But people are generally conservative and reluctant to

change. Turf wars and ego problems are important barriers to IMC. Th e parochialism of

managers and their fear of budget cutbacks in their areas of control, and of reductions

in authority and power, lead to defending the status quo. PR departments especially are

reluctant to integrate because they oft en consider IMC as the encroachment of ad people on

PR professionals and a form of marketing imperialism.^65

Table 1.5 Levels of integration

z Awareness

z Image integration

z Functional integration

z Co-ordinated integration

z Consumer-based integration

z Stakeholder-based integration

z Relationship management integration

Source : Duncan, T. and Caywood, C. (1996), ‘The Concept, Process and Evolution of Integrated Marketing Communication’, in

Thorson, E. and Moore, J. (eds), Integrated Communication: Synergy of Pervasive Voices. Mahwah, NJ: Lawrence Erlbaum

Associates, 13–34.

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