28 CHAPTER 1 INTEGRATED COMMUNICATIONSIf not all communications activities of a company are integrated into one department, at
least the sharing of information, the communications across divisions and the co-ordination
of all communications activities have to be organised. Oft en, the combination of lack of
internal communication and the perceived complexity of planning and co-ordination are
important barriers to the organisation of IMC.
Finally, the functional specialisation of external communications agencies and their frag-
mentation in overspecialised disciplines make the full integration of communications even more
cumbersome. Th e role of communications consultants is discussed in the following section.The integrated communications plan
Th e diff erent communications tools will be used in an IMC mix, according to a communica-
tions plan that will have to be integrated into the strategic marketing plan. Th e essential steps
in the communications plan are listed in Table 1.6.
Since marketing communications have to be embedded in the strategic marketing plan,
the fi rst step is to analyse the marketing communications environment and the marketing
strategy, and assess where the marketing communications activity should fi t in. From this
analysis, target groups and objectives and goals of the marketing communications eff ort can
be derived. Next, which instruments, techniques and media to use and to what extent will be
agreed. On the basis of this plan, a budget can be established, and the communications plan
and timing can be implemented. Finally, the eff ectiveness of the campaign has to be assessed.
In the following chapters, branding (see Chapter 2 ) and how communications can infl u-
ence consumers (see Chapter 3 ) are discussed. Branding is an important core issue, since
brands are oft en the link between marketing strategy and its communication. In subsequent
chapters, the various stages in the marketing communications plan are discussed, and per
instrument a detailed overview of the planning stages is provided. Th e components of the
marketing communications plan are discussed in more depth in the following chapters: target
groups (see Chapter 4 ), objectives (see Chapter 5 ), budgets (see Chapter 6 ) and tools (see
Chapters 7 – 15 ). In each of these chapters the various stages in planning and executing the
campaign are detailed and highlighted. Th e last chapter focuses upon ethical issues in
marketing communications.a few touchpoints is better than merely using as many touchpoints as possible. Agencies should better and more
honestly position themselves on the basis of their unique skills and not pretend they are experts in all communica-
tions tools and tactics.
In 2012, 33% of communications budgets were still invested in traditional above-the-line advertising, and
another 21% in below-the-line with point-of-sales and 10% in below-the-line without POS. Another 19% were
invested in digital/online communications. These especially are expected to increase moderately as strongly (66%
of respondents), while less than 30% of the respondents predict that investments in the other tools are going to
increase.
According to advertisers, the top priorities of an agency manager should be to position the agency and its added
value more clearly, to engage in the advertiser’s environment and marketing vision, and to create a structure based
on areas of expertise, i.e. clearly establish a structure of units of specialisation. Moreover, agencies should invest in
a better knowledge of their customers (advertisers), in better strategic planning and internal organisation, and in
better methods to measure return on investment and remuneration schedules based on ROI. The ideal communica-
tions agency should focus on ROI, think out of the box (surprise consumers, go beyond traditional codes, go beyond
traditional channels), have a long-term vision, focus on a realistic 360° approach, listen to advertisers and under-
stand them, and maintain a correct balance between strategy and creation.M01_PELS3221_05_SE_C01.indd 28M01_PELS3221_05_SE_C01.indd 28 5/28/13 11:09 AM5/28/13 11:09 AM