The integration of marketing communications 411
different messages are communicated to con-
sumers about the same brand. In the worst case
scenario, the messages delivered by marketing
communications may actually contradict each
other.
Some writers suggest that the most efficient
means of achieving integration is to appoint a
single agency which is responsible for all
aspects of the campaign, contracting out certain
areas. The reality, except for a relatively few
number of companies, is that such an approach
is generally not possible. The need for specialist
services in the wide variety of areas which
make up the tools of marketing communica-
tions requires staff who are skilled in those
specialisms.
(Alanko, 2000)Research by Gronstedt and Thorson (1996)
suggests that integrated approaches are neces-
sary because most work related to communica-
tions cuts across different knowledge and skills
domains, whilst Schultz et al. (1992) argue that
IMC results in the creation of communications
programmes that are both tonally and visually
coherent.
The question of how to organize external
communications disciplines has been a continu-
ing source of debate within the arena of
marketing communications (Cornellisen et al.,
2001). The conundrum is whether the organiza-
tion should be of a functional nature, i.e. with
the various departments merged together to
create a single entity which can deal with all
communications requirements or whether, as
suggested by Gronstedt and Thorson (1996), it
is more about integrating the processes of
marketing communications. Schultz et al. (1992)
argue that the different mind-sets of profession-
als operating within the various disciplines
inhibit the level of cross-functional operation
and the ways in which the disciplines can
contribute to the achievement of the desired
objectives.
Gronstedt and Thorson (1996) suggest five
possible models for an integrated organiza-
tional structure:
1 The consortium. One agency performs the role
of main contractor to a consortium of
specialist agencies. The main agency helps its
client to develop a strategy and decides which
persuasive tools to use. It typically executes
traditional advertising, but subcontracts other
tools. The account team at the main agency
co-ordinates the specialist agencies to ensure
that messages and timing are integrated.
2 Consortium with a dominant agency. Agencies
that have the capacity to plan an integrated
campaign and execute traditional advertising as
well as some other communications tools. The
main agency has various combinations of
in-house services and outside suppliers.
3 Corporation with autonomous units. All the
specialists are brought in-house as separate
and autonomous units. The specialist units are
separate profit centres, sometimes with
separate names and in separate buildings.
4 The matrix organization. Agencies not only have
specialists in-house but they are integrated in a
matrix structure. The matrix design combines
functional division and cross-functional task
force teams. The matrix structure requires that
professionals work across functions whilst
maintaining the functional division.
5 The integrated organization. All disciplines are
incorporated into the advertising agency
structure rather than forming separate units
for each persuasive tool. The agency is no
longer structured by functional departments,
but by accounts. Each person works for a
particular client, not for a direct marketing or
sales promotion department. Each account
group comprises personnel who are capable of
handling all communications disciplines.Duncan and Everett (1993) suggest four
agency–client relationships which could foster
integration: The client and its agencies collectively establish
strategies, then each communications function
is executed by a different agency.
The client and its agency establish the
strategies, then the ‘integrated’ agency is