Integrated Communications (IM, IMC, IC)

1. Integrated Communications (IM, IMC, IC) Peggy Simcic Brønn

2. Integrated Marketing Communication -- integration of all marketing communications functions • Integrated Marketing -- integration of marketing functions (sales, distribution, R&D, marketing communications) • Integrated Communication -- integration of ALL communication functions Peggy Simcic Brønn

3. Key Words • Stakeholders • Relationships • Reputation/Image • Competitive Advantage • Cause or Mission Marketing Peggy Simcic Brønn

4. 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

5. 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 Peggy Simcic Brønn

6. I C • Cross-functional approach for managing profitable, 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. Peggy Simcic Brønn

7. Relationship Building • Key element of IC • Not just with customers • Mass communication unable to deliver Knowing Responsive Trusting Affinity Consistent Likeable Accessible Committed Constructs determining strength of relationships Peggy Simcic Brønn

8. Communication Relationships Stakeholder Support Brand Equity Peggy Simcic Brønn

9. Planned Messages (Mkt. Communications, Public Relations) Say Product, Service Messages (when come in contact with organization) Unplanned Messages (Positive/Negative) Confirm Do The Integration Triangle - Does behavior confirm what organization is saying? Duncan, T. and Moriarity, S., Driving Brand Value

10. Drivers of I C • Focus on stakeholders • Focus on relationships more than transactions • Strategic consistency process • Interactive process • Mission Marketing process Peggy Simcic Brønn

11. Drivers of I C • Zero-based planning process • Cross-functional team infrastructure • Core competency infrastructure • Database infrastructure • IC agency infrastructure Peggy Simcic Brønn

12. Transactions Functional organization Specializations Mass marketing Stable of agencies Customers Mass Media Ads & Promotions Cause Marketing Adjust prior plan Relationships Cross-functional org. Core Competencies Data-driven marketing CMO agency Stakeholders Purposeful interactivity Strategic consistency Mission marketing Zero-based planning Traditional MC and I (M) C Traditional New Peggy Simcic Brønn

13. I C • Really about integrating all communications functions • Marketing • Organization • Management Peggy Simcic Brønn

14. Strategy Identity Image Common Starting Points Organizational Communication Marketing Communication Management Communication van Riel, C., Principles of Corporate Communications

15. Evolutionary Integrated Communications Duncan and Caywood, artikle samling, (ORG 9980) p. 174, • 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. Peggy Simcic Brønn

16. 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. Peggy Simcic Brønn

17. 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. Peggy Simcic Brønn

18. Stage 7 Integration: Relationship Management Integration • A fully integrated communication strategy reaching all stakeholders brings communications professionals into contact with all management functions. Peggy Simcic Brønn

19. 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... Peggy Simcic Brønn

20. 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 Peggy Simcic Brønn

21. 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 Peggy Simcic Brønn

22. MARKETING COMMUNICATION • Communication efforts supporting sales of goods/services • Advertising usually recognized as dominant element • Largest share of communications budget used here Peggy Simcic Brønn

23. Marketing Communications Tools Planned Communication Directed Toward Consumers Primarily • Advertising • Sales Promotion • Product Public Relations • Direct Mail • Sponsorship • Personal Selling Peggy Simcic Brønn

24. 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 Peggy Simcic Brønn

25. 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 Peggy Simcic Brønn