1. Peggy Simcic Brønn1 Organizational and Managerial Communications Chapter 11 From Integrated Marketing Communication to Integrating Communication

2. Peggy Simcic Brønn2 Marketplace Trends Proliferation of brands and products 4 P’s no longer provide USP Too many messages Increasing distrust of business Deparmentalization/specialization

3. Peggy Simcic Brønn3 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

4. Peggy Simcic Brønn4 Brands Brand –Transformation –Promise Brand Relationships –Managing Expectations –Acquisition versus Retention –Trust –Intensity

5. Peggy Simcic Brønn5 Relationship Building Key element of IC Not just with customers Mass communication unable to deliver KnowingResponsive TrustingAffinity ConsistentLikeable AccessibleCommitted Constructs determining strength of relationships

6. Peggy Simcic Brønn6 Communication Relationships Brand Equity Stakeholder Support

7. Peggy Simcic Brønn7 Brand Messages Does behavior confirm what an organization is saying? Say ConfirmDo 1) Planned Messages (Mkt. Communications, Public Relations) 4) Unplanned Messages (Positive/Negative) 2) Product, 3) Service Messages (when come in contact with organization)

8. Peggy Simcic Brønn8 Cross-functional Planning and Management 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

9. Peggy Simcic Brønn9 Integrated Communication 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.

10. Traditional Marketing Communication and Integrated Communication 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 New Traditional

11. Peggy Simcic Brønn11 I C Really about integrating all communications functions –Marketing –Organization –Management

12. Strategy IdentityImage Management Communication Organizational Communication Marketing Communication Common Starting Points van Riel, C., Principles of Corporate Communications

13. Peggy Simcic Brønn13 Relationship Management Integration –A fully integrated communication strategy reaching all stakeholders brings communications professionals into contact with all management functions. (Duncan and Caywood, 1998)

14. Peggy Simcic Brønn14 Organizational Possibilities (Kotler) Marketing Public Relations - Integrating PR with Advertising Public Relations Under Marketing Marketing Communications under Public Relations Two Separate but Equal Functions Integrate all Communications Functions Using Marketing Theories for Planning and Managing Integrating all Communications Functions Through Public Relations Function

15. Peggy Simcic Brønn15 Hunter’s 5-stage Model 1.Coordination and cooperation between marketing and PR 2.PR and marketing perceived as equally important 3.Marketing communication and PR put together into a communication department 4.Communication and marketing placed right under CEO 5.Integrating communication function into the relationship management function

16. Peggy Simcic Brønn16 Stimulating Coordination Define common starting points (CSPs -- covered earlier) Establish quality standards for ‘common operating system’ Coordinate decision-making within communication

17. Peggy Simcic Brønn17 Barriers to Integration 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

18. Peggy Simcic Brønn18 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-to-one media Functional areas not used optimally for overall good of organization in building and sustaining customer relationships

19. Peggy Simcic Brønn19 The integrated communicator Must understand product development and positioning as well as reputation development and stakeholder communication Needs to clarify market niche, identity messages, appeals themes, core values and corporate culture Needs to know about product-support communication, institutional advertising, news story marketing, issues management, crisis and internal communication

20. Peggy Simcic Brønn20 Needs background to influence new employee programs, training programs and internal events that build community Has to understand and use survey, focus group and interview research Versed in all media, including group dynamics and face-to-face communications Has a thorough understanding of theory of business and can use business knowledge to serve senior management The integrated communicator

21. Peggy Simcic Brønn21 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