Peggy Simcic Brønn1 Integrating Communications. Peggy Simcic Brønn2 Key Words l Stakeholders l...
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Transcript of Peggy Simcic Brønn1 Integrating Communications. Peggy Simcic Brønn2 Key Words l Stakeholders l...
Peggy Simcic Brønn 2
Key Words
Stakeholders
Relationships
Reputation/Image
Competitive Advantage
Cause or Mission Marketing
Peggy Simcic Brønn 3
Marketplace Trends
Proliferation of brands and products 4 P’s no longer provide USP Too many messages Increasing distrust of business Deparmentalization/specialization
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 5
Traditional MC and IC
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 New
Peggy Simcic Brønn 6
IC Cross-functional approach for managing
profitabale, 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.
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Relationship Building
Key element of IC Not just with customers
Knowing Responsive Trusting Affinity Consistent Likeable Accessible Committed
Constructs determining strength of relationships
Say
Confirm Do
PlannedMessages
UnplannedMessages
Product,ServiceMessages
The Integration Triangle -Does behavior confirm what organization is saying?
Duncan, T. and Moriarity, S., Driving Brand Value
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Drivers of IC
Focus on stakeholders Focus on relationships more than
transactions Strategic consistency process Interactive process Mission Marketing process
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Drivers of IC
Zero-based planning process Cross-functional team infrastructure Core competency infrastructure Database infrastructure IC agency infrastructure
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IC
Really about integrating all communications functions Marketing Organization Management
Strategy
Identity Image
ManagementCommunication
OrganizationalCommunication
MarketingCommunication
Common Starting Points
van Riel, C., Principles of Corporate Communications
Evolutionary Integrated Communications
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.Duncan and Caywood
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.
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.
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 18
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...
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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
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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
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MARKETING COMMUNICATION
Communication efforts supporting sales of goods/services
Advertising usually recognized as dominant element
Largest share of communications budget used here
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Marketing Communications Tools
Advertising Sales Promotion Product Public Relations Direct Mail Sponsorship Personal Selling
Planned Communication Directed Toward Consumers Primarily
Peggy Simcic Brønn 23
Public Relations Communication
Media Relations Employee and Member Relations Community Relations Public Affairs and Government
Relations Consumers, Environmentalists Investor Relations
Often Unplanned Communication Due to Stakeholders Raising Issues, not Organization
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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
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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
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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
Organizational Differences
Marketing Public Relations - Integrating PR with Advertising
Public Relations Under Marketing Integrate all Communications Functions
Using Marketing Theories for Planning and Managing
Integrating all Communications Functions Through Public Relations Function
Obstacles to Integration and Potential Solutions
Obstacle Solution• Turf battles between functional areas
• Managers’ background/expertise
• Organizing and planning an integrated marketing effort
• Information sharing
• Leadership and Infringement - budgets
- public relations
• Ethical issues
Re-engineering
Hire generalists rather than specialists
Clear goals; unified approach
Strong information culture
Zero based communication planning Recognizing stakeholder base
Clear mission and policy directions
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Benefits of Integration
Gives a better process for acquiring, retaining and growing customers
Adds value through facilitating customer recourse, feedback, recognition
Enables brands to be more knowledgeable of customers and therefore more responsive
Gives a process for making brand communications and company more human, personal
Ensuring internal understanding and external acceptance
Understanding
Openness
Clarity
Strength
Company
Attention
Acceptance
TrustInternalEnvironment
ExternalEnvironment
Schultz, M., Ervolder, L., Hulten, J., ‘The Integration Between Corporate Culture, Identity and Image: The Emergence of a New Industry?, Working Paper, Copenhagen Business School (1997).