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Organizational and Managerial Communications

Chapter 11

From Integrated Marketing Communication to Integrating Communication

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Marketplace Trends

• Proliferation of brands and products

• 4 P’s no longer provide USP

• Too many messages

• Increasing distrust of business

• Deparmentalization/specialization

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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

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Brands

• Brand – Transformation– Promise

• Brand Relationships– Managing Expectations– Acquisition versus Retention– Trust– Intensity

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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

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Communication

Relationships

Brand Equity

Stakeholder Support

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Brand MessagesDoes behavior confirm what an organization is saying?

Say

Confirm Do

1) PlannedMessages(Mkt. Communications, Public Relations)

4) UnplannedMessages(Positive/Negative)

2) Product,3) ServiceMessages(when come in contact with organization)

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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

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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.

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

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I C

• Really about integrating all communications functions– Marketing– Organization– Management

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Strategy

Identity Image

ManagementCommunication

OrganizationalCommunication

MarketingCommunication

Common Starting Points

van Riel, C., Principles of Corporate Communications

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• Relationship Management Integration– A fully integrated communication strategy

reaching all stakeholders brings communications professionals into contact with all management functions.

(Duncan and Caywood, 1998)

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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

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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

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Stimulating Coordination

• Define common starting points (CSPs -- covered earlier)

• Establish quality standards for ‘common operating system’

• Coordinate decision-making within communication

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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

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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

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• 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

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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