Transcript Document

Organizational and Managerial
Communications
Chapter 11
From Integrated Marketing Communication to
Integrating Communication
Peggy Simcic Brønn
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Marketplace Trends
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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
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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
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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
Trusting
Consistent
Accessible
Responsive
Affinity
Likeable
Committed
Constructs determiningPeggy
strength
of relationships
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Communication
Relationships
Stakeholder Support
Brand Equity
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Brand Messages
Does behavior confirm what an organization is saying?
1) Planned
Messages
(Mkt. Communications, Public Relations)
Say
4) Unplanned
Messages
2) Product,
3) Service
Messages
(Positive/Negative)
(when come in contact
with organization)
Confirm
Do
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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.
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Traditional Marketing Communication
and Integrated Communication
Traditional
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Transactions
Functional organization
Specializations
Mass marketing
Stable of agencies
Customers
Mass Media
Ads & Promotions
Cause Marketing
Adjust prior plan
New
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Relationships
Cross-functional org.
Core Competencies
Data-driven marketing
CMO agency
Stakeholders
Purposeful interactivity
Strategic consistency
Mission marketing
Zero-based planning
IC
• Really about integrating all communications
functions
– Marketing
– Organization
– Management
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Strategy
Identity
Image
Common Starting Points
Management
Communication
Organizational
Communication
van Riel, C., Principles of Corporate Communications
Marketing
Communication
• 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.
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3.
4.
5.
Coordination and cooperation between marketing and
PR
PR and marketing perceived as equally important
Marketing communication and PR put together into a
communication department
Communication and marketing placed right under CEO
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
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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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The integrated communicator
• 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
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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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