IMC: Has anything really changed? A new perspective on an old definition

Luck, Edwina; Moffatt, Jennifer J.

doi:10.1080/13527260802481256

Cited by 40 publications

(41 citation statements)

References 30 publications

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“…If full integration can only be achieved with the contribution and cooperation of both internal and external stakeholders, (Luck and Moffatt, 2009) then this lack of involvement of internal audiences in different departments is a significant problem. This is obviously linked to entrenched organisational structures and inflexible lines of authority as identified in the literature (Eagle and Kitchen, 2000).…”

Section: Discussionmentioning

confidence: 99%

“…The first statement explores the suggestion that there is a perceived lack of understanding of IMC within client organisations which leads clients to resist making substantial changes to such things as organisational structures and budget allocations (Luck and Moffatt, 2009) due to the high level of risk (Wright et al, 2004). Lastly, the fourth statement examines the perceived responsibility for implementing IMC and the relationship between the client and the agency (Kitchen et al, 2008).…”

Section: Methodsmentioning

confidence: 99%

“…Lack of client knowledge of IMC has also been identified by agency executives as a problem (Kitchen and Schulz, 1999). Clients have been found to be reluctant to change working habits and responsibilities when faced with the perceived complexity of planning and coordination that IMC requires, leading to inertia, and this may be because client organisations find the concept difficult to understand (Fill, 2013;Luck and Moffatt, 2009). Consequently, in order to avoid conflict, they may make small alternations instead of taking the time to implement comprehensive change, leading to disappointing results and disillusionment.…”

Section: Barriers To the Implementation Of Imcmentioning

confidence: 99%

“…However there is still one important part of the jigsaw puzzle missing which is that few client companies are adopting IMC fully despite the benefits of doing so (Kitchen and Burgmann, 2010;Luck and Moffatt, 2009). Making fundamental changes within any organisation can be difficult, particularly if the risk of it not being successful is high.…”

Section: Introductionmentioning

confidence: 99%

“…Kerr and Patti (2013) recently referred to its development as being in its mid-range level of maturity. This position has been reached as a result of discussions and debates in the literature where a high degree of misunderstanding by many has been identified (Luck and Moffatt, 2009), where its usefulness and value has been questioned (Christensen et al, 2008;Kitchen et al, 2008) and where further work into definitions and measurements have been necessary (Schultz and Patti, 2009). Kliatchko (2008), who provides an overview of the development of research from 1990 to 2006, proposes that some agreement has been reached on definitions and justifications and that discussions have moved on to more specific areas such as the relationship between IMC and branding and the importance of internal marketing.…”

Section: Introductionmentioning

confidence: 99%

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The internal and external challenges facing clients in implementing IMC

Mortimer

Laurie

2017

EJM

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The internal and external challenges facing clients in implementing IMC Abstract PurposeAlthough IMC is generally accepted as the way forward by academics and practitioners, there is a shortage of research into the challenges that clients face in implementing the process, particularly in the UK. This study addresses these issues by examining how UK clients perceive the barriers to implementation, with reference to the conflict theory of decision making and the social exchange theory from the change management literature. Design/methodology/approachThe study adopted a critical realism approach and collected data through an on-line questionnaire to an expert panel of UK clients, which generated some rich qualitative data.The experts were asked to comment on four statements developed from the literature which captured the main challenges identified in previous research. FindingsThe results indicate that UK clients are facing similar barriers to those evident in other countries more than a decade ago. Three main obstacles are identified. Firstly, some clients still find IMC difficult to understand and therefore may avoid change because of the high level of risk involved. Secondly, marketing departments lack control or influence over other parts of the organisation, due in some cases to lack of representation at board level. Lastly, agencies do not have a clear role in the implementation of IMC. Originality/valueThe paper is of value because it looks specifically at the UK client perspective, which is presently sparse in the literature and updates our knowledge on barriers to implementation. It underpins this discussion with reference to change management theories. The paper also examines the support being provided by industry bodies and questions their effectiveness.

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Section: Discussionmentioning

confidence: 99%