Integrated marketing communication: making it work at a strategic level

Abstract

Purpose – The purpose of this paper is to describe, review and critique the concept of integrated marketing communications (IMCs) and to suggest ways forward conceptually and managerially. Design/methodology/approach – This paper critically reviews the emergence, growth and current status of IMC. Findings – As the authors consider IMC diffusion in business practice, its generic acceptance in terms of theory and obstacles or difficulties standing in the way of further developments, this leads to positioning IMC more ably, strengthening its theoretical foundations, critiquing its contribution so far and assessing conceptual and managerial issues. Research limitations/implications – As a critical review, the authors draw upon data from wide variety of academic IMC research. However, there is an identifiable specific need for in-company empirical research. Practical implications – Where IMC is applied in a strategic way, with a view to creating synergy among the different marketing communication elements to achieve short- and long-term returns, the approach can be and is associated with greater consistency among messages and functions, and leads to cost savings, easier working relations between different departments, better utilisation of media and promotional mix elements, together with greater efficiency and enhanced returns. Originality/value – The value of the paper lies in its detailed review of the literature, IMC’s significance in terms of conceptualisation and business practice, and underlines the need for further in-company research.

Communicating Sustainability Practices and Values: A case study approach of a micro-organisation in the UK

“…The photographs are broadcasted throughout all communication channels, thereby fostering an integrated marketing approach (e.g. Kitchen & Burgmann 2015).…”

“…Although IMC has no clear-cut definition, it is agreed that the underpinning aim is to align the messages broadcasted and symbolisms used within various communication channels in order to send a coherent image to the receiver (target audience) (Christensen et al 2008;Kitchen et al 2008;Kitchen & Burgmann 2015). Early literature on IMC centres on more practitioner oriented writing that focuses on enhancing intraorganisational relationships, reduces overall costs of implementing communication strategies by streamlining communication channels, and enhancing efficiency of encoding messages (e.g.…”

“…Thus, IMC can be described as a strategic approach to integrating a multitude of channels and broadcasting one coherent image, which is even more important with the emergence of social media and online communication channels as this has changed the traditional communication landscape (Kietzmann et al 2011). Creating a dialogue between the consumer and the organisation is becoming increasingly important, whereby consumers should be the starting point for any communication strategy developed (Eagle et al 2007;Kitchen & Burgmann 2015). Yet Henninger et al (2017) indicate that in micro-organisations there is a communication gap, which sees a disconnect between the micro-organisation transmitting a message and stakeholders engaging in dialogic communication.…”

“…This research investigates a 21 st century challenge: communicating sustainability through an integrated marketing communications (IMC) approach to an international audience within the context of a UK micro-organisation, which are under researched (e.g. Kitchen & Burgmann 2015;Henninger et al 2017). This article contributes to knowledge by clearly visualising the encoding-decoding process of sustainability messages through various communication channels and developing practical applications for the case organisation in this research.…”

The internal and external challenges facing clients in implementing IMC

“…Such an investigation would benefit from a more exploratory inductive research approach which is presently lacking for the present literature which is mainly underpinned by surveys. The need for more case studies and in-company research has also been highlighted recently by Kitchen and Burgmann (2015). Lastly, more investigation is needed in to the client/agency relationship and the conditions required for that relationship to support IMC, perhaps by studying specific structures and models to provide the necessary detail.…”