Integrated Marketing Communications: Practice Leads Theory

Kitchen, Philip J.; Kim, Ilchul; Schultz, Don E.

doi:10.2501/s0021849908080513

Cited by 81 publications

(78 citation statements)

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“…These five descriptions were taken from the work of Kitchen and colleagues on the views of practitioners on IMC (Kitchen et al, 2004(Kitchen et al, /2008. The results, presented in Table 2, confirmed their understanding of it being about coordination and unification of different types of marketing communication messages to consumers with most clients linking it closely with brand strategy but more reluctant to suggest it has a great influence on the business overall.…”

Section: Methodssupporting

confidence: 53%

“…The studies by Kitchen et al (2004Kitchen et al ( , 2008 on the agency viewpoint concludes that agencies can help and encourage with a 'bottom up' approach but it ultimately comes down to the client. It would seem from these results that clients generally agree with that, because of the need to implement IMC across the whole organisation.…”

Section: Discussionmentioning

confidence: 99%

“…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%

“…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: Methodssupporting

confidence: 53%

Section: Discussionmentioning

confidence: 99%

“…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%

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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“…Events are delivered by a proliferation of individuals and teams throughout the organisation, and of course external agencies, each with their own structures, processes, priorities, and (perhaps) interpretation of the brand. This point is debated by Kitchen et al (2009) who reflects on the conflict that occurs within this environment and the damaging impact this can have on achieving a broad range of strategic outcomes from the activity. This can have the impact of diluting the marketing benefit that can be leveraged from these events.…”

Section: Marketing Event Landscapementioning

confidence: 99%

Marketing event outcomes: from tactical to strategic

Crowther

2011

International Journal of Event and Festival Management

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PurposeThe paper aims to introduce a framework within which to interpret and manage organisational events that have marketing significance. It also seeks to introduce associated concepts to further this area of study and practice.Design/methodology/approachThe paper introduces and appraises the marketing event landscape and goes on to examine the unique DNA of marketing events evaluating their specific relevance and role in the contemporary marketing environment. The final section of the paper explores a range of strategic event objectives as the starting point for event design, delivery, and evaluation. Couched between the author's previous and future (ongoing) empirical work in this area, this article provides much needed conceptual development.FindingsThe framework provides a structured approach through which practitioners and academics can interpret and realise the value of marketing events. The discussion demonstrates that there exists a wide and rich array of organisational events that have marketing utility, marketing events is therefore an inclusive term. Underpinning the framework, and associated discussion, is how the marketing events feed into a wider marketing strategy. The connection between event objectives and marketing strategy is therefore pivotal, and is a prevailing theme of the paper.Originality/valueThe paper demonstrates how the inherent qualities of marketing events are very relevant given the contemporary marketing environment. Despite this, there is a lack of academic literature and events remain a poor relation to other forms of marketing communication. This detracts from them realising their potential as a relevant and high impact marketing delivery method. The models, concepts, and ideas in this paper are original, inspired by a range of fragmented literature relevant to the topic of marketing and events.

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Integrated Marketing Communications and Power Imbalance: The Strategic Nature of Marketing to Children and Adolescents by Food and Beverage Companies

Harrison

Jackson

2012

Advances in Communication Research to Reduce Childhood Obesity

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This chapter seeks to complement others in this book by highlighting the public health concerns associated with the use of the relatively new business practice of Integrated Marketing Communications (IMC) to promote energy-dense, nutrientpoor foods and beverages to children and adolescents, and the power imbalances inherent in this situation. Seeking to encourage international awareness and relevance of this issue we have attempted to take a global approach, while still recognizing the Australian context in which both authors work. To this end, we include three case studies of branded food products that target children as a means of demonstrating the reach and complexity of IMC in a contemporary marketplace.Before we address this topic speci fi cally, it is fi rst important to brie fl y explore the broader social context in which both IMC and childhood obesity are situated. Childhood Obesity and Marketing: The Social ContextDuring the past 40 years, global rates of overweight and obesity have risen dramatically ( Withrow and Alter, 2011 ). In 2010 more than 155 million children worldwide were overweight (more than one in ten) and of these approximately 30-45 million were obese, or between two and three per cent of the world's 5-17-year-old children

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Integrated Marketing Communications: Practice Leads Theory

Cited by 81 publications

References 0 publications

The internal and external challenges facing clients in implementing IMC

The internal and external challenges facing clients in implementing IMC

Marketing event outcomes: from tactical to strategic

Integrated Marketing Communications and Power Imbalance: The Strategic Nature of Marketing to Children and Adolescents by Food and Beverage Companies

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