Will agencies ever “get” (or understand) IMC?

Kitchen, Philip J.; Schultz, Don E.; Kim, Ilchul; Han, DongSub; Li, Tao

doi:10.1108/03090560410560173

Cited by 48 publications

(95 citation statements)

References 13 publications

(16 reference 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%

“…Kitchen et al (2004) found that agencies were reluctant to adopt an integrated approach unless it was a requirement of their clients and it was therefore necessary for the client organisations to become integrated themselves. Four years later, in a follow-up study, results indicated that agency executives were able to create strategic campaigns but were still dependent on being given that responsibility by their clients (Kitchen et al, 2008).…”

Section: Barriers To the Implementation Of Imcmentioning

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%

Section: Barriers To the Implementation Of Imcmentioning

confidence: 99%

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The internal and external challenges facing clients in implementing IMC

Mortimer

Laurie

2017

EJM

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“…Yet, as is made clear in the paper, this movement was prefigured by earlier writers commenting upon an outside-in approach to IMC (Kitchen et al, 2004;Kitchen, 2010), with Don Schultz being the first to argue for this approach (Schultz, 1996), which by necessity corresponds more appropriately with marketing per se. The paper argues for a radical re-education of marketing practitioners and academics.…”

Section: Guest Editorialmentioning

confidence: 99%

“…), there is and will be always be healthy disagreement, conjecture and criticism. IMC has already proved to be remarkably robust; it is no passing phase or passing fad (Kitchen et al, 2004;Kitchen, 2010). However, the time has come for more evidence to be presented from companies and for more sophisticated questions to be asked and answered.…”

mentioning

confidence: 99%

Guest editorial

Kitchen

2017

EJM

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

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Integrated Marketing Communication

Kitchen

Burgmann²

2010

Wiley International Encyclopedia of Marketing

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[IMC is a] concept of marketing communications planning that recognizes the added value of a comprehensive plan that evaluates the strategic roles of a variety of communication disciplinesgeneral advertising, direct response, sales promotion, and public relations -and combines these disciplines to provide clarity, consistency, and maximum communication impact (Caywood, Schultz, and Wang, 1991b: 2-3).However, more recent definitions, such as the one presented by Schultz (2004a), add substantial value to old definitions and to the term IMC more generally. The concept is now viewed as a strategic instrument (Schultz, 2004b: 9).IMC is the concept and process of strategically managing audience-focused, channel-centerd, and result-driven brand communication programs over time (Kliatchko, 2005: 21).The new definition seems more appropriate to the twenty-first century, as Schultz acknowledges IMC's importance as a business process and its value to both external and internal audiences. The definition provided by Schultz integrated marketing communication 3 Author and Year Concepts IntroducedCaywood, Schultz, and Wang (1991) and Caywood, Schultz, and Wang (1991b) • Coordination and consistency of messages and communication channels (one sight, one sound) • Use of a variety of communication disciplines to work in synergy based on a comprehensive plan • IMC as a concept Schultz (1991) • Kliatchko (2005: 21) (2004b) has also been used by the American Marketing Association to define integrated brand communication (American Marketing Association, 2007). However, Kliatchko (2005) does not focus explicitly on individual stakeholder groups but rather refers to them as ''audiences.'' In addition, his definition is not as explanatory in nature as Schultz's (2004b), as he underplays the results-driven characteristic of IMC and does not explicitly mention the importance of the long-term brand value and short-term financial returns. As noted by Kliatchko (2005);Schultz's (2004b) definition supplements other IMC definitions through its employment of the terms ''business process,'' ''evaluation,'' and ''measurability''. Many researchers have noted that it may not be possible to agree upon a universal IMC definition, given the various interpretations of IMC and its different values in the academic and commercial spheres (Kliatchko, 2005;Phelps and Johnson, 1996;Stewart, 1996). A critical review of previous definitions of IMC and an assessment of current IMC literature reveals that researchers were able to reduce any IMC definition to five crucial attributes (Kitchen et al., 2004a;Low, 2000): integrated marketing communication1. The communication effort should be directed at consumers in order to affect behavior. 2. An outside-in approach should be utilized, that is, start with the customer first when developing a communication strategy. 3. A well-established relationship between the company and the customer is necessary. 4. To deliver a message correctly all communication activities should be included with contact points integrate...

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Will agencies ever “get” (or understand) IMC?

Cited by 48 publications

References 13 publications

The internal and external challenges facing clients in implementing IMC

The internal and external challenges facing clients in implementing IMC

Guest editorial

Integrated Marketing Communication

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