1. Peggy Simcic Brønn1 Integrated Communications (IM, IMC, IC)

2. Peggy Simcic Brønn2 l Integrated Marketing Communication -- integration of all marketing communications functions l Integrated Marketing -- integration of marketing functions (sales, distribution, R&D, marketing communications) l Integrated Communication -- integration of ALL communication functions

3. Peggy Simcic Brønn3 Key Words l Stakeholders l Relationships l Reputation/Image l Competitive Advantage l Cause or Mission Marketing

4. Peggy Simcic Brønn4 Marketplace Trends l Proliferation of brands and products l 4 P’s no longer provide USP l Too many messages l Increasing distrust of business l Deparmentalization/specialization

5. Peggy Simcic Brønn5 Marketplace Trends l Decreasing message impact and credibility l Decreasing cost of using databases l Increasing client expertise l Increasing mergers and acquisitions of MC agencies l Increasing cost of mass media l Increasing media fragmentation

6. Peggy Simcic Brønn6 I C l Cross-functional approach for managing profitable, long-term relationships l Bringing people and corporate learning together l In order to maintain strategic consistency in all communications l Encourage and facilitate purposeful dialogues with customers and other key stakeholders l Create awareness and commitment to the corporate mission.

7. Peggy Simcic Brønn7 Relationship Building l Key element of IC l Not just with customers l Mass communication unable to deliver KnowingResponsive TrustingAffinity ConsistentLikeable AccessibleCommitted Constructs determining strength of relationships

8. Peggy Simcic Brønn8 Communication Relationships Brand Equity Stakeholder Support

9. Say ConfirmDo Planned Messages (Mkt. Communications, Public Relations) Unplanned Messages (Positive/Negative) Product, Service Messages (when come in contact with organization) The Integration Triangle - Does behavior confirm what organization is saying? Duncan, T. and Moriarity, S., Driving Brand Value

10. Peggy Simcic Brønn10 Drivers of I C l Focus on stakeholders l Focus on relationships more than transactions l Strategic consistency process l Interactive process l Mission Marketing process

11. Peggy Simcic Brønn11 Drivers of I C l Zero-based planning process l Cross-functional team infrastructure l Core competency infrastructure l Database infrastructure l IC agency infrastructure

12. Peggy Simcic Brønn12 Traditional MC and I (M) C l Transactions l Functional organization l Specializations l Mass marketing l Stable of agencies l Customers l Mass Media l Ads & Promotions l Cause Marketing l Adjust prior plan l Relationships l Cross-functional org. l Core Competencies l Data-driven marketing l CMO agency l Stakeholders l Purposeful interactivity l Strategic consistency l Mission marketing l Zero-based planning TraditionalNew

13. Peggy Simcic Brønn13 I C l Really about integrating all communications functions »Marketing »Organization »Management

14. Strategy IdentityImage Management Communication Organizational Communication Marketing Communication Common Starting Points van Riel, C., Principles of Corporate Communications

15. Peggy Simcic Brønn15 Evolutionary Integrated Communications l Stage 1 Integration: Awareness »Proposition: the greater the degree of change on the existence of specific market pressures, the grater the likelihood that integrated marketing communication will emerge l Stage 2 Integration: Image Integration »Need for consistency message, look and feel. Duncan and Caywood, artikle samling, (ORG 9980) p. 174,

16. Peggy Simcic Brønn16 l Stage 3 Integration: Functional Integration »Greater degree of involvement among still traditionally separated areas. l Stage 4 Integration: Coordinated Integration »Barriers starting to disappear, each function becoming more equal.

17. Peggy Simcic Brønn17 l Stage 5 Integration: Consumer-Based Integration »The value of a refined customer and prospect database. Elements begin to work together. l Stage 6 Integration: Stakeholder-Based Integration »IMC becomes more broadly defined to become integrated communications.

18. Peggy Simcic Brønn18 l Stage 7 Integration: Relationship Management Integration »A fully integrated communication strategy reaching all stakeholders brings communications professionals into contact with all management functions.

19. Peggy Simcic Brønn19 CORPORATE COMMUNICATIONS l Management Communication »senior managers to internal and external groups l Marketing Communication »advertising, direct mail, personal selling, etc.. l Organizational Communication »PR, public affairs, investor relations, corporate advertising, etc...

20. Peggy Simcic Brønn20 MANAGEMENT COMMUNICATION l Develop a shared vision of the company/organization l Establish and maintain trust in leadership l Initiate and manage change process l Empower and motivate employees

21. Peggy Simcic Brønn21 ORGANIZATIONAL COMMUNICATION l All forms of communication used by organization other than marketing communications l Most commonly Public Relations l Directly primarily at ‘target groups’ (stakeholders) other than customers l Less obvious in attempts to influence behavior l Spend about 1/5 the amount spent on marketing communications

22. Peggy Simcic Brønn22 MARKETING COMMUNICATION l Communication efforts supporting sales of goods/services l Advertising usually recognized as dominant element l Largest share of communications budget used here

23. Peggy Simcic Brønn23 Marketing Communications Tools l Advertising l Sales Promotion l Product Public Relations l Direct Mail l Sponsorship l Personal Selling Planned Communication Directed Toward Consumers Primarily

24. Peggy Simcic Brønn24 Public Relations Communication l Media Relations l Employee and Member Relations l Community Relations l Public Affairs and Government Relations l Consumers, Environmentalists l Investor Relations Often Unplanned Communication Due to Stakeholders Raising Issues, not Organization

25. Peggy Simcic Brønn25 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