Integrated Marketing Communication

8054 Words33 Pages
IMC, brand communications, and corporate cultures Client/advertising agency co-ordination and cohesion
Lynne Eagle, Philip J. Kitchen. European Journal of Marketing. Bradford: 2000. Vol. 34, Iss. 5/6; pg. 667
Abstract (Summary)
The concept of integrated marketing communication (IMC) has received considerable coverage in the literature, but even its most ardent supporters have noted problems in translating the concept into reality. Reports on an extensive two-phase study of the New Zealand advertising and marketing industry, undertaken as part of an international series of studies of IMC implementation and usage, which was conducted over the 1997-1998 period. The findings of the first phase, conducted in mid-1997, reveal a strong
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The first part of this paper represents a phase of a longitudinal multinational investigation (i.e. Schultz and Kitchen, 1997; Kitchen and Schultz, 1998) of the emergent concept and field of Integrated Marketing Communications (IMC). Both parts of this study and paper were conducted with the full support of the two major industry organizations; the Association of New Zealand Advertisers (ANZA) representing major marketing organizations, and the Association of Advertising Agencies (3As). Advertising agencies were selected as they are the dominant marketing communication supplier in New Zealand. Public relations, direct marketing and sales promotion organizations, while important providers of marketing communications, take a subservient role to advertising agencies in strategy development and many of these organizations are either owned by, or combine in strategic alliances with, advertising agencies.
Literature review
There is no doubt that the marcom industry (in all of its multifaceted formats) is transitioning through a period of marked, sometimes turbulent, change, forcing a reexamination of roles and responsibilities of both marketers and of marketing communications (marcoms) suppliers. Most marketing texts (i.e. Boyd et al., 1998) stress variations of the conventional received wisdom that planning and co-ordination of all company activity be centered around the primary goal of satisfying customer needs. This is perceived to be the most effective
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