Reasons for Imc Being Popular

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Prior research has revealed numerous topics relevant in the study of integrated marketing communications and how marketer should best handle the IMC process in order to develop truly integrated communication programs (Cook 1997; Kitchen and Schultz 1999; Schultz and Kitchen 1997).
Schultz and Schultz (1998) defines IMC as a “strategic business process used to plan, develop, execute and evaluate coordinated, measurable, persuasive brand communication programmes over time with consumers, customers, prospects and other targeted, relevant external and internal audiences.” The IMC can be represented as what Jenkins calls the “Theorists Tetrahedron” or “Problem Pyramid” as shown below:
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According to Belch, M & Belch, G (2007):
1. Strategic value of integrating communication functions rather than having them operate autonomously is clearly understood by the marketers
2. Duplication can be avoided by coordinating the marketing communications.
3. Taking advantage of synergy among promotional tools, helps to develop more efficient and effective marketing communications programs.
4. Easiest way for a company to maximize their return on investment in marketing and promotion.

Enormous challenges arise against achieving integrated marketing communication, but there are electrifying opportunities as well! Summing up to the channels known by us, plenty of new marketing channels break open onto the scene on what seems to be a daily basis.
The whys? In marketing won’t change that much across marketing channels, but questions like how, what and which will do. Say, how much (budget), what specific channel strategy, as well as which supporting tactics and functioning.
The catch is one should always remain open to new ideas while staying focused on the core driving forces of the marketing programs then -- you just might find a way, for an example, integrating blog with the company’s annual report.

1. Belch, M & Belch, G (2007) Advertising and Promotion: An Integrated Marketing Communications Perspective.
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