Utsav Raj Pant, Roll 19324

The Emergence of IMC: A Theoretical Perspective

Article Summary

The concept of IMC started simply as bundling the promotional mix elements together to create

one voice phenomenon. IMC is just the juxtaposition of the promotional mix elements but if it

has to make real contribution to the business then it should move from the tactical promotional

component to strategic business partner.

IMC development Process

The development of IMC is considered as a key competitive advantage associated with

marketing by many businesses. IMC combines, integrates and synergizes the elements of

communication mix in such a way that the strengths of one communication tool are used to offset

the weakness of other communication tools. Using IMC creates higher impact at a low cots as it

generates synergistic effects. As there has been a trend of increased media fragmentation and

increased segmentation of consumer tastes and preferences the concept of IMC has got more

recognition. In earlier days the concept of sales promotion, publicity, and advertising were

discussed separately as an individual disciplines but with the rise of IMC the interdependence

and interrelationship between different communications has been recognized and more effective

campaigns are being developed.

Miller and Rose (1994) noted that IMC was the stimuli for the unification of all communication

activities under a single concept. During the 90's the concept of IMC has become one of the

hottest topic in the field of marketing but there was a question whether IMC was a managerial

fad only or not. In this period numerous practitioners and academicians were exploring new

methods of promotional integration. The successful development of IMC beyond tactical

juxtaposition relies on marketing budgets, staffing, skills and infrastructures.

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During the end of 90's the diffusion curve of IMC began to accelerate with increasing worldwide

interest in it. The senior advertising agency executives of US and UK utilized and developed

IMC concept for clients by considering the value of traditional advertising agencies in a

marketplace where IMC was becoming important. By doing so, IMC increased communications

impact, made creative ideas and provided greater communication and this improved the clients

return on investment. Kitchen and Schultz (1999) conducted a study which revealed that

percentage of client budget devoted to IMC through individual agencies varied considerably and

much of the budget-side distribution was driven by smaller agencies. This study indicates time

devoted to IMC activities and budget allocation was related to agency size.

Impact of IMC upon marketing communications

The strategic integration of functional areas/ communication functions makes IMC a new

approach to reaching consumers and stakeholders. Schultz developed a concept of marketing

communications planning which recognizes the added value of comprehensive plan that

evaluates the strategic roles of variety of communication disciplines, general advertising, direct

response and sales promotion. The combination of these disciplines provides clarity, consistency

and maximum communications impact. IMC is now no longer an inside out approach, it's an

outside in approach. It is driven by buyers or potential buyers of goods and services.

Fill (2002) considered IMC was no longer a communication process, but one associated with

management and with brands. IMC is the process of developing and implanting various forms of

persuasive communication programs. IMC as an outside in concept starts with customer or

prospect and then works back to determine and define forms and methods through which

persuasive programs should be developed. IMC is a cross-functional process of creating and

nourishing profitable relationships with customers and other stakeholders by strategically

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controlling or influencing all messages sent to these groups and encouraging data driven,

purposeful dialogue with them. All the departments and outside agencies must work in line in

planning and monitoring phases of brand relationships. New customers are attracted and then

interacted with to find ways to satisfy their needs and wants. Shimp (2000) suggested five

features of IMC which are the primary goal of IMC is to affect the behavior through directed

communication, IMC starts with the customer or prospect, IMC use all forms of communication

as prospective delivery channels, IMC generates strong brand image due to synergistic

coordination of all marketing tools and IMC requires successful marketing communications to

build a relationship between brand and customer. IMC is considered to be nothing more than

using several means of delivering a message, although using a range of different marketing

communications tools does not necessarily mean an IMC program. The planning and execution

of all types of marketing communication should support single positioning of the brand.

The engine of information technology, use of internet, development in agency practices

(internationalization, globalization), need for brand to be global has induced the argument

concerning the development of IMC.

Critical Analysis of IMC

 Wightman (1999) assumed that IMC was only an excuse for advertising agencies to

engulf public relations to deal with reductions in client budgets for mass media

communications. However, Miller and Rose’s research with advertising and public

relations practitioners shows that public relations professionals support integrated

marketing communications and had even accepted it as a reality and necessity

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 Some academics questioned the newness of the IMC concept. Spotts, Lambert, and Joyce

(1998) claimed that the bulk of the IMC literature is a development parallel to marketing

that misrepresents marketing and merely reinvents and renames existing concepts.

 Some academicians argues IMC lacked definition and is not backed up by theory but

Gould (2000) argued IMC as a major strategic concept is not much different from other

marketing or managerial concepts, methodologies, or strategies that have arisen. All have

an evolutionary, discursive and behavioral history in which the particular concept is

defined and redefined, often many times.

 Schultz and Kitchen (2000) raised concerns that many marketing activities cannot be

measured, and the value of communication effects and impacts are even more tenuous.

Therefore, measurability is not only the problem of IMC. Measuring the complex

interaction of all the promotional mix elements is very complicated and may be beyond

the methodological tools available at this time.

Barriers to Further Developing IMC

Schultz and Kitchen (2000b) identified four stages of IMC starting from tactical coordination of

promotional elements, redefining the scope of marketing communications, application of

information technology, to financial and strategic integration. Since IMC is to enable various

messages from different communication channels coming together to create a coherent corporate

and brand image, Moriarty (1994) considered the cross-disciplinary managerial skills the biggest

barrier to IMC, while Duncan and Everett (1993) reported that egos and turf battles were primary

obstacles to integration.
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Eagle and Kitchen (2000) identified four groups of potential barriers to IMC success in their

study of the New Zealand advertising and marketing industry: power, coordination, and control

issues.

Schultz (2001) further noted that one of the problems with the current approach to marketing and

marketing communications is likely the concept of a campaign, which is contrary to the

customer-focused idea and the long-term relationship building purpose of IMC because

campaigns generally are developed and executed for a limited time period to achieve some type

of advantage during some timeframe.

The stages in IMC development can be categorized in four categories. Tactical Coordination of

marketing communications (Stage I), Redefining scope of marketing communications (Stage II),

Application of Information technology (Stage III) and Financial and Strategic Integration (Stage

IV) are the various stages of IMC development. Stage 1 focus is what can be termed “inside-out

marketing.” It requires little or no focus on customers, consumers, or their needs and is a

relatively simple matter of bundling promotional mix elements together so “they speak with one

voice.”

Stage 2 is at least an attempt by businesses to actively consider what customers and consumers

want to hear or see, when, where, and through which media. It represents “outside-in marketing.”

It is a major step in the direction toward IMC being driven by customers and their needs.

Yet, it is only in stages 3 and 4 that integration moves beyond juxtaposition of promotional mix

elements, or use of market research, for in these latter stages businesses have to invest significant

resource in building segmented databases and organizational restructuring to become customer-

focused and customer driven. Only if communication resources are invested and measured

against actual customer behavior can financial returns be compiled. Thus stages 3 and 4 are
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movement from attitudinal measurement to behavioral measurement. And only when we move

into stage 4, do we arrive at a position that resembles integrated marketing.

Only strategically oriented integrated brand communications can help businesses move forward

in the highly competitive world of the 21st century.