Journal of Business Strategy

Integrated marketing communication: making it work at a strategic level

Philip J. Kitchen, Inga Burgmann,
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 Integrated marketing communication:
making it work at a strategic level
Philip J. Kitchen and Inga Burgmann

Philip J. Kitchen is Introduction

Research Professor of
Marketing at ESC Rennes Integrated marketing communication (IMC) was the major development in marketing
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School of Business, communications straddling the decades on either side of 2000. Its terminology, acronyms
Rennes, France. or derivatives are common usage. Yet, despite this acceptance, practice lags theory in
Inga Burgmann is terms of implementation, with few exceptions.
Finance Advisor at
Doctors without Borders/ Where IMC is applied with a view to creating synergy among different promotional mix
Médecins sans elements, it does create greater consistency among messages and functions. It can underpin
Frontières, Central Asia cost savings, ease working relations between different departments, enable better use of
and Central Africa. media and promotional mix elements, and thus lead to greater efficiencies and enhanced
returns. Not least of these benefits is the perception that customers and consumers feel
understood and valued by communication that is clearly targeted to their needs.
There are gaps in theory and practice (Kitchen, 2010, 2013). They can be tackled by
empirical research to be carried out within companies, either by means of research
involving specific industrial segments or by in-company cases. These studies can tackle
the areas where issues have been identified, including whether IMC has received:
! senior management support and investment, including adjusting marketing and
corporate structure and culture where necessary;
! required investments in terms of its use as an outside-in promotional tactic;
! critical response to misperceptions among marketing practitioners and academics; and
! consideration of the causes (and solutions) of resistance to change within businesses.
Each of the above may not only constrain IMC development but also restrain worthwhile
marketing and communication activities in the consumer-empowered world of the
twenty-first century.
There is strong historical evidence of IMC’s emergence, development and implementation.
However, there needs to be far more emphasis on custom and practice in organisations.
Though early commentators dismissed IMC as a managerial fad, evidence of its continued and
widespread adoption among practitioners and theorists has refuted this (Schultz et al., 2011).

How integrated marketing communication evolved

Prior to the late 1980s, many promotion mix elements (such as advertising, public relations
and sales promotion) were managed and budgeted for separately, and were not
well-coordinated. In the literature, whether in marketing or in communications, a similar
differentiation and functional specialisation applied.

PAGE 34 JOURNAL OF BUSINESS STRATEGY VOL. 36 NO. 4 2015, pp. 34-39, © Emerald Group Publishing Limited, ISSN 0275-6668 DOI 10.1108/JBS-05-2014-0052
 In the 1980s, driven by technology, great changes took place in markets, medias,
communications and in consumer society (Kliatchko, 2005). Technological advancement
led to supply-side surpluses, and more sophisticated consumer needs led to market
splintering and fragmentation. Technology also fragmented media exposure via
unparalleled expansion of communication channels. In this dualistic scenario, consumers
and customers gained both influence and importance. When supply exceeds demand –
competition increases, and a shift in power towards customers, retailers and intermediaries
takes place. Market-based changes caused tectonic shifts in marketing norms and
practices: from product-centred mass marketing to customer-centred marketing (Mulhern,
2009; Ewing, 2009).
Technological advancement means that information can be transmitted or communicated
via many diverse channels and media forms. Not only does technology facilitate
accelerated communication and modalities but it also enables customers to connect and
communicate with each other, or in other words, to reach past one-way traditional
communications to communicate via devices more suited to their needs (Mulhern, 2009).
For the above reasons, building and maintaining long-term relationships with customers is
vital to today’s businesses.
These changes mean that marketers are in a far more challenging competitive environment
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in attempting to fulfil customers wants and needs, while simultaneously seeking to develop
long-term relationships (in responding to these changes, the literature records rapid
changes in communication practices – towards more integrated approaches; Mulhern,
2009), underpinned by better informed stakeholders and growing customer power.
We leave aside issues concerning IMC definitions, save to state that several researchers
have noted that it may not be possible to agree upon a universal definition (Kliatchko, 2005)
in the context of the dynamism of the business environment. Nevertheless, even a cursory
review of IMC definitions reveals their close connection with outcomes or results. That is,
they are pre-eminently managerial in nature (Low, 2000). At least five outcomes can be
extrapolated from the definitions:

1. Each and every communication effort should be directed at consumers to affect

behaviour. Every effort should be made to ensure that promotional mix elements are
harmoniously combined. At the corporate communication level, the aim is to influence
attitudes.
2. An outside-in (not inside out) approach should be used, i.e. start with customers when
developing and implementing communications.
3. Well-established relationships between businesses and customers are needed. These
relationships need to be nurtured and sustained over time, and must never be taken for
granted.
4. To deliver a message correctly, all communication activities should be included with
consumer contact points integrated into the strategy.
5. To create a competitive brand, coordination between all communication disciplines is
mandatory.

IMC modelling
To understand IMC and to provide guidance, it may be useful to see how it is developed
in businesses and this has attracted research interest. One way of considering this is via
theoretical and practical models. Three models dominate the literature.
The Fill (2002) model states that IMC first has to be considered by marketing and brand
management. Barriers need to be overcome through various stages. Consistency and
harmonisation is brought about via promotion coordination. These principles are facilitated
when organisational functions, such as human resources, finance and marketing, are

VOL. 36 NO. 4 2015 JOURNAL OF BUSINESS STRATEGY PAGE 35

 developed and apply external and internal marketing relationships. This stage requires a
cultural shift of values and beliefs inside the organisation or company for employees to
learn to act in a consumer-orientated manner. Arrival at the third and final stage indicates
that the company can embrace IMC.
Despite its apparent simplicity, the model is useful in depicting how an IMC approach could
be developed and implemented. It does resemble other popular models (Schultz and
Kitchen, 2000). However, it does lack detail and explanatory power.
In comparison to Fill, Pickton and Broderick’s (2005) model stemmed from theoretical
review and empirical research. They recommended a stepwise procedure commencing
with the assessment of the firm or brands position in the marketplace. Market data analysis
together with in-company data from prior campaigns are evaluated closely to focus upon
audience(s). Then comes budget allocation based on resource review; followed by
objectives and strategic planning. Decisions, whether tactical or operational, are then
made. Promotional message tools are selected and implemented at the campaign level.
Finally, the outcomes and the process are evaluated and adjustments are made, as
needed. It is important to note that the steps recounted by Fill (2002) are replicated here,
but the driving force is consumer-based information, as recommended in a
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consumer-driven IMC approach.

For a further model, we turn to research conducted by Kitchen and Schultz from 1996 onwards.
A series of empirical studies were carried out with many different company types. Based on the
findings, in a milestone text, Schultz and Kitchen (2000) developed a four-stage model which
describes the stages a company may pass through in developing IMC.
The first integration stage is to coordinate, juxtapose or blend promotional mix elements at
the tactical level. This is also known as the “one sight, one sound” approach. This is the
“lowest amount” of integration a company could implement. The focus then moves to
customers, consumers and prospects in Stage 2. The aim here is to understand how and
in what ways customers come into contact with the company, its brands and its
communications. In the twenty-first century, it is not so much how a company wants to
communicate that is important, but how customers want to be communicated with (not to),
and this means their needs and requirements must be understood. This understanding
cannot be developed without collecting information by means of market research. It is
emphasised that consumers are the driving force of communications in this stage and the
company may need to differentiate its message based on market need. Clearly, the Stage
1 company-driven approach is not appropriate for current market conditions and is
reflective of a sales orientation. Stage 2 accords with an outside-in perspective – more in
accord with a modern-day marketing orientation (Kotler and Keller, 2009), where
companies adapt products, services, prices, promotion and distribution if needs be to
more effectively create and sustain exchange(s).
Having made a firm commitment in Stage 2 to understand consumers by means of market
research, Stage 3 further augments this by incorporating the hardware and software to
continually generate information flows. Hence, information about customer attitudes,
behaviour and transactions are incorporated into databases, turning raw customer data
into customer knowledge. Database hardware and software – used correctly – can help in
executing subsequent messages and campaigns at the right time and place. This stage
goes beyond Stage 2 in terms of significant investment in hardware and software to monitor
customer behaviour on an iterative basis. It represents a movement towards developing a
strategy of communications rather than adjusting promotional mix elements to look or
sound alike.
Stage 4 attempts to deploy IMC at the strategic level of a company. This requires that
corporate strategy, marketing and finance work together for the business to become fully
customer centred as a means of generating measurable behavioural returns. Thus, at this

PAGE 36 JOURNAL OF BUSINESS STRATEGY VOL. 36 NO. 4 2015

 stage, communication underpinning the exchange or relationship building process is
strategically built and designed into company operations.
The Schultz and Kitchen’s (2000) model highlights the importance of consumers in
successfully implementing IMC tactically and strategically to achieve effective
communication. Meanwhile, a type of stasis seems to have been achieved among leading
academics in this area – IMC can and should be developed as a strategic business
process, not just as a set of tactical tools, implemented and applied throughout an
organisation.
Despite the impact of these models both in terms of practice and their usage in many
academic texts, they still remain conceptual in nature with none fully tested or validated to
date.
The attention paid to these different models facilitates an IMC development path and offers
ways to develop and implement IMC, both tactically and strategically.

Barriers to IMC
Lack of senior-level dedication and support
It is commonly accepted that successful implementation of an IMC approach requires the
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attention of senior management (Swain, 2004). Ideally, corporate objectives should support
marketing objectives and vice versa. If commitment to communication integration is only
manifest at the tactical level (which mainly involves the marketing functions), senior
managers or the chief executive officer will probably not dedicate resources to the
programme because they will not be directly involved with implementation and will not be
able to recognise the benefits of applying IMC in a strategic manner.

Misperception of clients’ marketing practitioners

Due to increasing pressure from clients and decreasing marketing budgets, advertising
agencies may exploit the IMC concept in a tactical way. Media fragmentation and the rise
of new technologies allow advertisement agencies to go beyond traditional promotional
elements, including use interactive and Web-based media (Economist, 2007). Thus,
agencies can include more promotional mix elements in their approach, but not necessarily
be integrated. While it can be noted that marketing practitioners (clients) may interpret the
concept of IMC not as a prerequisite for company development but rather as a
one-dimensional rationalisation for tactical juxtaposition or as a way of lowering costs.

Specialisation of agencies and within client organisation

IMC requires a much broader vision, where aims and purposes are refocused towards
customer and consumers. Nevertheless, it is noticeable that many agencies are still
functionally orientated (i.e. advertising, public relations and direct marketing agencies).
Consequently, a client organisation may need to employ several different agencies to
achieve an integrated approach.

Staff resistance
Integration necessitates not only vertical but also horizontal communication, a state of
affairs which often causes turf wars and conflicts among employees in their functions and
tasks. Communication across strategic business units, brands and departments, as well as
from brand managers to senior managers and vice versa, needs to be secured, which
requires an open-minded business culture (Kim et al., 2004). Integrated communications
may empower some members of staff, and simultaneously may create fear of sacrifice of
power, which could cause disputes because of loss of control and authority Thus,
coordination and combination of various tasks, duties and arrangements often represents
the stiffest challenge to the implementation of an integrated approach corporate structure
and culture are often incompatible with IMC development and implementation

VOL. 36 NO. 4 2015 JOURNAL OF BUSINESS STRATEGY PAGE 37

 The history or background of an organisation, as well as its traditions and experience, can
lead to difficulties when implementing IMC. Firstly, organisational structure may be
considered satisfactory, leading to a feeling that there is no real need for change. However,
if this situation persists and change is not welcomed, it may lead to a downturn in the
company’s market position. Schultz (1993) pointed out that openness to reorganisation or
adaptation to new organisational structures can be the key to greater integration or an
obstacle to the successful implementation of IMC, depending on the company’s culture.
Thus, the last two stages of the Schultz and Kitchen (2000) model may not find ready
acceptance in organisations. For example, it is relatively easy to implement Stage 1, as this
does not represent significant organisational change. Teaching managers to start outside
(via market research) to develop more effective communications; building databases to
turn data into knowledge; attempting to measure behavioural outcomes in a meaningful
way, require substantial organisational investments of money and time.

Discussion and conclusion

This paper has explored the historical evolution of IMC. There are difficulties in attempting
to unite avenues of exploration into a single united theory. We would, however, stress that
the importance attending the concept together with its widespread adoption across
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companies and agencies, and within the general marketing and more specialist marketing
communication literatures requires a more concerted effort to understand and articulate
the concept. In the past two decades, companies have experienced technological
innovation and revolution, media multiplication, demassified and fragmented consumer
markets and widespread Internet adoption and diffusion. The impact of information
technology and significant changes in marketing and marketing communications directly
led to and underpinned IMC’s emergence and growth.

Managerial implications
IMC has become the norm in the marketing and specialist marketing communications
literature. In terms of practice, businesses of many types proclaim allegiance to the
approach, while agencies who service their needs have followed suit in their flight to offer
integrated solutions. Yet, as seen, despite its growing acceptance, businesses lag in terms
of IMC implementation with some exceptions.
Where IMC is applied in a strategic way, with a view to creating synergy among the different
marketing communication elements to achieve short- and long-term returns, the approach can
be and is associated with greater consistency among messages and functions, and leads to
cost savings, easier working relations between different departments, better utilisation of media
and promotional mix elements, together with greater efficiency and enhanced returns. Further,
Keywords: as the twenty-first century unfolded, it seemed that IMC was gradually becoming transformed
Branding, into integrated brand communications, or indeed integrated marketing. What brought it back to
Communications practice, its primary focus, i.e. as IMC, was the severe recession of 2008 and beyond. Faced by less
IMC, consumer expenditure, a focus on no-frills marketing activity, communication became the
Managerial guidelines, driving force of loyalty and sustainability. Thus, the wheel of IMC has turned back to its origins,
Marketing communications as customer-focussed, customer-driven and customer-led communications. We await with
theory, interest to see what the next phases of development will bring as the world struggles out of its
Review paper indebtedness and – hopefully – consumer confidence is restored.

References
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Marketing Communications, Vol. 15 Nos 2/3, pp. 103-118.

Fill, C. (2002), Marketing Communications – Contexts, Strategies and Applications, Financial Times
Prentice Hall, Harlow.

PAGE 38 JOURNAL OF BUSINESS STRATEGY VOL. 36 NO. 4 2015

 Kim, I., Han, D. and Schultz, D.E. (2004), “Understanding the diffusion of integrated marketing
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Kotler, P. and Keller, K.L. (2009), Marketing Management, 12th ed., Prentice Hall, NJ.

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Research, Vol. 40 No. 3, pp. 27-39.

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Further reading
Kitchen, P.J. and Tourky, M. (2012), “The importance and relevance of integrated marketing
communications: a global perspective”, in Okazaki, S. (Ed.), Handbook of Research on International
Advertising, Edward Elgar, Cheltenham, pp. 473-496.

About the authors

Philip J. Kitchen, PhD, is a Research Professor at ESC Rennes School of Business. He is also
a Visiting Professor at University Cattolica, Milan, Italy, and Izmir University of Economics,
Turkey. Dr Kitchen is the Editor of the Journal of Marketing Communications. He has published
18 books and over 150 papers in leading journals around the world, and is listed as one of the
“The Top 50 Gurus who have influenced the Future of Marketing”, Marketing Business,
December 2003, pp. 12-16. Dr Kitchen is a Fellow of CIM, RSA, HEA; and a Member of the
ALCS, Institute of Marketing Science, Institute of Directors (UK). Philip J. Kitchen is the
corresponding author and can be contacted at: philip.kitchen@esc-rennes.com
Inga Burgmann received her PhD in Marketing and Communications from the University of
Hull, UK. Dr Burgmann worked for three years at the University of Hull as a PhD student and
Graduate Teaching Assistant. She became Project Manager at the Commzerbank AG in
Frankfurt Germany and then worked for Doctors without Borders/Médecins sans Frontières
(MSF) in Jordan, Iraq, Uganda, and Central African Republic as a Finance/HR Coordinator.
Since 2013, Inga has been the Finance Advisor for MSF’s portfolio of countries in Central
Asia and Central Africa.

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