The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0263-4503.htm
MIP
27,4
524
Received November 2008
Revised March 2009
Accepted March 2009
Marketing Intelligence & Planning
Vol. 27 No. 4, 2009
pp. 524-538
q Emerald Group Publishing Limited
0263-4503
DOI 10.1108/02634500910964083
The planning and implementation
of integrated marketing
communications
Barbara Caemmerer
Department of Marketing, University of Strathclyde, Glasgow, UK
Abstract
Purpose – The purpose of this paper is to illustrate the tasks involved in the planning and
implementation of integrated marketing communications using an interesting, real-life case study.
Design/methodology/approach – A mix of secondary and primary research is used: analysis of
academic literature, market research data and organisational data, as well as interviews conducted
with members of the Renault Marketing Team.
Findings – The planning and implementation of integrated marketing communications is complex
and involves a wide range of different management tasks. These include: situation analysis and
identification of marketing communications opportunities; choosing the right marketing
communications agency; campaign development and implementation, including the selection of the
marketing communications mix, creative execution and media planning; campaign evaluation;
planning of follow-up campaigns; and managerial coordination between all tasks and parties involved
to ensure integration of marketing communications initiatives throughout the campaign.
Originality/value – Applies marketing communications theories to a real-life example and illustrates
comprehensively the management tasks involved in the planning and implementation of integrated
marketing communications campaigns. Provides hyperlinks and references to organisations and bodies
relevant to the marketing communications industry as well as academic literature.
Keywords Marketing communications, Marketing planning
Paper type Case study
Introduction
The country-of-origin (COO), conveyed through marketing communications messages,
can act as an important informational cue in consumers’ buying decision-making
process when evaluating products and brands (Verlegh et al., 2005). Research suggests
that the image consumers have of the country the product or brand originates from
influences their purchase intentions (Yasin et al., 2007). In particular, there is evidence
that familiarity with and attitude towards the country impacts on how consumers
evaluate products and brands from that particular country (Kinra, 2006). Therefore,
this phenomenon – termed the COO-effect – is a crucial factor organisations need to
consider when planning marketing activities (Al-Sulaiti and Baker, 1998; Josiassen and
Harzing, 2008), such as integrated marketing communications campaigns. Depending
on the image consumers have of the COO in the target market, stressing the COO in
marketing communications messages can either enhance or deteriorate attitudes
towards the marketed product or brand (Johansson, 1993). It is, therefore, important for
marketers to first understand how the COO is perceived in the target market.
There are many examples of organisations and entire industries that have used
consumers’ favourable associations with the COO and a specific product or service
category in order to create effective marketing communications campaigns: Emirates Integrated
Airlines is positioned as providing excellent in-flight service quality, in line with the marketing
luxury hospitality image of the Emirates; campaigns for French fragrances, such as
Chanel and Dior, often feature images of Paris to reinforce the association between the communications
products’ COO and romance and beauty; IKEA have used Sweden’s reputation for
being a social, family oriented nation to position their business across continents;
Japanese electronics producers, such as Sony and Panasonic, take advantage of their 525
country’s reputation for being leading in high-tech consumer gadgets; and marketing
communications campaigns for German cars, like Volkswagen and Audi, often include
German features (Vorsprung durch Technik) to exploit consumers’ association of high
quality, reliable manufacturing with Germany.
Related to the COO-effect is the phenomenon of consumer ethnocentrism, which is
the overall tendency to evaluate domestic products as better than imported ones (Baker
and Michie, 1995; Cleveland et al., 2009). A large body of research supports the notion
that this tendency has a strong impact on consumers’ choice of products (Shimp and
Sharma, 1987; Papadopoulos and Heslop, 1990; Evanschitzky et al., 2008). For example,
research suggests that the COO is a strong factor impacting on consumers’ decision
making when buying a car (Ahmed and d’Astous, 1996) – particularly in the five
European key markets of Germany, France, Italy, Spain and the UK (Netzeitung, 2006).
Industry data show that most of the top ten best-selling cars in Germany – the biggest
car market in the EU – are produced by Volkswagen, BMW or DaimlerChrysler, while
the French and Italians prefer cars that originate in their home markets (Loeffler, 2002).
This ethnocentric loyalty is the result of clever marketing communications campaigns
which have created country-specific, favourable brand images that appeal to the
manufacturers’ target groups in the domestic markets.
In light of the above, the Director of Marketing Communications at Renault Germany
faced a particular challenge when the French headquarters decided that Renault had to
expand its share in the German market. In order to reach this objective, he had to
carefully plan and implement a new integrated marketing communications strategy
(Madhavaram et al., 2005). To do so, he followed a pre-defined set of actions (Figure 1).

Situation analysis and identification of opportunities

First of all, he and his team engaged in a phase of thorough research in order to analyse the
market situation and identify potential opportunities for his brand. The market research
consisted of a collection and analysis of secondary and primary data. Secondary data is
information that already exists and that has been collected for another purpose. In many
cases, market research is started by collecting such secondary data in order to establish
a first understanding of the situation and to define problems and objectives for following
primary research (Kotler et al., 1999; Wilson, 2006). The advantages of secondary research
are that it is normally faster, cheaper and easier to conduct than primary research.
Secondary datasets also often contain data an individual organisation cannot collect on its
own, because the information is not directly available or too expensive to collect. In this
case, at Renault the Director of Marketing Communications and his team made use of data
from tracking surveys carried out by large market research institutes, such as the
Gesellschaft fuer Konsumforschung (GfK, www.gfk.com, accessed 3 March 2009), and
readership surveys conducted by leading car magazines, such as auto, motor und sport
(www.auto-motor-und-sport.de, accessed 3 March 2009). These surveys are carried out at
MIP
27,4 1. Situational analysis
• Internal: Organisation; product
• External: Competitor; consumer;
market

526 2. Identification of marketing

communications opportunity
• Marketing communications
objectives
• USP (Unique selling point)
• Key target audiences

3. Agency selection
• Creative brief
• Invitation for pitch
• Selection of most suitable
agency (Expertise and
creativity)

4. Campaign development and

implementation
• Choice of marketing
Communications mix
• Creative execution
• Media Selection

5. Campaign evaluation
• Before, during and after
campaign
• Tracking studies
• Evaluate effectiveness and
efficiency of campaign

Figure 1.
6. Future planning
Stages in the planning and
• Remain in consumers’ mindset
implementation of
• Reminders
integrated marketing
• Follow-up campaigns
communications

several points in time to track, for example, consumers’ changing attitudes towards car
brands and tend to consist of large, representative samples. For example, the auto, motor
und sport readership survey included more than a 100,000 participants over a one-year
period. After a detailed analysis of all the secondary data available, the Director concluded
that for German consumers safety was one of the most important criteria when choosing a
new car – and that they perceived the brands Mercedes and Volkswagen as being among
the market leaders in this attribute. Renault lagged way behind in terms of safety Integrated
perceptions of the most popular German as well as some imported car brands. marketing
In order to understand in more depth, why consumers were perceiving Renault cars
as not being particularly safe and whether this was in fact one of the main reasons for not communications
buying the brand, the Director of Marketing Communications and his team conducted
further primary research. Primary research is usually carried out for a specific purpose
at hand. In order to derive meaningful decisions from a study, the data collected must be 527
relevant, accurate, current and unbiased. Primary research can be broadly divided into
qualitative and quantitative research. Both of those methods can provide data on
markets, their structure, key competitors, trends and consumer behaviour and attitudes
(Proctor, 2000). However, both approaches differ, since qualitative research can explore
more in depth consumers’ impressions and motivations, whereas quantitative data
provides a structured overview of opinions of a large group of consumers (Wilson,
2006).To complement the secondary data available, the primary research took mainly
place in the form of focus groups, guided discussions with a small group of potential
Renault customers in order to explore their motivations for driving cars from the
competition and under what circumstances they would switch to Renault. The results
confirmed the two main finding from the secondary data analysis:
(1) The safety attribute was one of the decisive factors for Germans when buying
a car.
(2) Renault cars were not perceived by German consumers as being as safe as
German cars and even some other imported car brands.

Therefore, the Director of Marketing Communications decided that the only way forward
was to directly attack the main German competitors as well as other major car import
brands on the attribute of safety. He believed that a creative, well integrated marketing
communications campaign could reposition the brand to one of the safest and most reliable
ones in the German market (refer to Figure 2 for the positioning map). The opportunity he
spotted was that Renault had factual evidence for this positioning strategy: eight of the
organisation’s car models won the European New Car Assessment Programme

Mercedes

Renault
Audi

BMW
Move
Volvo
Safe

Renault

Porsche
Saab

Figure 2.
Positioning map
Desirable
MIP (Euro NCAP, www.euroncap.com, accessed 20 November 2008) Crashtest competition
27,4 with five stars. This result made Renault officially the manufacturer of the safest cars in
Europe – an excellent unique selling proposition (USP; Frazer, 1983), given the market
situation. Therefore, the overarching strategic marketing communications objective for
the campaign was set to enhance the desire for the brand amongst German consumers
through an increase in awareness of Renault’s unique safety features. As market research
528 showed that the most profitable target audience for the campaign were potential new car
buyers, male, 30-49 years old, with an income of over 2e, all marketing communications
initiatives were planned and developed with a focus on this particular market segment.

Choosing the marketing communications agency

Although a marketing communications opportunity and target group were identified,
various questions remained for the Director of Marketing Communications:
.
What elements of the marketing communications mix should be used?
.
What should the creative execution look like?
. How should the campaign be evaluated?

In order to find the best answers to these important questions, he prepared a creative
brief – mainly outlining key existing market data and campaign objectives – and
invited various marketing communications agencies to present their ideas and pitch for
the account. After this process, he and his team decided to work with Publicis (www.
publicis.com, accessed 20 November 2008) and Nordpol þ Hamburg (www.nordpol.
com accessed 20 November 2008) on the project. While Publicis is a large and
well-established international advertising agency network, Nordpol þ Hamburg is a
relatively new agency with only 25 employees. The latter has been attracting great
industry attention over the last ten years thanks to their extraordinary creative
approaches to campaign planning and design (Rattmann, 2004). The Director of
Marketing Communications believed that both agencies would complement each other
well, due to their levels of expertise in different parts of the marketing communications
mix, as well as their creative approach (Cagley, 1986).

Selection of the marketing communications mix and creative execution

As it was the direct objective of the campaign to increase these consumers’ awareness of
the safety of Renault cars, it was decided to use the following message content for the
communications campaign: “Die sichersten Autos kommen aus Frankreich” (“The safest
cars come from France”). The task of the agencies was to identify how this message could
be conveyed to the target audience in the most effective and efficient manner (Cowles and
Kiecker, 1998). In general, there are various marketing communications mix elements
available to marketers, such as advertising, public relations, personnel selling and sales
promotion (Pickton and Broderick, 2005). Advertising delivers communication via a
recognisable advertisement in a medium. The delivery of the unmodified message is
guaranteed for an agreed rate. As such, advertising allows to effectively target the
specified audience through the use of appropriate channels, as marketers have full control
over who is targeted when and how. Since this is important for a repositioning campaign to
be successful, Nordpol þ Hamburg recommended that the key marketing
communications mix element used in this campaign should be advertising, consisting
of cinema commercials. supported by viral marketing initiatives and TV screenings, a new Integrated
company web site that would link into the theme of the campaign, as well as a print marketing
advertising campaign (Gesamtverband Werbeagenturen (GWA), 2007).
In order to stress the superlative that the safest cars come from France, the Director communications
of Marketing Communications at Renault decided together with Nordpol þ Hamburg
and Renault that the cinema and TV commercial, which was also disseminated
through the viral campaign on the internet, had to demonstrate that Renault cars were 529
safer in comparison to those of other car manufacturers from competing
countries-of-origin, mainly Germany, Japan and Sweden. To reinforce the factual
basis for this claim, the agency decided to recreate in detail the Euro NCAP Crashtest
scenario for the commercial “Crashtest”. However, instead of showing how cars with
Crashtest-dummies slam into the barriers, the agency decided to film the collision of
stereo-typical national food items with the walls (Figure 3): for a start, a giant German
sausage is driven into the barrier bursting into thousands of pieces. The same happens
to a Japanese Sushi roll and a Swedish crispbread: both pretty much disintegrate on
impact. The last contestant is a soft French baguette which is thrust into the barrier,
and surprise: it survives the test with hardly any damage as it can fully absorb the
shock (through crumpling and uncrumpling its front [. . .]). The scenes are shown in
slow-motion and the forceful images stand in stark contrast to the accompanying
music, the passionate song J’attendrai (I will wait) by singer Rina Ketty, which was
recorded in 1939.

Media planning
Besides, the creative execution of the commercial, Nordpol þ Hamburg and the Director
of Marketing Communications at Renault also had to decide which media channels to
choose to reach the intended marketing communications objective. They identified
cinemas, the internet, TV and print as appropriate channels and a good media mix – with
each channel complementing the other. Figure 4 gives an overview of the time periods in
which the different media were used. Cinemas were seen as the most important media
class, as it is possible to produce cinema commercials with extended length, higher artistic

2005 2005 2006 2006 2006 2006

Q3 Q4 Q1 Q2 Q3 Q4

Cinema

Internet
(viral)

TV

Internet
(website)

Figure 3.
Print Timeline of media used
MIP
27,4

530

Figure 4.
Scenes from the
commercial “Crashtest”
value and in general higher quality than TV commercials. The Director of Marketing Integrated
Communications felt that these attributes were particularly important to impress the marketing
audience and underline the creative focus of the campaign. In the third quarter of 2005
“Crashtest” was shown in multiplex cinemas across 141 German cities. communications
In support of the cinema launch, a viral campaign was started that initiated the
diffusion of the commercial on the internet – by viewers sending the link on to each
other by email. Viral campaigns have become a major trend in marketing 531
communications (New Media Age Online, 2006b) as industry data suggest that they
are effective in spreading messages amongst consumers whilst being cost efficient
(New Media Age Online, 2006a; since organisations do not have to pay for consumers
exchanging emails with each other in social networks or posting commercials on
shared blogs). Within a few weeks thousands of viewers had seen “Crashtest” on
YouTube (www.youtube.com).
From December 2005 to April 2006 the campaign was extended through the
broadcasting of the commercial in two-week periods on TV. In support of the TV
campaign, the commercial was screened again in cinemas in April and May 2006.
Finally, from autumn 2006 onwards “Crashtest” could be seen continuously on TV in
commercial breaks during selected programmes. TV was chosen as a complementary
media-class to cinema, as a wider target audience could be reached which helped to
generate higher levels of awareness. Moreover, synergies with and sponsorships of
particular programmes were possible. Direct response was also generated by
appealing to consumers to visit the newly created Renault web site.
In parallel, to the TV campaign, a web site was developed that was directly linked to
the campaign message: www.sicher.de (sicher ¼ safe; Figure 5). The planned use of
the internet as a media-class was seen as complementary to the use of cinema and TV,
as it is recognised as a flexible and relatively cheap way of reaching a wide target
audience. It can also appeal to multiple senses as sound and visual features can be
embedded in web sites. Moreover, due to their interactive properties, web sites can
contain a lot of information which individual customers can choose from. On the new
Renault web site, users could identify how safe their car was according to the latest
Euro NCAP Crashtest results. In addition, the interactive web site contained a wide
range of additional information on car and road safety.
Finally, in parallel to the TV campaign and the launch of the web site also a print
campaign was started. While print media do not appeal to multiple senses, their use
was regarded as an important addition to the campaign, as they help to create long
lasting awareness and recall of messages. The main reasons for this are that the
audience has to actively read print adverts and that print media are not transient,
which means that newspapers or magazines are tangible entities which can be kept by
the reader and used for future reference. Therefore, consumers may be exposed to the
same print advert more than once. Publicis was responsible for the supporting print
advertising campaign that stressed the safety message throughout (“Niemand hat
mehr ueber Sicherheit zu erzaehlen als Renault”; “No one has more to say about safety
than Renault”; Motz, 2006) and also made reference to the web site.

Campaign evaluation and success

During the campaign, the market research institute tns sofres (www.tns-sofres.com,
accessed 20 November 2008) tracked changes in consumers’ attitudes to evaluate the
MIP
27,4

532

Figure 5.
Screenshots,
www.sicher.de

effectiveness and efficiency of the marketing communications initiatives used

(Sherwood et al., 1989). The data suggest that the campaign was successful in changing
consumer attitudes towards the brand, as there was a strong increase in awareness
levels of the safety of Renault cars, from 44 to 52.2 percent of all consumers asked
(Figure 6), as well as in intentions to purchase a car from Renault, which were
consistently higher throughout 2006 than in 2005 (Figure 7). An independent
 Entwicklung Integrated
strategic key item "Safety"
60
marketing
55.2 communications

50
44
533

40
In percent

30

20

10
Figure 6.
Percentage of consumers
who think that Renault is
0 concerned about making
"Is concerned about making safe cars." safe cars – comparison
2005/2006
Okt 05 Okt 06 Quelle: tns sofres

Entwicklung der kaufbereitschaft

9
8
7
6
In percent

5
4
3
2
2005 2006
Figure 7.
1 Percentage of consumers
0 who consider buying a car
Jan Feb Mrz Apr Mai Jun Jul Sep Okt Nov Dez from Renault –
comparison 2005/2006
Quelle: tns sofres (keine messung im august)

readership survey by the magazine auto, motor und sport also confirmed that in the
last three months of the campaign, quarter 4 in 2006, Renault had achieved a seven
percent increase in consumers’ perceptions of the safety of their cars. In comparison,
the main competitors had no change or even a decrease in that attribute (Figure 8).
The unique creative execution and the well integrated integration of messages and
MIP Herstellervergleich " Hohe sicherheitsstandards" - die besten 8
Basis: Marke käme in frage
27,4 Veränderung zum vorjahr
Mercedes 84% –1
Audi 64% –2
Volvo 63% 0
534 BMW 62% –3
Renault 52% 7
Porsche 38% 0
Saab 33% –6
Figure 8. VW 33% –3
Car brands with high
safety standards – 0 10 20 30 40 50 60 70 80 90 100 –10 0 10
comparison 2005/2006
Quelle: Auto, motor & sport, "best cars 2007", 100782 Teilnehmer insgesamt, Zeitraum 10/06-01/07

media channels used played a crucial role in making this campaign effective in moving
towards the repositioning objective as was illustrated in Figure 1 (GWA, 2007).
But it was not only the consumers who were impressed: the campaign won various
prestigious advertising prizes in 2005 and 2006, for example at the Art Directors Club
(ADC, www.adcglobal.org, accessed 20 November 2008) Awards and the International
Advertising Festival in Cannes – a result that both, client Renault and agency
Nordpol þ Hamburg can be proud of. For the Director of Marketing Communications
at Renault Germany the success of the campaign clearly reflects that creativity can be
effective and efficient. While the French headquarters of Renault were first sceptical
about the rather unconventional approach to the campaign, they are now considering
whether the “Crashtest” commercial should be launched in further 13 European
countries. However, before doing so, further market research is necessary in each
individual country to identify how France is perceived as the COO for cars, how
Renault is perceived as a brand and what attributes are important for consumers when
choosing which car to buy. After all, there is evidence that such attitudes may be
country specific (Johansson, 1993; Josiassen and Harzing, 2008) which may mean that a
simple adoption of the commercial across countries may not have the same positive
impact as it had in Germany.

Follow-up
After the successful implementation of the campaign, client and agency went back to the
drawing board to create follow-up commercials for “Crashtest” in order to ensure
continuous exposure to and reinforcement of the communications message (Shapiro and
Krishnan, 2001). The result since 2007, the web site (www.sicher.de) has been hosting
the two new viral commercials “Ballett” and “Kollision”, both created by
Nordpol þ Hamburg. They have spread quickly through viewers’ recommendations
across the worldwide web and have had an impressive number of hits on YouTube.
Cinema and TV screenings have also been used in support of the viral campaign.
Linking into the crashtest theme, “Ballett” shows the eight Renault Euro NCAP five-star
models in a desert in South Africa performing a ballet dance. Built into the performance
are quite a few coordinated (but serious) crashes – however, all cars survive with minor Integrated
damages and are all able to “dance” until the end of the piece. The commercial ends with marketing
the tagline “Das sicherste Ensemble der Welt” (“The world’s safest ensemble”) and a
shot of the eight Renault models. The other follow-up commercial, “Kollision” is also communications
closely linked to the Crashtest theme, but instead of bursting food items, the commercial
features scenes of people colliding with each other. Judging from their facial
expressions, it is pretty clear that the Sumo-ringers hurt themselves quite badly during 535
their fight – so do the Swedish and German folk dancers when they bump into each other
during a performance. Only the French are exceptionally well coordinated: an elegantly
dressed man and woman are about to collide – but instead of hurting themselves they
start kissing [. . .] the tagline of the commercial is “Der beste Schutz bei einem
Zusammenstoss kommt aus Frankreich” (“In case of a collision the best protection
comes from France”). Is not this exactly the sort of story we expect from the French?
The Germans seem to love it – the viral spread of “Ballett” and “Kollision” has been fast
and successful.

Conclusions
The case illustrates how the creative execution has successfully exploited the existing
country image (Al-Sulaiti and Baker, 1998), while combining it with a new attribute: as
it was the strategic objective of the marketing communications campaign to convey the
message that Renault cars are safe and reliable, stereotypical functional and emotional
components, such as the baguette and romantic scenes, of the French country image
were linked to the safety quality aspects of Renault cars, which come from France. This
creative execution had the desired effect, as tracking studies showed that consumers
who were exposed to the campaign increasingly thought of Renault cars as being safe.
However, the case also demonstrates that the success of marketing communications
does not depend on the creative execution alone. Thorough market research is essential
in order to understand what message contents are appealing to potential customers.
In this case, Renault knew that Germans place strong importance on car safety and
therefore executed the campaign accordingly, by choosing the safety attribute as their
USP (Frazer, 1983), in order to ultimately raise purchase intentions amongst consumers.
Moreover, the case illustrates that market research is important to identify the most
profitable target segments, not only to develop a message content that is appealing
to them, but also to identify the right marketing communications mix elements and
media to effectively and efficiently reach these audiences (Cowles and Kiecker, 1998).
For example, in the Renault campaign the internet played a strong role as a
communications medium in reaching potential customers. It was planned in such a way
as market data showed that the market segment Renault wanted to target with the
campaign was internet savvy. If the target group had been much older, this may not
have been the right media class choice.
Another important point to consider when planning and implementing marketing
communications is the evaluation of the campaign (Pickton and Broderick, 2005). For
example, tracking attitudinal and behavioural changes in the target segment while the
campaign is running can help establish whether the execution is effective. In this case,
market data showed that consumers’ awareness of the safety of Renault cars as well as
the purchase intentions were increasing during the campaign. If this had not been the
case, the organisation could have thought about changing aspects of the campaign
MIP without wasting further resources on ineffective marketing communications. The case
27,4 demonstrates that if the target market is large, the evaluation of campaigns is
contracted out to external market research institutes that have expertise in covering
representative cross-sections of the segment.
Finally, the organisation also needs to consider how to penetrate the market with
follow-up campaigns in order to remain prominent in consumers’ mindsets (Shapiro
536 and Krishnan, 2001). The difficulty in planning and implementing such follow-ups is to
strike the balance between a new, exciting creative execution to attract consumers’
attention, and keeping the consistency of the original message to not diffuse the
intended brand image. Renault tackled this balance by creating different scenarios in
the two subsequent commercials, but emphasising the safety aspect throughout.
To conclude, the case shows that it takes a lot of expertise in different areas in order
to plan and implement marketing communications campaigns successfully. Therefore,
it is important for organisations to choose the right marketing communications
agencies as partners throughout the process (Cagley, 1986). As many agencies have
specialised in specific marketing communications mix elements or media channels,
the industry has become relatively fragmented. This means that organisations often
have to work with more than one agency. In the case of the safety campaign, Renault
chose to work with two agencies that complemented each other in their expertise in
traditional media, such as print, and new media, such as the internet. Careful
coordination between the actions of different agencies is paramount to ensure an
integration of the marketing communications initiatives throughout the campaign.

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About the author
Barbara Caemmerer worked on several service performance management projects, while at the
same time pursuing her PhD before joining the Department of Marketing at the University of
538 Strathclyde as a lecturer. She discovered her interest in research during her BA joint degree in
Marketing and Psychology, which she absolved at the University of Strathclyde, UK, and
Queen’s University, Canada. During her undergraduate degree she worked on public relations
projects for BMG, Germany, and the strategic planning of marketing communication campaigns
with the BBDO, Mexico. Prior to her studies she worked four years in public relations and
advertising, mainly with DDB Needham, Germany, specialising in international account
management and later in strategic planning for international brands communication.
Barbara Caemmerer can be contacted at: ba.caemmerer@strath.ac.uk

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