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2022 | Buch | 2. Auflage

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Integrated Marketing Communications

A Global Brand-Driven Approach

verfasst von: Philip J. Kitchen, Marwa E. Tourky

Verlag: Springer International Publishing

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

Integrated Marketing Communications: A Global Brand-Driven Approach, 2nd edition presents an integrated and global framework to marketing communications, delivered in a highly readable, cohesive and succinct manner. Co-written by the internationally acclaimed leading experts in the field, Philip Kitchen & Marwa Tourky, this core text explores the best ways to communicate effectively both in the present and in the future. Taking a rigorous approach, the textbook provides a critical overview to the modern communications issues found in industry and society today.

It offers a concise, stimulating approach in its coverage of IMC and combines insightful knowledge of trends in the global marketplace, consumer and stakeholder issues with wider adoption of a consumer-driven perspective, as well as a roadmap through the bewildering maze of marketing communications. Comprehensively updated and revised throughout to take into account recent industry developments, this new edition also offers a plan for brand building post-pandemic.

This textbook is ideal for upper-level undergraduates and post-graduate students who would benefit from insightful knowledge of key trends and sharp insights into the important theories and considerations around marketing communications and IMC.

Inhaltsverzeichnis

Frontmatter

1. Introduction to Communicating Globally: An Integrated Marketing Approach

Abstract

This chapter considers and summarizes changes that have taken place over the past decades, during which integrated marketing communications have made huge inroads in terms of academic usage and business practice. We also outline changes incorporated into the book itself drawing upon published work by one of the authors. We also consider and ask questions about what is perceived to be ethical in the past, and more especially in the present, with a light-hearted look to what future commentators will think of our business attempts to behave ethically, and some pointed questions of readers relative to future prognostication.

Philip J. Kitchen, Marwa E. Tourky

2. Transitioning in the Marketplaces and Marketspaces of 2020 and Beyond

Abstract

The key words in this chapter are transition and transitioning, moving from where a brand, firm, or business is now to where it needs to be or would like to be in the future. Yes, we can use building blocks, and these are set into a global context and are described here as digitalization, information technology, intellectual property, and communication systems to which we add others from McKinsey & Company (labeled “forces” by them). Undoubtedly and irrevocably the customer lies at the center of all marketing and its systems as they are ultimate arbitrators of business success or failure. Admittedly, there are four operative marketplace structures, one so important that we allocate a chapter to it. These are the manufacturer-driven, distribution-driven, interactive, and global marketplace, that is, each in and of themselves represent forces for transition, not just of the business, but also of managerial thinking and behavior.

Philip J. Kitchen, Marwa E. Tourky

3. The Global Marketplace Considerations

Abstract

The global marketplace influences so many other marketing decisions, whether or not a business wishes to engage in such a marketplace or not. We define what we mean by the global marketplace and its dynamic driving forces. The requirements for a business to compete are envisioned and operationalized. In this fierce highly competitive and furnace-like domain, marketing and marketing communications are inevitably proscribed—as indeed has been witnessed with the 2008 global financial crisis and the 2020–2021 global pandemic. These appear to be temporary in nature, but perhaps point to serious structural deficiencies in such a marketplace, which is not (so far) apparently configured for all customers and consumers, or indeed the world’s widely disparate production arrangements.

Philip J. Kitchen, Marwa E. Tourky

4. How Marketing Communication Works

Abstract

No one chapter can fully describe this huge topic as it is worthy of a book or thesis on its own. Hence, its basic parameters are touched upon lightly here. Undoubtedly, home segments of demand exist within disparate global markets. As envisioned by Levitt and others, a global market has materialized; however, it may be distorted albeit in what we have termed the main triad countries, but latterly spanning half the planet, with commensurate coverage of 72% of global trade. Enter stage left, the massive databases of consumer or market information will underpin almost all marketing decisions of the present and the future. It is crowded, competitive, and somewhat antagonistic. For some, such a marketplace represents a form of new imperialism. For business to be heard or seen amid the beeping, pinging, and repetitive communication clutter, brands have become the crucible into which integrated marketing communications must be poured. Hence, brands must be imbued with personality and meaning in all brand-related activities. However, meaning does not lie in brands or communications but in the minds of receivers. Hence, businesses must become culturally fluent in the context of their markets.

Philip J. Kitchen, Marwa E. Tourky

5. Integrated Communication or Integrated Marketing Communication

Abstract

Our answer is naturally the latter, but getting to the answer is more difficult than one would suppose. Undoubtedly, integrated marketing communication (IMC) is the essence of communication. It is impossible to understand marketing without the need for communication. As argued earlier, the brand—at least at this point in time—is the best psychological transportative modality for delivering meanings that can be decoded by customers and consumers. Despite the rhetoric of need satisfaction, businesses are cast into societal well-being as well, hence corporate social responsibility, societal marketing, and all the rest of perceivable attempts to influence stakeholders’ attitudes favorably. Yes, identity can be communications, but image is what is received and can be easily denigrated in media-satiated on- and offline environs. Only, integrated marketing communications provide a good modality to cement image and brand meaning into unified messages. Can it be left to marketers? Perhaps, but it seems to us that it takes strategic and financial commitment and interaction to fully maximize IMC potentialities.

Philip J. Kitchen, Marwa E. Tourky

6. Developing Integrated Global Marketing Communication Programs

Abstract

Here we outline what we believe to be nine critical competencies for developing integrated global marketing communicat (IGMC) programs. None are easy. All are dependent upon understanding the dynamics of served markets—wherever and whatever they may be, whether online, offline, or both. Such competencies in our view are not easily acquired. We do not say there are not more than nine such competencies. There certainly will be more as we move further into 2021 and beyond. We also provide and describe the eight-step IGMC planning process. Not perfect we know, but even a template based on market circumstances is better than reinventing the wheel. Brands and branded businesses will survive and thrive based on their perceived proximity, relevance, and value to customers. That takes effort; it requires databases and data transformed into marketplace insight. We reiterate again that customers are the driving force behind successful branded businesses.

Philip J. Kitchen, Marwa E. Tourky

7. Implementing the IGMC Strategy

Abstract

Using the nine elements or overview from the previous chapter in developing an integrated global marketing communication (IGMC) strategy, we now attempt to “put some meat on the bones” of the eight-step planning process. Here we work through the process using a template that gives the necessary detail to develop an effective strategy and, more important, a method of generating all the material needed to develop, operationalize, and implement a specific plan. Figure 7.1 illustrates the eight-step IGMC process, recast as a flowchart that provides a step-by-step methodology for developing an effective and market-efficient communication approach. As noted in the first edition of this book (Schultz & Kitchen, Communicating globally; An integrated marketing approach, Palgrave Macmillan, 2000), this methodology can be adapted for use by most if not all marketing-oriented organizations. But, the emphasis is placed on “market oriented” which has to be much more than a passing nod in favor of marketing per se.

Philip J. Kitchen, Marwa E. Tourky

8. Creative Execution: Gaining and Retaining Customers and Influencing Stakeholders

Abstract

Here we outline ten factors that seem to lie at the nexus of marketing strategy: objective, initiative, concentration, economy of resources, maneuver, unity of command, coordination, surprise, simplicity, and flexibility. All can be used to plan and initiate integrated marketing communications campaigns. However, while essential, any redevelopment, redesign, or reengineering engaged in by a business must be—as recommended—a top-down effort, such an effort is always underpinned by information acquired from all internal and external stakeholders. That takes time and effort and skill to acquire. Hence, consultants of repute must be employed to gather the data, analyze the same, and apply it to enable the organization to become more customer-oriented and -focused. Creativity and innovation must not merely be unique, but also be measurably effective. Integrated global marketing communication processes can be used to build businesses, brands, and corporate identity.

Philip J. Kitchen, Marwa E. Tourky

9. IGMC Drivers and Agency Interaction

Abstract

As illustrated in the pages of this book, the organization need to adopt and utilize new models and processes is inescapable and will continue into the future. Here, we illustrate primary drivers of integrated global marketing communication and show how these drivers operate from an agency perspective. Agencies servicing client needs are commonly an integral part of developing meaningful marketing communications that lead to success. While the term advertising agency is used here, the term branding, communication, or integrated agency is preferred, for major corporations in today’s world do not seek advertising solutions to marketing or business problems. Instead, they seek effective branding and marketing communication solutions that increase sales, expand market share build brands and businesses, and ultimately corporate performance in terms of sales, profits, enhanced relationships and behaviors, and more positive mind-sets from all stakeholders, including the all-important customers and consumers. Some of these solutions are shown in the chapter and others evidenced in the case studies.

Philip J. Kitchen, Marwa E. Tourky

10. Investments and Measurements: The Quest for the Holy Grail

Abstract

We are grateful to Professor Lucia Porcu who has generously provided this chapter at our request. It is not a euphemism to use such words as “the quest for the holy grail” as part of the chapter title. Indeed, such a subject has bedevilled and perplexed marketers and market researchers for decades and will likely continue to do so until all elements of the supply and research chain start to work together in a coordinated manner. Top management needs to acknowledge the importance of taking a customer-centric approach to budget and allocate investments accordingly in communications. Therefore, outside-in budgeting and the closed-loop system potentially connect marketing communication expenditures to revenues generated by customers. As in other areas, adopting a consumer-centric approach in measurement implies that the return on customer investment is to be applied to evaluate IGMC programmes and campaigns. Therefore, both short-term (business building) and long-term (brand building) objectives are needed and the measurement of results needs to take both into account. This chapter also offers a worked example (see Appendix B).

Philip J. Kitchen, Marwa E. Tourky, Lucia Porcu

11. The Way Forward: Overcoming Barriers with IGMC Solutions

Abstract

While the future of integrated marketing communications (IMC) or integrated global marketing communication (IGMC) or some other form of words or acronyms seems inevitable, there are still barriers in the way of progress. Here we identify nine such barriers at the time of writing. These are predicate upon the acknowledgment of senior managements in adopting a customer-centric approach to budget and allocate investments accordingly in communications. Moreover, outside-in budgeting and the closed-loop system sensibly tie marketing communication expenditures to revenues generated by customers. Adopting such a consumer-centric approach in measurement implies that the return on customer investment is to be applied to evaluate IGMC programs and campaigns.

Philip J. Kitchen, Marwa E. Tourky

12. Case Studies

Abstract

The Duality of Boris Johnson’s Political Brand Identity

By Dr. Christopher Pich

Nottingham Business School, Nottingham Trent University, UK

This article was originally published on “The Conversation” June 26, 2020.

Boris Johnson has had a tricky time as UK prime minister of late. He faces criticism that he has mishandled the national response to the coronavirus crisis, leading to public confusion and a very high death toll. I would argue that part of Johnson’s struggle stems from his political brand. He has been successful as a politician by projecting a certain image to the public. But now, in a moment of extreme pressure, that image does not provide the reassurances the public needs. Johnson has spent recent months attempting to pivot towards a new political brand, but he hasn’t made it all the way there. Now, what is left is a confusing mixture of brands—leaving the British public uncertain of what to expect from the prime minister, and perhaps even the prime minister himself uncertain of how to act. Every politician has a political brand identity. They may not care to accept this proposition or agree with the terminology, but they do. For centuries, they have attempted to create, develop, and manage a desired position that represents “what they stand for.” The hope is that this will then resonate with the electorate and win them office.

Philip J. Kitchen, Marwa E. Tourky

13. ROCI Investment and Measurement Process: A Worked Example

Abstract

Here, we provide a full example of how the ROCI investment and measurement process works along with a hypothetical example. We illustrate our measurement process through a basic spreadsheet approach. An important part of this process is that it can be used either to calculate the actual return or to estimate in advance what the return might be using various “what if” scenarios. The approach is illustrated in Tables 1 and 2.

Philip J. Kitchen, Marwa E. Tourky

Backmatter

Titel: Integrated Marketing Communications
verfasst von: Philip J. Kitchen
Marwa E. Tourky
Verlag: Springer International Publishing
Electronic ISBN: 978-3-030-76416-6
Print ISBN: 978-3-030-76415-9
DOI: https://doi.org/10.1007/978-3-030-76416-6