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The Concept of IMC Started Simply As Bundling The Promotional Mix Elements Together To Create One Voice Phenomenon
The Concept of IMC Started Simply As Bundling The Promotional Mix Elements Together To Create One Voice Phenomenon
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
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
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
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.
The strategic integration of functional areas/ communication functions makes IMC a new
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
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
prospect and then works back to determine and define forms and methods through which
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.
(internationalization, globalization), need for brand to be global has induced the argument
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
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
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
Schultz and Kitchen (2000b) identified four stages of IMC starting from tactical coordination 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
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
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
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
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
Only strategically oriented integrated brand communications can help businesses move forward