Marketing communication: principles and practice

WHAT DOES INTEGRATION MEAN?
The value provider operates within a network of stakeholder relationships in
which these relationships are influenced by meanings for the communication
participants that are produced in their interactions. There is interaction
among stakeholders and the marketing manager can never control this for
their own purposes, but merely participate.
There are numerous persons and groups who have something to tell or ask.
For example, advertising may promise quality, a sales promotion may promise
bargains, and product publicity may discuss product safety. Stakeholders
who apprehend these differing topics of conversation may be confused or
uncertain. This can lead to an erosion of confidence that may seriously affect
the ability of the provider to convert exchanges into desired inputs (such as
profit, for example). Consistency may be absent, leading to inappropriate
outcomes for marketing communication efforts, and conflict with what is
being told and asked by other people in the corporation, customers, news
media, and competing providers. Everything the people of the proving
corporation do (and sometimes do not do) can generate meanings for
stakeholders. These can strengthen or weaken the relationships upon which
the business enterprise is founded.
I N T E G R A T E D M A R K E T I N G C O M M U N I C A T I O N
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Comprehensive coherent communication
Duncan and Moriarty (1998) identify three aspects of management that
should be attended to with the concept of integration. Corporate focus should
be on relationships with stakeholders rather than on transactions with
customers. Conflicting messages can be avoided, and resources redeployed
to meet particular business and communication objectives as corporate and
stakeholder priorities change. Processes that facilitate purposeful dialogue
must be established and managed. The dialogue should be purposeful for
both provider and stakeholder. A further process should ensure consistency
in brand message design. Another process is needed to remind all stake-
holders what the corporation stands for. Finally, a process of priority-driven
planning is needed to operate those marketing communication efforts that
capitalize on critical strengths and opportunities, while addressing significant
weaknesses and threats. An appropriate infrastructure is required that is based
on integration competence, partnering with communication specialists, 
and cross-functional management. We can appreciate now, perhaps, how
important internal marketing (IM) is to enabling IMC, and how effectiveness
in this can make the provider competent in relationship marketing.
Table 13.1 summarizes some of the points at which the provider interacts
with stakeholders, and at which meanings (intended or unintended will arise
for either participant).