Locating IMC

Before getting into the concept of integrated marketing communication (IMC), we need to locate IMC

in MC, and MC in marketing. Peter Drucker (2007, p. 16) highlighted the importance of marketing

when he stated that: “Because its purpose is to create a customer, the business enterprise has two—

and only these two—basic functions: marketing and innovation.” Despite the emphasis on marketing

and a marketing approach for organisations, marketing is still often more rhetoric than reality in far

too many businesses, and that is especially common in not-for-profit institutions such as higher

education where the activities are not perceived as businesses and marketing to customers is an

unfamiliar notion. This certainly applies to higher education institutions (HEIs) in Finland. A quote

from Drucker (ibid.) encapsulates the challenge that is inherent for HEIs that want to adopt or adapt

a marketing approach,

When managers speak of marketing, they usually mean the organized performance of all selling functions. This is still selling. It still starts out with ‘our products.’ It still looks for ‘our market.’ True marketing starts out the way Sears starts out—with the customer, his demographics, his realities, his needs, his values. It does not ask, What do we want to sell? It asks, What does the customer want to buy? It does not say, This is what our product or service does. It says, These are the satisfactions the

customer looks for, values and needs. (Drucker, 2007, p. 16)

None of this is to imply that the management of the Finnish HEIs are foolish or incompetent. It is

only to observe that there is a common tendency that amounts to the most common mistake when

marketing plans are being crafted. That mistake is in starting with a focus on the product rather than

the customer. This is especially characteristic for non-commercial institutions where marketing is in key respects “a new frontier” and where the general framework is normative in complexion (meaning it is more about moral obligation that market orientation).

Kotler and Armstrong (2010) suggest that today marketing is all and always about creating customer

and wants, deciding which target markets the organisation can serve best (i.e. most competitively),

and developing a compelling value proposition by which the organisation can attract, keep, and grow

the targeted consumers. As shown in Figure 3 below (A Model of the Marketing Process), after the

company identifies the target market and decides how it will serve them, managers must develop

marketing plans and programmes (a marketing mix) that can actually deliver the intended customer

value upon implementation (Kotler & Armstrong, 2010). All of this is fairly straightforward and

certainly familiar to most managers. The interesting bit is why the practice so often goes astray? The

answer in part is that the planning process tends to be overly subjective and not properly analytical

due to the influence of self-interested institutional interests that are of little or no importance, actually,

to the target customers (Lowe, personal conversation, March, 2014). Again, then, the focus tends to

be product-centric rather than customer-centric, even when the organisation is in principle pursing a

focus on the later.

Understand the marketplace and customer needs and wants Design a customer-driven marketing strategy Construct an integrated marketing programme that delivers value Build profitable relationships and create customer delight

Capture value from customers to create profits and

customer equity

IMC plays a role in all the steps of the marketing process

Figure 4: A Simple Model of the Marketing Process. Source: Adopted from Kotler & Amstrong,

2010, p. 29

As Kotler & Armstrong stated,

Marketing mix is a set of tools the firm uses to implement its marketing strategy. The major marketing mix tools are classified into four broad groups, called the four Ps of marketing: product, price, place, and promotion. It must decide how much it will charge for the offering (price) and how it will make the offering available to target consumers (place). Finally, it must communicate with target customers about

Thus, marketing communication is at stage three and four of the overall marketing process – place

and promotion. However, there is no universally agreed definition of marketing communications. In

this study, following Fill (2005, p. 17), I adopt the following definition and connotations:

Marketing communication is a management process through which an organisation engages with its

various audiences. By understanding an audience’s communications environment, organisations seek to develop and present messages for its identified stakeholder groups, before evaluating and acting upon the responses. By conveying messages that are of significant value, audiences are encouraged to offer

attitudinal and behavioural responses. (Fill, 2005, p. 17)

Moreover, there is no universal definition of IMC. For many, integration is about orchestrating the

tools of the marketing communications mix (e.g. Duncan & Everett, 1993, cited in Fill, 2011, p. 116).

However, corresponding to the emphasis on the customer relationship, in this thesis the following

definition is adopted, again following Fill (2011, p. 116):

IMC is a strategic approach to the planned management of an organisation’s communications. IMC requires that organisations coordinate their various strategies, resources and messages in order that it engages coherently and meaningfully with target audiences. The main purpose is to develop relationships with and provoke conversations among audiences that are of mutual value. (Fill, 2011, p. 116)

The merits of adopting Fill’s definitions of marketing communication and IMC are perhaps self-

evident, but merit brief mention. First, these definitions emphasise management in marketing instead

of marketing per se. That is to say, IMC is linked with business level strategies, and the

implementation of IMC requires coherence with the organisation wide use of resources and messages.

Second, the definitions address the key importance of a market orientation with emphasis on customer

data and a co-ordination of internal communications. Third, these definitions reflected the stance this

thesis takes, a perspective that IMC is an outside-in strategic co-ordination that emphasises the crucial

focus on good planning and proper implementation. Here the strategic dimension of IMC extends to