Communication and Leadership in the 21st Century

The Difficult Path from Classical Public Relations to Genuine Modern Communication Management

Holger Sievert, Daniela Bell, Holger Sievert, Daniela Bell

• Publisher: Bertelsmann Stiftung
• Year: 2010
• ISBN:
  9783867932462
• Topic: Business
• Subtopic: Business General
• Index: Business

For some people, Public Relations used to be "that former journalist type who deals with the media." However, the public perception of the profession has changed quite substantially. Communication has become a genuine modern management function. The integration of successful public relations is a crucial contribution to raising the level of professionalism in an organization. "Communication and Leadership in the 21st Century" is a review of theoretical and empirical research papers on this subject, intended for scholars, students, and professionals across these disciplines. The volume focuses in particular on four distinct, but interrelated areas of communication: Integrated Market & Corporate Communication, Communication Management & Media, Organizational Communication & Change and Leadership Communication & Strategies. With special emphasis on the German and European situation and two digressions to China, the authors provide different perspectives on the cross-cultural context of international communications and leadership. The book's four subject areas also characterize the key subjects of an innovative Executive MBA program which has been developed in cooperation with the Technische Universität München. The study program is part of the ¡communicate! Qualification Program, an initiative of the Bertelsmann Stiftung, the Heinz Nixdorf Stiftung and the Daimler Fund. The aim of ¡communicate! is to unite communication and leadership in the workplace, in training and in research.

I Integrated Market and Corporate Communications

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Planning Integrated Marketing Communications¹

Manfred Bruhn

1 The significance and necessity of integrated marketing communications

Companies face increasingly difficult, constantly changing competitive conditions. The ever-growing selection of services available, increasing homogenization of products and services and high level of consumer satiation all force companies into ‘communications competition’ (cf. in detail Bruhn 2006a: 1 ff.). The most obvious communications challenges and tasks are gaining the attention of target groups, differentiating from the competition and generating preferences for the company’s services.

The conditions under which these communication tasks must be accomplished have intensified. First, there is the development of available communications offerings, for instance, the sharp rise in advertising investments and the increasing media offerings, which are now so diffuse as to be termed the atomization of media (cf. ZAW 2006). What is more, the increasing number of advertising and communications stimuli leads to specific changes in communications demand.

The multiplicity of communication stimuli results in an ‘information overload’ conditioned by time restrictions and consumers’ limited capacity to absorb and process messages (cf. Kroeber-Riel and Esch 2004: 16 f.), reduced interest in communication and reaction against advertising. This is expressed in rejecting behaviors on the part of consumers, such as avoiding advertising through “zapping”. Moreover, those requesting communications are often confronted with inconsistent, contradictory content, which can lead to frustration.

As a result of these structural changes and the developments in communications and media markets, communications efforts must be concentrated in order to facilitate quick and easy receipt of communications that enhance the recipients’ perception of the company or the communicative reference object. Companies must search for new forms of communications and ways to integrate various communication tools in order to be credible and to avoid contradictions in their image.

Due to constant changes and the adaptability required to keep up with change and new tasks, communication has become a ‘strategic factor for a company’s success’ (cf. Bruhn 2007: 34). These challenges can be addressed by deploying ‘integrated marketing communications’ (IMC), a systematic approach for the planning and implementation of communications. The harmonization, standardization, continuity, integrity and detailed coordination of communications are aimed at more effective and efficient representation of the company in the public eye, with customers, with employees and with other target groups (cf. Bruhn 2006a: 4 f.).

2 Fundamentals of terminology and content in integrated marketing communications

2.1 Concept and features of integrated marketing communications

For years now, there has been a demand for integrated marketing communications, and the issue has been discussed in great depth in conceptual research (cf. for example Kroeber-Riel 1993; Schultz, Tannenbaum and Lauterborn 1995; Thorson and Moore 1996; Duncan and Moriarty 1997; Sirgy 1998; Esch 2006; Belch and Belch 2001; Fill 2001; Szyszka 2003; Cornelissen 2003; Schultz and Kitchen 2004; Bruhn 2006a), in empirical studies (cf. for example Duncan and Everett 1993; Rose 1996; Davidson and Ewing 1997; Schultz and Kitchen 1997; Bruhn and Boenigk 1999; Gould, Lerman and Grein 1999; Kitchen and Schulz 1999; Low 2000; Angerer and Essinger 2001; Kirchner 2001; Serviceplan 2001; Bruhn 2006b; Bruhn and Bobolik 2006) and in practice.

However, the term integrated marketing communications is still not precisely comprehended and has not been defined in the literature. There is no clear definition coming from research or practice. This lack of consensus has led to different understandings of the term and various opinions with regard to content, tasks and goals.

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The following ‘definition of integrated marketing communications’ forms the basis of this essay (cf. Bruhn, 2006a: 17): “Integrated marketing communications is a process of analysis, planning, organization, implementation and monitoring that is oriented toward creating unity from diverse sources of internal and external communication with target groups to convey a consistent impression of the company or the company’s reference object.”

This understanding of the term combines a variety of features:

1. IMC represents a goal of communications. With the corresponding orientation of communication, it facilitates ‘strategic positioning’ of the company or its reference object and the utilization of communication as a competitive factor and an integrative component of marketing strategy.

2. IMC is a ‘management process’, i.e., there are analysis, planning, organization, implementation and monitoring of communication activities in a definite direction. To this end, specific procedures are deployed to permit integration.

3. The design of IMC is dependent on ‘brand strategy’. Consequently, communications planning must follow a prioritized strategic marketing decision and the reference object of integrated communications must be determined (for example, individual brands, family brands, product groups, lines of business, etc.).

4. IMC encompasses all ‘internal and external tools of communication’. Inclusion and analysis of specific functions, target groups, tasks of and relationships among the various tools are necessary in order to ensure meaningful integration.

5. IMC is oriented toward creating ‘unity in communications’. Unity is understood to mean a common, overarching goal and framework of orientation for the integration of all communication tools.

6. IMC offers the possibility of ‘increased efficiency of communication’. Efficacy of IMC is measured on the basis of synergistic effects that can be traced back to a common communicative image. This results in more effective and efficient deployment of the communications budget.

7. The result of IMC should be a ‘uniform image’ with regard to content, form and timing in order to positively influence the target groups’ decision-making through succinct communication that is free of contradiction and therefore credible.

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2.2 Tasks and goals of integrated marketing communication

Integrated marketing communications fulfill a number of functions that companies pursue in order to accomplish various goals (cf. the results of empirical studies such as Duncan and Everett 1993; Schultz and Kitchen 1997; Bruhn and Boenigk 1999; Kitchen and Schultz 1999; Angerer and Essinger 2001; Hölscher Market Research Consultant 2003; Stumpf 2005; Bruhn 2006b). Internal company goals that are implemented during the development phase of an IMC program are often very important. For instance, better coordination among various departments can limit duplication of effort, realize synergies and increase efficiency.

However, the most important goals are the external, ‘psychological goals’ that relate to the impact communications activities will have on target groups. Companies hope to increase the effectiveness of their communications by realizing communicative synergies and multiplication of impact through the combined action of individual tools of communication. Another important goal is the creation of a uniform company or brand image, which results in increased acceptance of the communication and increased trust in the company’s services. A clear image differentiates a company from the competition and improves the educational impact on target groups with regard to the message communicated. What is more, companies also pursue ‘economic goals’ through the harmonization of communications tools, for example, exhausting cost-reduction potential or increasing sales figures. In practice, however, proving a direct connection between communication activities and economic numbers is often fraught with difficulties.

Based on the goals above, the tasks of integrated marketing communications are formulated (cf. also Ahlers 2006: 5 f.) as follows:

1. ‘Integration tasks related to IMC planning’ include embedding the IMC process within the planning and monitoring systems. This means performing situational analysis, formulating goals, determining target groups, analyzing tasks and functions of communications tools, developing a strategic concept, content planning and monitoring communication measures.

2. Companies also have ‘organizational integration tasks’ to fulfill. A structural organization must be created and supporting procedural organizational measures developed that promote the integration of communication tools.

3. Considerations regarding the improvement of the working and communications climates within the company involve ‘personnel integration tasks’. The goal is to improve cooperation and coordination readiness of communications personnel.

4. ‘Cultural integration tasks’ are closely connected to personnel tasks. These tasks involve creating an integration-oriented company culture and culture of communication, both of which are carried out at the company or department level.

5. ‘Informal integration tasks’ involve the deployment of communications media and databases to ease the determinations involved in communications planning and to ensure the integration of communications activities.

In the end, all efforts are directed toward making company communications processes more integrated.

2.3 Forms of integrated marketing communications

Integration efforts of a company include comprehensive harmonization of all individual communications tools. The harmonization considers formal image, compatibility of messages and the sequence of their deployment. Consequently, there are various forms of integration, as is illustrated in diagram 2-1 (cf. Bruhn 2006a: 66 ff.).

Content integration

The thematic harmonization of all communications tools and media is a primary focus of IMC. Harmonization occurs through a variety of connecting lines, for example, through the use of uniform slogans, core messages and arguments, key images (on image communication, cf. Kroeber-Riel 1993), uniform acoustic signals and others. The goal of content integration is to convey uniform content related to an image.

Formal integration

Formal integration in this context refers to the standardization of different communications media. Design principles (e.g., uniform company or brand symbols and logos), as well as font styles, colors and sizes facilitate the combination of tools and media. By consistently complying with these design principles on both the horizontal (i.e., across instruments) and vertical (i.e., across target groups) level, a company can ensure a uniform image for the communicative reference object. The goal is to create easy recognition, to enhance the educational impact among target groups, and to anchor the brand in the recipients’ consciousness.

Diagram 2-1: Overview of IMC

Source: Bruhn 2006a

Integration over time

As part of integration over time, all communications activities, tools and media within and over various planning periods must be coordinated. Part of this involves the harmonization of different communications tools in order to ensure mutual support in their synchronized deployment. In addition, continuity over time within a single tool of communication must be guaranteed. Change of communication concepts must be avoided in order to generate repetition and maximize the educational impact of communicated content.

Integration of content is the most difficult to achieve in practice because the multiple variables involved in the communications tools deployed are not easy to control or direct. Integration over time requires close attention to time limits on communication measures because they often have differing lead times.

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Direction of integration

These three forms of integration must be undertaken both horizontally and vertically. ‘Horizontal integration’ involves connecting communications measures on one market level. A company must find commonalities in the form of address to the target groups and coordinate messages across any communications tools and channels used. These measures ensure that the respective target group perceives a uniform image.

‘Vertical integration’ refers to the multiple levels of certain markets. The goal is to harmonize communications tools across market levels in order to convey consistent content and to support consistency of communicative address to multiple target groups (cf. also Esch and Redler 2004: 1478 ff.; Esch 2006: 69).

Levels of integration

To ensure efficient and effective deployment of all communication tools and media in the sense of IMC, the content, form and timing of integrated communications must occur on two levels.

At the ‘inter-tool level’, all communications policy activities must be coordinated with measures involving other tools of communication. Thus inter-tool integration is a component of the holistic, networked planning process required for IMC. An ideal starting point is the creation of a communications platform to serve as the central point for the coordination of various communications tools.

Integration at an ‘intra-tool level’ refers to the networking within the individual communications tools, i.e., to the harmonization of communications media and individual communication measures. All this ensures a uniform communicative image while simultaneously giving due consideration to individual measures and the communication needs of target groups.

3 Planning concept of integrated marketing communications

3.1 Levels of integrated marketing communications planning

Planning for IMC takes place at two corporate levels: the level of overall communications and the level of individual communication tools or communication departments. This means that it is necessary to ‘strategically plan’ communications policy at both levels simultaneously. Thus, the challenge of IMC is to merge and integrate these two strategic orientations.

In contrast, ‘tactical planning’ refers solely to individual communications departments, which determine specific implementation and individual communications activities.

3.2 Integrated marketing-communications planners

The various levels of commu...

Table of contents

• Titel
• Impressum
• Einleitung
• I Integrated Market and Corporate Communications
• II Communication Management and Media
• III Organizational Communication and Change
• IV Leadership Communication and Strategies
• Appendix
• Authors of this compendium
• ¡communicate! Qualification Program