In practice, this problem is best solved through cross-functional organization, which means a team is created involving members from all of the relevant parts of a company that interact with customers, other stakeholders, and with outside agencies. This cross-functional team operates with a singular brand vision as it plans marketing communication, monitors its impact and tracks consumer response. Who is in charge of planning all of these brand-building opportunities? Ed Chambliss, featured in the box in this chapter, discusses the Inside Story qualifications needed to be an IMC manager, whether on the client or agency side. Principles and Practices Four principles that guide the use of integrated marketing communications have been introduced thus far and are summarized below. Additional principles will be introduced in upcoming chapters. Everything communicates. First Principle of IMC: A brand is a unified vision (the art) and a complex Second Principle of IMC: system (the science.). Brand relationships drive value. Third Principle of IMC: You can’t be integrated externally if you are not Fourth Principle of IMC: integrated internally. BRAND COMMUNICATION IN A TIME OF CHANGE Below are some of the ways in which marketing is changing. Accountability Marketing managers are being challenged by senior management to prove that their decisions lead to the most effective marketing strategies. They are under pressure to deliver business results measured in terms of sales increases, increase in market share percentages, and corporate return on investment (ROI). Therefore, advertising and other marketing communication agencies are creating tools and techniques to help marketers evaluate the efficiency and effectiveness of their marketing communication expenditures. Global Marketing The issue of accountability is made more complicated by the growing use of global marketing. In most countries, markets are composed of local, regional, and international brands. A is one marketed in a single country. A local brand
In practice, this problem is best solved through cross-functional organization, which means a team is created involving members from all of the relevant parts of a company that interact with customers, other stakeholders, and with outside agencies. This cross-functional team operates with a singular brand vision as it plans marketing communication, monitors its impact and tracks consumer response. Who is in charge of planning all of these brand-building opportunities? Ed Chambliss, featured in the Inside Story box in this chapter, discusses the qualifications needed to be an IMC manager, whether on the client or agency side. Principles and Practices Four principles that guide the use of integrated marketing communications have been introduced thus far and are summarized below. Additional principles will be introduced in upcoming chapters. First Principle of IMC: Everything communicates. Second Principle of IMC: A brand is a unified vision (the art) and a complex system (the science.). Third Principle of IMC: Brand relationships drive value. Fourth Principle of IMC: You can’t be integrated externally if you are not integrated internally. BRAND COMMUNICATION IN A TIME OF CHANGE Below are some of the ways in which marketing is changing. Accountability Marketing managers are being challenged by senior management to prove that their decisions lead to the most effective marketing strategies. They are under pressure to deliver business results measured in terms of sales increases, increase in market share percentages, and corporate return on investment (ROI). Therefore, advertising and other marketing communication agencies are creating tools and techniques to help marketers evaluate the efficiency and effectiveness of their marketing communication expenditures. Global Marketing The issue of accountability is made more complicated by the growing use of global marketing. In most countries, markets are composed of local, regional, and international brands. A local brand is one marketed in a single country. A
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