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CONTEXT ;

Introduction

Integration for Organizing

Organizational Issues That Impede Integration

How to develop an integrated organization

Moving From Internal to an External Focus

How Can Horizontal Communication Help Ours Team?

Developing Horizontal Communication Systems

Installing Effective Reward System

Building Long Term Customer & Org. Value

Useful Organizing desıgn for Integrated Marketing Communicatw

Recommendations

Integration for Organizing

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Serhat KAKI

MBA Marketing

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Introductıon

Organizing for integration is the creation, implementation and evaluation

of decisions within an organization that enables it to achieve its long-term

objectives. Specifies the organization’s mission, vision and objectives and

develops policies and plans, often in terms of projects and programs,

created to achieve the organization’s objectives. It also allocates resources

to implement them.

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Integration for Organizing

Clearly, a process-driven, systematic approach to marketing and marketing

communication is the wave of the future.

Integrated marketing communication is a great move in marketing and

marketing communication.

Integrated marketing communication is integration of all marketing tools,

approaches, and resources within a company which maximizes impact on

consumer mind and which results into maximum profit at minimum cost.

The business environment becomes increasingly more complex and moves

at an ever-faster pace, integrated marketing communication can spell the

difference between success and failure

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Organizational Issues That Impede Integration

Firms, companies, partnerships, and corporations—in fact, almost

every type of organization imaginable—are hampered by a common

problem that stifles attempts toward integration

In our experience, it is the structure of the organization that usually

inhibits integration, alignment,and the efficient use of people and

resources to achieve maximum returns from organizational

investments. Only by developing processes and systems that

coordinate and align all the functional elements of the organization can

the output of the planned marketing and communication programs

optimize cash flows and generate optimal shareholder value.

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How to develop an integrated organization

One must understand how to organize and align the firm’s material

resources, people, activities, and actions. In our more than a dozen years of

consulting on IMC and helping organizations move toward an integrated

marketing/brand/communication approach, we have found four major

challenges that managers must address to develop effective, aligned

organizations that can deliver integrated programs.

The four specific areas that organizations must address are as follows ;

• Moving from an internal to an external focus

• Developing horizontal communication systems

• Installing effective reward systems

• Building long-term customer and organizational value

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Moving From Internal to an External Focus

The human elements in the organization, either employees or customers, were

not considered very relevant. The goal was economy of scale: the bigger, the

better; the faster, the more efficient; the fewer changes, the more efficient the

process and the greater the speed. In short, organizations were structured and

designed to produce outputs, not to achieve relevant outcomes.

Marketing and marketing communication also followed this pattern, leading

their focus to be just selling off whatever the company has produced. Thus, the

entire focus was on product movement. Find buyers. Find distributors. Find

markets. It was the age of acquire, make, and deliver.

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Moving From Internal to an External Focus

This also led to the development of hierarchical organizations. The

various functions—accounting, production, marketing, research and

development, logistics, operations—in traditionally structured firms were

designed to report upward through the ranks to top management. And the

functional units controlled all the organization’s activities

All activities were focused on building a better product

or finding a better way to operate or a more efficient use of finite

corporate resources. In short, the goal was to find the best and most

efficient way to get rid of the stuff the organization made.

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How Can Horizontal Communication Help Ours Team?

There are two types of organizational communication in management:

vertical and horizontal. Vertical communication is between superiors and

subordinates, such as a manager to an employee. Horizontal

communication is when people on the same hierarchical level

communicate between departments or functional units. Horizontal

communication provides unified vision and direction, accurate feedback

and the ability to implement change effectively. Horizontal communication

helps a leader gain control and maintain a level of common purpose

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Structure Manage Customer

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Developing Horizontal Communication Systems

Thus, the organizational goal of most companies was to develop

management approaches that were simple, direct,easy to set up, and—

most of all—easy to direct and control. It was the age of “command and

control,” with a focus on time clocks, efficiency.

All the functional activities were designed to assist in the corporate goal

of organizing, processing, manufacturing, and distributing products.

Services,when there were any, were primarily designed to move the

products through the system more easily or to inform or explain product

benefits to buyers.

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Installıng Effective Reward Systems

This simply means that managers and employees must be rewarded

based on how well they serve customers and prospects,on how many

products or units or services they have sold for the company. When the

organization moves to a customer focus, it becomes natural for it to

begin to deliver on new organizational objectives: the development and

maintenance of customers and their income flows. In short, managers

and employees should be rewarded on the basis of how well they have

managed to acquire, maintain, grow, and migrate customers and their

income flows through the organization.

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Building Long Term Customer and Organizational Value

Traditional accounting is always looking back over its shoulder to compare

present situations or values with previous examples. The problem, of

course, is that today tangible assets make up only a small portion of the

market value of many organizations. There have been new approaches in

accounting but all are focused on moving the view of the value of the

organization from what historical worth has been to what future worth

might be.

The problem with accounting is, of course, that everything accounted for

traditionally has some tangible, physical form. That tangible form must be

accounted for in terms of what the asset is worth now compared to what it

was worth in some earlier period. Thus, traditional accounting is always

looking back over its shoulder to compare present situations or values

with previous examples.

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Useful Organizational Desıgn for Integrated Marketing Communication

Marketing communication develops and implements both internal and

external communication programs, in addition to being involved with

senior management communication activities. In this design, marcom is

responsible for all major types of communication. That’s a key ingredient in

the development of an effective and integrated IMC program.

All the planning, development, and implementation of most marketing

communication activities occurs internally. More often, companies must

depend on outside resources to contribute many of the components of

their communication programs. Such external resources include ad

agencies, public relations firms, direct marketing, and database groups

that provide an array of skills and level of expertise not usually found

within the organization.

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Recommendations

After laying out the issues of organizational structure in integrated

marketing communication, for an organization to be effective in IMC it must

have to be a customer oriented organization,

it should have a horizontal communication systems involving all the

functional part of the organization, it has to support and encourage

customer retention by rewarding its workers not just for sales but mostly

for retaining good customers.

In choosing a particular structure, the organization will have to decide to

use only internal resources for communication or if they want to

outsource. They also need to know if they want direct contact with all

external vendors all will trust a lead agency to do it all.