Integration has been around in marketing and communications for about 25 years – ideas like integrated marketing communications, integrated marketing, strategic integrated communications, and so on.
Image credit: Gerd Altmann from Pixabay
Even so, it remains a topic with much agreement, debate, analysis, and ambiguity to address. This suggests an increased complexity of integration – UX, CX and EX are occurring in an ever-increasing set of product interactions. Clients have many functions in media forms; and simultaneous media consumption.
This is combined with efficient marketing, if marketers do not know everything before we start with the integration; We need to create systems that incorporate changes easily and allow customers to create them.
Maybe it’s time to break up That’s what he said. 11 letters on this background…
I – participation
This refers to the strategic involvement of marketing executives who are part of the C-suite at the board level. This suggests that to facilitate integration, marketing executives should contribute to strategic thinking at the board level and focus more on tactical work.
The caveat here is of course that the marketing executive must have a deep understanding of stakeholder integration, organizational integration, and environmental integration.
N – neutrality
In developing truly integrated marketing and communications strategies, marketers must be independent in their choice of media (ie, ‘media neutral’).
All communication options should be evaluated based on effectiveness (eg, how well does the communication create desired effects in the chosen medium and what communication objectives does the brand help achieve?) and efficiency (eg, at what cost are those effects and objectives achieved?).
Therefore, any form of communication that effectively and efficiently facilitates the intended objectives should be considered.
T – Teamwork
Integration requires cross-functional teamwork within the organization and across agency relationships. Teamwork is needed because the organization (through its organizational teams and employees) communicates what it says and does not say, does and does not do.
Integration is everyone’s job in the organization.
Because of the overlap, interdependence, and interaction between stakeholders, engagement is essential to managing stakeholder relationships—an alliance that creates value for the organization and the brand.
Brand equity is a product of the field of relationships and adding value is a non-linear active process involving constant and overlapping exchanges, interactions and reactions.
G – goal-oriented
The combination should be goal oriented. The strategic objective of the organization helps the management to drive its goals with purpose.
The organization’s strategic purpose should drive all marketing and communications to ensure unity of effort within the organization. Learned from stakeholders and the environment.
R – property commitment
Integration implementation requires a commitment of resources that addresses the need to hire time, funds, skilled and knowledgeable professionals, and other resources.
A – adaptation
The organization must position itself according to external needs by learning and adapting from the environment.
Doing so allows the entire organization to think strategically and create collaboration by sharing knowledge and ideas and enhancing activities that protect the interests of the organization.
This indicates that the organization is in an environment where changes are coming and there should be a general acceptance and understanding that adaptation is inevitable.
T – Total product experience
Integration requires strategic direction on the part of the organization; Strategists must aggressively manage and drive the overall brand experience. These professionals must consistently coordinate all of the organization’s communications and contribute to business results.
In terms of integration, the overall product experience is based on three ideas: The messaging and delivery method/medium must be consistent with the stakeholders. To validate the 360° brand proposition, there should be continuous dialogue and the timing of messages should be built around stakeholder preferences.
I – interaction
Not enough attention has been paid to ensuring interaction between the organization, its agencies and stakeholders. Interoperability from a stakeholder perspective means accessibility, recognition, responsiveness and accountability.
From a brand perspective, it means the ability to listen and speak up and then change behavior as a result of feedback. Interaction is a process where customers are integrated into the organization, co-create the product plan and development process, and are treated as individuals.
To be interactive, the organization must pay as much attention to receiving messages as it does to sending them. Interaction creates a dialogue with a long-term objective that benefits both the stakeholders and the organization.
O – Facilitation
Integration in marketing and communication is not only interoperability, but the
Facilitate messaging so stakeholders communicate in a consistent and transparent manner to achieve synergies and drive profitable relationships in the short, medium and long term.
N – Importance
Integration in marketing and communication is not a new concept, but its importance is more important than ever. More touchpoints, more specialized media, big data – just to name a few – provide better insights for targeted, personalized communications. Competition has increased, and customers are more valuable but more influential.
Integration is part of the vocabulary of most marketers and communicators, but it is often used casually.
It’s not about content marketing, it’s about integration.
— Adam Horne (@readamhorne) August 7, 2019
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