This document discusses organizational issues that can impede integration and effective integrated marketing communication. It recommends that organizations shift from an internal to external focus, develop horizontal communication systems across departments, install reward systems based on customer acquisition and retention rather than just sales, and focus on building long-term customer value rather than short-term outputs. Effective organizational design for IMC requires clear responsibilities and coordination between internal communication teams and any external vendors.

1. Integration for Organizing
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
Serhat KAKI
MBA Marketing
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2. 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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3. 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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4. 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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5. 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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6. 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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7. 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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8. 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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9. Structure Manage Customer
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11. 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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12. 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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13. 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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14. 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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15. 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.
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