12, 13 One feature of the change, which has become increasingly prevalent since the introduction of the concept of integrated marketing communications (IMC) in the early 1990s, is an increased emphasis on ‘integration’ and, more recently, ‘media neutrality’, with many brands and agencies reorganising practices in response to fragmentation and thinner segmentation, as well as recognition of the perceived benefits of integration. The transformation in the media landscape arising from the proliferation of lower reach/highly targeted options and reduction in mass communication opportunities increases the need for effective communication planning and evaluation methods and tools.
4, 5 The previously dominant marcoms ideology 6, 7 and 8 produced discipline-specific teams, departments, agencies and cultures with consequences for efficiency, mutual understanding and communication-mix planning and evaluation. One consequence is a recognised difficulty in establishing a coherent and consistent methodology, as well as a common framework for communication planning and evaluation. (Here, media are understood as the conduits of communication, such as radio and television, and disciplines as the creative and functional types of communication, such as sales promotion and direct marketing - both terms will be discussed in more detail.) Developments in communication practice and theory This story is complex but includes an element of competition and rivalry between the various media and disciplines. For example, the development of the ‘direct industry’ and the Institute of Direct Marketing (IDM) in the 1980s helped to achieve this in one discipline. The development of marcoms’ disciplines and discipline-specific skills was aimed at more effective and efficient communications. 3 Consistent, coherent and congruent messages have positive effects, while mixed, contradictory or confused messages are dysfunctional, diluting the message or creating negative ideas about the brand. 2 This is a basic tenet of marketing and branding, with each brand interaction constituting an act of communication. People establish common meaning and understanding and, therefore, relationships through communications. Indeed, this paper is based on results involving hundreds of interviews and several years of work with a wide variety of senior marketers in successful brands who want to solve their problems. There is evidence that many marketers believe this applies today to marketing communications (marcoms). This story illustrates the principle that to remain true to values often requires changes to execution.
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Over the decades, the customers changed, but IBM's dress became a uniform code that both defined IBM and separated it from its customers. 1 The intention was for salespeople to share the values of their customers.
Gerstner Jr, the former CEO of IBM responsible for its turnaround, recounts how employees were first asked to wear white shirts and dark suits by their legendary leader, Tom Watson, because this was the clothing of the senior managers to whom they were talking.
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