Integrated Communications

Session 2

Unit 1: Internal Marketing: Resource Management for

Marketing

Understand how to harness resources to deliver effective marketing solutions

Communications management and responsibilitiesForm of corporate communication

Explanation Responsibility

Symbolic Comms concerning the visual aspects of the organisation e.g. names, letterheads, logos, signage, emblems colour schemes etc.

Marketing

Management Comms by managers who are responsible for deployment of resources. Aimed at internal and/or external audiences

Management

Marketing Comms designed to engage customer orientated audiences promotion products and services

Marketing

Organisational Comms aimed at stakeholders, not just customers aimed at building identification, commitment and relationships

Management/Marketing

Behavioural Comms that emanate from the interactions, decision, tone of voice and overall empathy between employees and others outside the organisation

All employees

Based on Birkigt and Stadler; van Riel and Frombrun (2007) cited in Fill (2013) pp 369

Assess organisational capabilities for marketing

Justify allocation of internal resources to build external customer relationships

Resource Example

Material inputs Quality, cost, availability

Human resources Skills, capacity, cost, turnover, industrial relations

Management Skills, capability, structure, prospects

Fixed assets Age, condition, technology, obsolescence

Working capital Cash flow, credit availability

Finance Supply, ROI, profitability

Intangible assets Branding, goodwill, partnerships

Organisation Culture, structure

Knowledge Innovation, ideas, information

A continuum of value-orientated exchanges

Market exchanges

Value-added exchanges

Collaborative exchanges

Increasing opportunity to substitute relationships

Increasing strength and collaboration in relationships

Adapted from Day (2000) cited in Fill (2013) pp125

Characteristics of transactional and collaborative exchanges (Fill 2013)

Attribute Market Exchange Collaborative exchange

Length of Short-term Long-term

relationship Abrupt end A continuous process

Relational Conflicts of goals Conflicts of interest

expectations Immediate payment Deferred payment

No future problems (there is no future)

Future problems expected to be overcome by joint commitment

Communication Low frequency of commsFormal mass media comms predominates

Frequent comms.Informal, personal, interactive comms predominates

Cooperation No joint cooperation Joint cooperative projects

Responsibilities Distinct responsibilitiesDefined obligations

Shared responsibilitiesShared obligations

Budgeting approaches

Budgeting techniques

Kotter and Kohen’s 8 steps for successful large-scale change (2002)

1. Create a sense of urgency Among relevant people, whatever the nature or size of the organisation

2. Build a guiding team With the credibility, skills, connections, reputations and for formal authority to provide change leadership

3. Create visions Which are sensible, clear and uplifting

4. Communicate The vision and strategy in order to induce understanding and commitment

5. Empower action And remove obstacles that stop people acting on the vision

6. Produce short-term wins That help to provide credibility, resources and momentum

7. Don’t let up But maintain the momentum, consolidate early changes and create wave after wave of change

8. Make change stick By nurturing a new culture, and developing group norms of behaviour and shared values

Summary and next steps …..

This tutorial covered:•Assessing organisational capabilities for marketing•Allocation of internal resources to build external customer relationships•Identified different methods for setting the communications budgets and assessing effectiveness•Identified the skills required for implementing and managing change