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IMC, brand communications, and corporate cultures: Client/advertising agency co‐ordination and cohesion

Lynne Eagle (Department of Commerce, Massey University, Albany, Auckland, NewZealand)
Philip J. Kitchen (Queen’s School of Management, Queen’s University, Belfast, UK)

European Journal of Marketing

ISSN: 0309-0566

Article publication date: 1 June 2000

Abstract

The concept of integrated marketing communication (IMC) has received considerable coverage in the literature, but even its most ardent supporters have noted problems in translating the concept into reality. Reports on an extensive two‐phase study of the New Zealand advertising and marketing industry, undertaken as part of an international series of studies of IMC implementation and usage, which was conducted over the 1997‐1998 period. The findings of the first phase, conducted in mid 1997, reveal a strong commitment to the integration of marketing communications (marcoms) by both marketers and advertising agencies. The study also revealed substantive differences in perception between these two groups as to how integrated marcom processes should be managed and/or outcomes evaluated. The second phase of the study was conducted in mid 1998. This focuses on an analysis of the extent to which leading organizations have implemented IMC. It also identifies and evaluates barriers and obstacles that have impeded progress in developing and implementing IMC programmes, and reviews ways in which such problems have been tackled.

Keywords

Citation

Eagle, L. and Kitchen, P.J. (2000), "IMC, brand communications, and corporate cultures: Client/advertising agency co‐ordination and cohesion", European Journal of Marketing, Vol. 34 No. 5/6, pp. 667-686. https://doi.org/10.1108/03090560010321983

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MCB UP Ltd

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