Exploring the relationship between integrated marketing communications and decentralised organisational structure: a heuristics perspective

Abstract

PurposeThe concept of integrated marketing communications (IMC) was developed in the 1990s and has gained significant interest from academics and practitioners, yet it is seldom achieved in practice. The purpose of this paper is to investigate the reasons behind this assertion.Design/methodology/approachKnowledge needed for this study was generated from a case study of a global company, operating a decentralized organizational structure in the health-care industry.FindingsThirty semi-structured interviews were performed with marketing employees and management. This paper contributes to facilitating marketing communications by developing a conceptual model using strategic guiding principles to align marketing communication activities.Research limitations/implicationsThematic analysis generated three integration areas: efficiency, consistency and relationship.Practical implicationsThe information generated from this research paper should assist managers when attempting to implement an integrated approach to marketing communications.Social implicationsAs IMC is intertwined with the concept of strategy, if it is implemented as a strategic process; similar social influences are relevant for strategic IMC implementation.Originality/valueThis paper contributes to facilitating marketing communications by developing a conceptual model using strategic guiding principles to align marketing communication activities.