Exploring client and agency perceptions of the relative merits of alternative modes of IMC service provision.

Abstract

ABSTRACT
John Andrew Canacott, M.B.A.

Exploring client and agency perceptions of the relative merits of alternative modes of IMC service provision.

The purpose of this research is to explore client and agency perceptions of Integrated Marketing Communications (IMC) and to interpret views on various alternative modes of IMC. Additionally, this research examines IMC implementation from both client and agency perspectives.
Several methodological contributions have been achieved through the adoption of a two stage approach incorporating semi structured interviews with client and agency representatives and a tripartite, participant observer, case study during IMC implementation. This study represents the first qualitative emic approach to address the specific phenomenon of IMC implementation.
Significant findings highlight the continued lack of a common definition of IMC and its content. Additionally findings illustrate differing views on the strategic role of IMC, coupled with an underestimation of IMC implementation issues. Findings uniquely identify the critical importance of boundary spanning roles and associated individual behaviour at inter and intra firm levels across and within the client and agency divide. Findings underscore a number of key issues that need to be considered such as trust, communication and credibility, in advance of planning and implementing IMC. Findings also identify sales as a potential component of an IMC offering in certain cases and reflect on the benefits this could have in revising some agency remuneration models.
Key practitioner findings illustrate requirements for greater IMC implementation planning, consideration of alignment of client and agency structures together with setting and communicating clear objectives to avoid trust and political issues arising later. Findings show that greater consideration needs to be given to management of intra/inter firm boundary spanning personnel suggesting that training and skills development of staff is important.
Overall, findings emphasise the company-wide nature of IMC and its implementation.