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Integrated Marketing Part II

The Value of An Integrated Marketing Strategy:
In its most basic form, the integrated marketing cycle includes information gathering from external sources and knowledge application internally to enhance the organization’s product offer and service delivery. (fig.1).

The expanded model (fig.2) includes integrated marketing communication strategy as well as quality control methodologies which may entail use of TQM, Six Sigma, ISO, etc. Each of these areas is an extensive function and area of expertise. However, it is almost impossible to deliver the seamless quality customer experience that an integrated marketing strategy requires without full consideration of both communications and product/service quality control.

Integrating the supply chain and improving internal processes enables the organization to achieve increased performance and increased efficiency. Integrated marketing communications ensures that the message is consistent as the communications are approved as a comprehensive campaign. This provides an opportunity, both internally and externally, to enhance branding and brand recognition.

A Three-Stage Model of Integrated Marketing Communications at the Marketing–Sales Interface notes the problem as follows:

“In many organizations, there is little coordination between the marketing and the sales functions. Leads generated by marketing activities are often ignored by the sales force, and inadequate knowledge of the sales process often results in marketing programs of, at best, variable quality. Such a divide can lead to wasted expense and energy as sales representatives chase after leads (regardless of their quality or potential). In many instances, higher-quality leads end up receiving delayed and potentially less effective selling effort. An integrated marketing communications framework, built on the synergy among different communication channels, has the potential to bridge the gap between marketing and sales, thus leveraging marketing and sales resources more effectively in achieving the organization’s sales and profit objectives.”

Quality initiatives help to reduce variability and to bridge the gap between sales and product/service development.

The greatest value is derived from the impacts of each function (marketing and quality control) because they create increased quality in products and service delivery. To clarify, in this instance quality does not necessarily translate to increased pricing or a high end product. Instead the increased quality occurs as a result of consistent performance at or above the consumer’s expectation. This could not be achieved without conceptualizing integrated marketing holistically - including consideration of all disciplines, all departments, and all processes of an organization.