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Impact of Integrated Marketing Communications Programs in Enhancing Manager and Employee Performance

In: Proceedings of the Conference on Human and Economic Resources

  • Figen Ebren

    (Akdeniz University)

Registered author(s):

    The global marketplace consists of an increasingly complex arena of competitors within a rapidly changing international environment. New companies are formed on a daily basis, from small businesses to Internet-based operations, to expanding global conglomerates originating from major takeovers and mergers. In the face of these sophisticated and cluttered market conditions, firms try to be heard. They attempt to speak with clear voices about the natures of their operations and the benefits associated with the firm’s goods and services. With so many choices available, and so many media bombarding potential customers with messages, it is vital that what should be communicated is reaching buyers in a clear and consistent manner. External customers are influenced by the internal promise deliverers: the employees, channel partners, customer service personnel, packing and delivery people. Marketing can help by working with human resources departments to identify the key elements in employee motivation, including the effect of incentives and the development of training and improvement programs. This paper explores the impact of integrated marketing communications (IMC) programs in enhancing manager and employee performance and so productivity. From a managerial context, response to this apparently cluttered and amorphous marketing environment has led many organizations to desirable integration of their communications efforts under the umbrella of one strategic marketing communications function - namely integrated marketing communications. The logic of this strategic move would seem to rest partly on assumptions concerning the desire for organizational influence of consumer perceptions. Manager performance and development is possibly an overlooked part of an IMC program. Effective marketing departments and advertising agencies must develop pipelines of new, talented creatives, media buyers, promotions managers, database Web masters, and others in order to succeed in the long term. Also, new people must be trained and prepared for promotions for more important roles over time. Employee performance attitudes reflect morale within the marketing department and also relations with other departments and groups. An effective IMC plan consists of building bridges with other internal departments so that everyone is aware of the thrust and theme of the program. Satisfied and positive employees are more likely to help the firm promote its image.

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    This chapter was published in:
  • Oguz Esen & Ayla Ogus (ed.), 2006. "Proceedings of the International Conference on Human and Economic Resources," Proceedings of the IUE-SUNY Cortland Conference in Economics, Izmir University of Economics, number 2006, 08.
  • This item is provided by Izmir University of Economics in its series Papers of the Annual IUE-SUNY Cortland Conference in Economics with number 200602.
    Handle: RePEc:izm:prcdng:200602
    Contact details of provider: Fax: (90) 232 279 2626
    Web page: http://eco.ieu.edu.tr

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    1. Zinkhan, George M. & Watson, Richard T., 1996. "Advertising trends: Innovation and the process of creative destruction," Journal of Business Research, Elsevier, vol. 37(3), pages 163-171, November.
    2. Schultz, Don E., 1996. "The inevitability of integrated communications," Journal of Business Research, Elsevier, vol. 37(3), pages 139-146, November.
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