Integrated communication

from Wikipedia, the free encyclopedia

In the area of communication policy, integrated communication describes the process of networked strategic communication. It includes analysis, planning, organization, implementation and control ( management ) of all internal and external communication of companies and organizations with the aim of ensuring consistent corporate communication .

Modern corporate communication uses numerous ways to communicate with the respective target groups . Integrated communication has the task of creating a consistent communication system from the variety of instruments and measures used for internal and external communication in order to create a consistent appearance for the target groups of the communication about the company or about products, services, but also ideas or opinions of the company.

Integrated communication is also a management process . This includes the planning and coordination of the content as well as the selection of communication tools .

Possible goals of integrated communication

The goals of integrated communication can be internal or external as well as economic or psychological. An economic goal would be to reduce costs, a psychological goal z. B. the increase in motivation and willingness to identify with employees. An overarching goal is to match self-image ( corporate identity ) and external image ( corporate image ).

Integrated communication is intended to increase the efficiency and effectiveness of communication (e.g. through prioritization and synergy effects) and is used for the communicative implementation of strategic brand decisions. Furthermore, an increase in customer acceptance, an improvement in addressing target groups (reduction of “information overload”), a differentiation in competition, an increase in acceptance among stakeholders (residents, politics, the public ...) and an improvement in the ability to monitor the performance of communicative measures are conceivable.

Networked communication management

The same applies to communication goals as to corporate goals in general: They should be measurable (e.g. through surveys), address a clearly defined target group (e.g. customers, employees) and be reached at a certain point in time using coordinated instruments. The communication should be integrated in terms of content, form, time and language:

  • Content integration is z. B. achieved through clear positioning (marketing) (across all target groups), a specific core message for each target group, a slogan for the company, communicative models.
  • Formal integration is e.g. B. achieved through uniform colors, logo (graphical, audio), fonts, greeting on the phone, email sender ( corporate design ).
  • Temporal integration is achieved through the timing of the various communication activities.
  • Linguistic integration is achieved through a consciously chosen corporate language and uniform wording.

Requirements for successful integration of communication

In order for integrated communication to succeed in the company, it is imperative that a specialist entrusted with the overall responsibility - ideally a member of management / the executive board - and an open and goal-oriented cooperation between the various people and departments entrusted with communication tasks (e.g. marketing, public relations, sponsoring, Lobbying, human resources).

See also

Individual evidence

  1. ↑ Manfred Bruhn, Sieglinde Martin, Stefanie Schnebelen: Integrated communication in practice: development status in German-speaking companies. Springer-Verlag, 2014. pp. 19f.

literature

  • George E. Belch, Michael A. Belch: Advertising and Promotion. An Integrated Marketing Communications Perspective. 7th edition. Irwin / McGraw-Hill, Boston MA 2007, ISBN 978-0-07-325596-5 .
  • Manfred Bruhn , Michael Boenigk: Integrated communication. State of development in companies (= Basler Schriften zum Marketing. Vol. 6). Gabler, Wiesbaden 1999, ISBN 3-409-11590-0 .
  • Manfred Bruhn: Integrated corporate and brand communication. Strategic planning and operational implementation. 4th, revised and expanded edition. Schäffer-Poeschel, Stuttgart 2006, ISBN 3-7910-2489-2 .
  • Franz-Rudolf Esch : Effect of Integrated Communication. A behavioral science approach to advertising. 5th updated edition. Gabler, Wiesbaden 2011, ISBN 978-3-8349-2570-1 .
  • Karin Kirchner: Integrated corporate communication. Theoretical and empirical inventory and an analysis of large American companies. Westdeutscher Verlag, Wiesbaden 2001, ISBN 3-531-13646-1 (also: Salzburg, University, dissertation, 2000).
  • Jost W. Kramer, Karl W. Nitsch, Gunnar Prause, Andreas von Schubert , Andreas Weigand, Joachim Winkler (eds.): Integrative corporate communication. Ways to develop important company resources (= Wismar writings on management and law. Vol. 49). European University Press, Bremen 2010, ISBN 978-3-941482-89-0 .
  • Don E. Schultz, Stanley I. Tannenbaum, Robert F. Lauterborn: The New Marketing Paradigm. Integrated Marketing Communications. NTC Business Books, Lincolnwood (Chicago) IL 1994, ISBN 0-8442-3452-4 .
  • Marcus Stumpf : Success control of the integrated communication. Measurement of the level of development of integrated communication work in companies (= Basler Schriften zum Marketing. Vol. 15). Gabler, Wiesbaden 2005, ISBN 3-409-03447-1 (also: Basel, University, dissertation, 2004).

Web links