strategies that work
of Kellogg on Integrated Marketing (John Wiley &
Sons, 2003) might advise you to round up 10-year-olds to test-play
a nascent video game system, or else frequent an online bulletin
board to ask customers’ opinions, or recruit hip-hop
fans to poster empty walls. Such techniques, they say, can
advance the integrated marketing goal of approaching customers
from many angles.
edited by Kellogg School Professors Dawn Iacobucci and Bobby
J. Calder, frames marketing as a range of contacts with consumers,
eclipsing earlier models that focused on the product or the
retailer. In a networked market where consumers shop the world
at the click of a mouse, marketers must compete on something
they can create, manage and enhance over time. Increasingly,
that something is the brand.
marketing is about achieving a unifying theme across contact
points,” says Calder, the Charles H. Kellstadt Distinguished
Professor of Marketing and professor of psychology. The authors,
drawn from both Kellogg and Northwestern University’s
Integrated Marketing and Communications program, provide detailed
examples to introduce concepts and strategies.
One chapter outlines
the principles of viral marketing and the practical applications
of “buzz” — powerful contacts between networks
of opinion leaders. By understanding how these networks function
and rewarding their participants, marketers can reach customers
most effectively. Viral marketing propels the evolution of
shared culture and multiplies the effectiveness of traditional
respond best to something that seems to be going on around
them,” says Calder.
amounts of data flooding companies, capturing the customer’s
mindset might seem easy. But falling prey to what the authors
call “data sirens” without a plan can leave marketers
“If you don’t
know how to analyze data to get a picture of your customers,
then it’s useless,” says Iacobucci. Integrating
data sources across the company guards against wasted time
and redundancies, she notes.
But for an integrated
marketing effort to truly work, it must permeate the company,
with everyone from engineers to accountants focusing on the
customer. In the current dismal economic climate, persuading
a CEO to invest in a new marketing plan is a challenge —
one that firms must meet.