Cutting-edge companies use integrated marketing communication

Communication World, Dec, 1998 by Cliff McGoon

Key Findings, Stage Two

3. Organizations gather extensive information about their customers - using primary and secondary market research sources as well as actual behavioral customer data--and apply that information in planning, developing and evaluating communication activities.

Most companies surveyed have made some effort to examine communication activities from their customers' points of view. Most have conducted some type of brand contact or communication audit.

As an example, eight years ago Dow Chemical conducted a survey to determine customer information and preferences. It found that customers were primarily interested in their own success rather than Dow's strengths. This resulted in the "We, We" ad in which Dow listed numerous strengths that could be applied to solve customers' problems, and it emphasized "We don't succeed unless you do." The expression has moved from being just an advertising slogan to one of the guiding principles of Dow's communication program.

4. Best-practice organizations create a variety of feedback channels to gather information about customers and effectively use customer feedback throughout the company.

Here are some of the reported methods: research work groups, focus groups, awareness and preference tracking for both quantitative and qualitative data, readership studies, tracking of press and industry consultant coverage, e-mail responses.

As an example of the latter, CIGNA's corporate marcom group uses its web site and some 1,000 customer e-mail messages a month to become the "voice of the customer." Marcom compiles the info ranging from complaints to compliments and sends it to the pertinent divisions, where a process has been put in place for them to respond within 24 hours.

5. One of the most difficult challenges of integration is aligning internal practices and processes with external communication.

FedEx has a flattop management structure with only five layers, and information flows very quickly. For example, Monday morning the senior VP of marketing meets with his direct reports; Monday afternoon, VPs of marketing meet with their direct reports, the directors who in turn meet with their direct reports. By Tuesday morning, the information from the Monday morning meeting has been completely disseminated. This happens every week.

6. Leading best-practice organizations maintain a greater number of data sources, and their marketing communication personnel have greater access to the data for planning marketing communication programs.

Here's a very brief look at how IT and marcom work together at four studied companies:

CIGNA: Marketing information systems exist at the corporate level, not in the individual departments, and transforms data captured at the divisional level into valuable company-wide information made available via its database.

Dow Chemical: Information technology plays a key role in Dow's knowledge management efforts, specifically supporting marcom through Dow's major investment in communication technology. Employees have access to customer and other information critical to their success through a Dow-developed intranet.