The document discusses the challenges of integrated marketing. While 67% of marketing organizations develop integrated programs, only 33% are satisfied with the results. Key challenges include lack of alignment between organizational goals, cultural barriers that prioritize tactics over coordination, and lack of strategic vision and leadership. Common disconnects occur when different reporting relationships allow for silos, metrics are not agreed upon, new media channels operate independently, and there is a lack of integration between marketing, sales, and store operations. The document provides an overview of key marketing functions and their accountabilities, and notes that experience is needed to implement integration successfully and avoid common execution issues.

1. Challenges of
Integrated Marketing
Roger Adams
Copyright 2010 Marketing Second Opinion LLC
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2. Background
 67% of Marketing Organizations Develop Integrated
Programs
 33% are Happy with the Result (ANA Survey)
 #1 Issue at Present for Senior Leaders of Association of
National Advertisers
 More Difficult Today: Fragmented Media, Consumer
Generated Content,
Newsletters
and Reviews
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3. Alignment is Key to Successful Integration
CEO CMO
Company Marketing
Goals Goals
Deliverables - Must be Consistent and Distributed
Across Key Stakeholders for Optimal Impact
Marketing Merchandising Store Ops
/Sales 3
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4. Marketing Can Lead Integration Provided There is an
Agreed to Business Objective, Vision, and Culture
Business
Objective, Vision
and Culture
Marketing Objective
Success Functional
Plan Dependencies
Customer Elements Criteria and
Benefit Metrics and
and Budget Deliverables
 Sales/Merchant
 Media Plan  Source of Volume
 Define Target  Store Ops
 P.O.P.  ROI/ROO
 Point of Difference  IT
 Creative  Total Expense
 Consumer Insight Elements  Finance
 Customer Metric
 Outside Agencies
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5. Key Challenges Within Marketing
 Different organizational structures/reporting
relationships/budgets: Applies to agencies as well
 Lack of goal alignment
Organizational  Each department head optimizing own area
 No shared objectives
 Project often led by a specialist
Retail pressure to lead with tactics
Cultural No cultural priority for coordination: time demands easily
overwhelm
No training or process to enable integration
Strategic vision not articulated consistently down the
Strategic organization: No connection with day to day
Not enough “homework” up front on desired outcome
CMO not aligned with other senior leaders: Creates
Leadership execution issues and/or changes
No contingency plan or recovery time for
unexpected issues
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6. Common Disconnects when Integrating
 Interim direction or budget or operating plan compromises latest
initiative (L.I.F.O. Risk).
 Different reporting relationships within marketing allow for silos of
execution. Functional specialists create multiple disconnection points.
 Lack of consensus on evaluation metrics and time frame for success
facilitates change while in progress.
 New media channels operate independently. Lead times of traditional
media not comprehended up front.
 Lack of integration with sales/stores causes suboptimal execution.
 Long-term commitments or partnerships are not able to be coordinated
or not coordinated in time.
 Lack of integration competence that requires training and modeling
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7. Key Marketing Functions & Accountabilities
Consumer  Trends Issues & Opportunities
Insights and  Consumer segments
Analytics  Competitive analysis
 Identification of value proposition
Assessing and improving brand image
Brand Maintaining consistency in look, tone, feel, and
promise of each format or service
Leadership of all aspects of communications
Communications (Print, Radio, Television, Web
Expertise in maximizing short-term sales via events
Promotion and promotions and CRM
Responsible for ROI measurement and tracking as
well as creative development
Sales Coordination of annual marketing plans to
deliver division goals
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8. Key Marketing Functions & Accountabilities
 Managing direct selling assets to maximize
eCommerce sales online and offline
May be done jointly with or by Finance
Forecasting Use trend data and ROI models to forecast
demand and marketing response
Identify and evaluate new product and
service concepts
New Products Develop innovative offerings that take advantage
of emerging trends
Thought leadership that enhances delivery of value to
the customer and meets financial guidelines
Planning Customer advocate for store and merchant plans
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9. Integration has many benefits
• Improves ROI by coordinating efforts
• Cuts Waste
• Identifies executional problems before in market
• Leverages best practices/ avoids previous mistakes
However, there is no substitute for experience when implementing
• Avoid common executional issues
• Helps secure support from other functions
• Leverages best practices.
• Speeds time to benefit realization
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