Integrated Marketing Online & Offline

Integrated Marketing – Maximizing your Off-Line and On-Line Budgets


“A combination of two or more forms of marketing used to sell a product or service” (eg a direct mail campaign combined with radio which drives them to a URL, which leads to landing page and them email marketing)

Integrated Marketing

The evidence is that successful Integrated Marketing overturns several very well-established marketing and communication assumptions, and constitutes a fresh, even revolutionary vision and an enhanced challenge for both marketing leaders and other senior executives, including the CEO.

Nevertheless, Integrated Marketing cannot be completely new or original. Nearly every senior executive we have spoken to gave a similar description of it. The concept quickly makes sense, and this can only be because leading practitioners and thinkers are already engaged with these ideas.

However, in our work on Integrated Marketing we have pulled together many existing elements of best and emerging best practice for the first time. Indeed no formal discipline of ‘Integrated Marketing' has until recently existed in the academic or practitioner worlds, with the term often incorrectly applied to communications integration alone.


Marketing has evolved into a series of relatively independent tools with different planning and evaluation criteria. Integrated Marketing not only overcomes the fragmentation of the recognised marketing disciplines but it also draws on other disciplines such as lean management, knowledge management and organisation development. It is a natural progression of the effects of developing concepts of marketing planning such as IMC, 360 degree branding, relationship marketing and CRM on organisation change.


Integrated Marketing is a creative, human and business discipline that reduces or eliminates these divisions to ensure the brand is appropriately present and effectively communicating at all the important times in a customer's life in a way that provides value, creates sustainable profits and benefits shareholders and employees.


Example: 2006
IBM took 5% of TV budget and yeilds 7000% ROI.


IBM allowed its UK subsidiary to take a small part of the TV budget and use it in an integrated campaign to improve its share of business in the City of London. The resulting integrated solution produced dramatic 7000% ROI

From fragmentation to wholeness

The need for Integrated Marketing derives from the enormously fragmented world of the modern large organisation and stakeholder experience, well documented by many business professionals and everyday experience.


By contrast, Integrated Marketing is an holistic discipline using the fractal concept of wholeness, where the whole is present in each part, as in DNA, to develop congruent, sustainable and high-value brand experience for all stakeholders.


In the case of Integrated Marketing, the starting point is core identity, and this is then articulated as strategy through the business model, products, brand, vision, cultural values and business evaluation (amongst others). It is also communicated in creative ways through marcoms and service/touch points.


We have developed planning and change tools to facilitate this. They include better ways of researching and implementing core identity using Stellar®, of planning, managing and evaluating communications - our Open Planning universal


communications methodology - and of assessing your performance and improving it.
Our experience is that this is good for the brand and shareholders, for people engaged in the business and also for customers. Fragmentation is painful and costly. Any significant steps towards integration makes everything work better.


Integrated Marketing is therefore fundamentally positive and healthy for business: it is positive in attitude, and it is positive in its results. In this respect, it accords perfectly with the culture of marketing at its best.

Proven model of successful implementation
- performance increases 10% - 25%

Our research amongst 200 senior marketers identified four sets of statistically robust operational competencies that drive customer experience and integrated marketing performance (competencies model), with six operational factors constituting 50% or customer experience (the BECAUSE factor). The four key competencies are:

  • Living the Brand involves employee participation and an aligned value stream, as well as and culture-brand congruence.
  • Customer knowledge management involves capturing distribution of information about customers.
  • Marketing organisation concerns skills, structures and processes within the marketing function.
  • Communications optimisation involves deeper understanding of customer groups, managing customers on a lifetime basis and a universal communication and planning framework.

Much of the widely-publicised difficulty on planning and evaluating across media disappears when a unified approach is adopted. Our new recommended methods in Open Planning also enhance creative opportunities for all of the disciplines.

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