ABSTRACT

The Integrated Marketing Communications (IMC) concept has been largely regarded as an important marketing management issue. This is because to survive in the competitive marketing environment of today many companies try to adopt IMC to improve the management and integration of the marketing communication programmes. But the term and concept of IMC is so recent and “modern” that it is not known and accepted by all which can explain the lack of a generally accepted definition and common understanding of the whole concept. While some marketing managers are aware that marketing communications is an important resource of their business performance, others are very ignorant of the efficacy and prospects inherent in its application for effective business performance. This study therefore examined  the relationship between Integrated Marketing Communications and companies’ sales and profits;  examined the IMC tools commonly used by the selected companies under study in boosting their sales performance; established how Integrated Marketing Communications save time, money and stress; found out the indicators the marketing executives and managers use in measuring the effectiveness of overall IMC programmes. The study had a population of Eight hundred and three staff of the five selected companies, out of which a sample size of 267 top management officers was determined using Taro Yamane formula. The top management staff and middle managers were used because they have the adequate and relevant knowledge of the subject matter. The study made use of primary and secondary data. A total number of 267 copies of the questionnaire were distributed while 240 copies were collected. The descriptive research design was adopted for the study. Content validity and test-retest of reliability was done with coefficient of 0.96 indicating high degree of consistency. Four hypotheses were tested using Pearson’s Product Moment Correlation Coefficient, Chi-Square (X2) and Z-test statistical tools. The result of the analysis revealed that there was significant relationship between Integrated Marketing Communications and companies’ sales and profits. The study further showed that Integrated Marketing Communications save time, money and stress. Also the result revealed that there were suitable indicators such as sales growth, market share growth, profitability, sales income, price premiums, brand awareness, channel cooperation, customers’ satisfaction, brand loyalty among others, the marketing executives and managers used in measuring the effectiveness of overall IMC programmes. It is concluded that IMC is more than the coordination of companies’ outgoing message between different media. To this end, the study recommended that firms should develop their IMC programmes in association with changes in order to cover the gaps created by changes.

CHAPTER ONE

INTRODUCTION

1.1       Background of the Study

Integrated Marketing Communications (IMC) concept has been largely regarded as an important marketing management issue since the beginning of the last decade because of the effectiveness of the integration of marketing communication tools for example, advertising, public relations, direct marketing, sales promotion, and personal selling to optimize the communications impact on target consumers, (Kotler, 2002:583; Schultz and Kitchen, 1997:469).

Additionally, there are several reasons for the growing importance of IMC. These include;  a change of marketing expenditures from media advertising to other forms of promotions, particularly consumers and trade-oriented sales promotions, a movement way from relying on advertising focused approaches which emphasize mass media to lower-cost, more targeted communication tools    such as event marketing, sponsorship, direct mail, sales promotion and the internet. There are also shift in marketplace power from manufacturers to retailers, and  the rapid growth and development of data base marketing;  demands for greater accountability from advertising agencies and changes in the way agencies are compensated; the rapid growth of the internet, which is changing the nature of how companies do business and the ways they communicate and interact with consumers. There have been increased efforts to measure and improve marketing communications return on investment (ROI) by both clients and agencies (Belch and Belch, 2004:12; Cornelissen, 2001:7-15; Shimp, 2000:15). These factors have given rise to investigations into new ways of managing marketing communications.

Practitioners and academics have the notion that, improvements in the coordination and integration of marketing communications could lead to superior business performance (Kitchen and Schultz, 1999:1-17; McArthur and Griffin, 1997:19-27; McGoon, 1998:15-20). The common explanation is that through IMC, a company can attain “synergy” between all of its marketing communication activities and decisions.  Defined in terms of three constructs: “consistency”, “interactivity” and “mission” synergy ensures that the use of alternative communication tools are mutually reinforcing, leading to  enhanced productivity and performance (Duncan, 1993:216; Duncan and Moriarty, 1997:311; Eagle and Kitchen, 2000:667-686, Hines 1999:25). 

The implicit assumption of IMC is that, through synergy, IMC provides a cost-effective way to maximize the impact of communication by improving marketing decisions, (Duncan and Moriarty, 1997:313; Kitchen and Schultz, 1999:1-17; Hartley and Pickton, 1999:97-106; Stewart, 1996:147-153). Additional efficiencies are derived through improved cooperation between departments and service providers avoiding the duplication of information gathering, or “reinventing the wheel” in developing communication strategies (Hartley and Pickton, 1999:97-106). Other than efficiencies, benefits should also accrue through improved brand communications and positioning, bringing about opportunities for more profitable longer-term customer relationships (Keller, 2001:530).

1.2       Statement of the Problem

To survive in the competitive marketing environment of today and increased managerial expectations related to marketing, many companies try to adopt IMC to improve the management and integration of their marketing communication programes (Reid et al 2002:22). But the term and concept of IMC is so recent and “modern” that it is not known and accepted by all which can explain the lack of a general accepted definition and common understanding of the whole concept. The main objective of IMC is to affect the perceptions of value and behaviour through directed communication. But the communication has to move from a tactic to a strategy, only strategically oriented IMC can help companies succeed in the highly competitive and rapidly changing world of today. To be successful it also has to involve every one in the organization, from the top management down to all employees. The highest corporate strategy needs to be consistent with the every-day implementation of individual tactical activity (Reid, 2002:22).

As a consequence of today’s competitive environment, low level of product differentiation, consumer perception of product quality performing at a similar standard, increased number  of superior brands and alternative, more acceptance of generic and private label brand, low risk in brands switching and high customer expectation put companies in a challenging position where there is decline of loyal customer.  

However, it have always been difficult to pinpoint exactly what factors that have motivated consumers to prefer a particular brand of product to another over the years. Marketers have on several occasions paid attention to only those factors which are salient as the determinant of consumers preference for their brand, while many other factors which play significant role are completely ignored in the execution of marketing programmes. But there are also barriers to overcome, as one problem that delayed the implementation of IMC in companies was the difficulty of measuring the effects or exactly what benefits the companies gained from the implementation.

Another disturbing aspect of the application of Integrated Marketing Communications is that most marketing managers fail to appreciate the importance of monitoring and evaluating its impact in the discharge of their marketing activities. This neglect has made it impossible for the marketing managers to measure effectively the impact (positive or negative) Integrated Marketing Communications (IMC), can make on their business performance.

Even when some companies are fully aware of the efficacy and prospects inherent in the application of Integrated Marketing Communications (IMC), they are not committed to its application. Other companies are equally knowledgeable, but lack the financial wherewithal to apply the IMC in their business operations. Equally the wrong choice and usage of non-professionals in the planning, organizing, execution, control and evaluation of the Integrated Marketing Communications (IMC) in marketing activities of most firms is another aspect the marketing managers may have neglected in the promotion of products, as this may lead to waste of resources. Sequel to the above, it has become pertinent to evaluate the impact of integrated Marketing Communications on companies’ sales performance. 

1.3       Objectives of the Study

The broad objective of the study is to examine the impact of Integrated Marketing Communications on companies’ sales performance. The specific objectives are:

• To determine the relationship between Integrated Marketing Communications and companies’ sales and profits.
• To examine the IMC tools commonly used by the selected companies under study in boosting their sales performance.
• To establish how Integrated Marketing Communications save time, money and stress for organizations.
• To find out the indicators the marketing executives and managers use in measuring the effectiveness of overall IMC programmes.

1.4       Research Questions

Consequent upon the above objectives, the following research questions were developed.

• What is the relationship between Integrated Marketing Communication programs and companies’ sales and profits?
• What are the IMC tools commonly used by the selected firms in boosting  sales performance?
• To what extent does Integrated Marketing Communications save time, money and stress for organizations?
• What indicators are used by marketing executives and managers in measuring the effectiveness of the overall IMC programmes?

1.5       Research Hypotheses

 The   under listed hypotheses   stated in the null form were designed to further guide the study:

1. There is no significant relationship between Integrated Marketing Communication activities the companies use and their sales and profits.
2.  Integrated Marketing Communication tools commonly used by firms are not effective in boosting their sales performance.
3. Integrated Marketing Communications does not save time, money and stress for organisations.
4. There are no indicators used by  marketing executives and managers in measuring the effectiveness of overall IMC programmes.

1.6       Significance of the Study

The significance of this study can be viewed from academic and practical stand points.  Practically, this study will assist in broadening the knowledge of the market players on the essence, importance of IMC and new media and channels available in disseminating marketing information.The marketing of goods and services is not done by guess work especially at this age of fierce competition among brand names of products. Rather, all serious minded companies and businessmen who are desirous of remaining in business and cutting a niche for themselves and who plan all their marketing activities ahead of time will adopt Integrated Marketing Communications as a tool. The study hopes to furnish additional information to help manufacturers in achieving high sales volume, saves time, money and adjusts production properly to sales within the context of the marketing concept. The core issue of modern marketing concept lies centrally on the understanding of the customer and making every effort to satisfy him.This study will also be of benefit to students and researchers in the field of marketing communications.

1.7       Scope of the Study

The research covered five selected companies in the Nigeria consumer good and service industries in Nigeria. The companies are: Dangote Flour Mills Plc. Lagos, Nigerian Breweries Plc. Lagos, Nestle Nigeria Plc. Lagos, Zenith Bank Plc. Lagos  and P Z Cussons Nigeria Plc. Lagos. And also the study confirmed on concept of IMC, benefits of IMC, tools of IMC, message of IMC, reasons for growing importance of IMC, evaluation of IMC, sales effect of Integrated Marketing Communications, components of Integrated Marketing Communications and effect of Integrated Marketing Communications on organizational performance.

1.8       Limitations of the Study

In carrying out a research of this nature, it is not uncommon to encounter a number of constraints. Some of the limitations of the study included:

• Strike actions: In the course of this study so many strike actions were embarked upon by ASUU (Academic Staff Union of Universities). This prolong the period of the programe.
• Scanty related literatures: There were no much relevant literatures found on the topic. The researcher therefore limited herself to the few ones available.
• Financial constraints: The huge cost involved in carrying out a complete study of a whole organization, is not easily afforded by a student. The researcher therefore limited her study to only five firms in the country.
• Time constraints: The time required for this dissertation was not enough. This is because the research was done at the same time a serious course work was going on in school.
• Attitudes of respondents: Appointments with some of the top officers of the companies were difficult to achieve. Some of the respondents refused to answer the questions asked to them, while some refused out rightly to grant interviews, this posed limitations to the completion of the work.
• Power supply: The researcher also had problem with the epileptic power supply in the country. It was difficult to access the internet without steady light. What the researcher had wanted to download was not all possible. And some materials relevant to the work could not be accessed because of the international mode of required payment. Again, the typing of the work was unnecessarily delayed because of the same power supply problem. The use of the generating machine for alternative power supply hiked the budget cost of the work. This was not anticipated in the planning stage of this work.

1.9       Profiles of the Selected Companies

1.9.1    ZENITH BANK PLC

Zenith Bank Plc., over the years, has through strategic deployment of its people, information and communication technology (lCT) redefined customer service standards and created diverse service delivery channels. The bank was incorporated as Zenith International Bank Limited on 30 May 1990, a private limited liability company and was licensed to carry on the business of banking in June 1990. The name of the bank was changed to Zenith Bank Plc on 20 May 2004, to reflect its status as a public limited liability company. The bank’s shares were listed on the Nigerian Stock Exchange on 21 October 2004 following a highly successful Initial Public Offering (IPO). Nigerian individuals and institutions numbering over 700,000  shareholders currently own the bank.

Over the years the Zenith brand has become synonymous with the use of Information and Communication Technology (lCT) in banking and general innovation in the Nigerian banking industry. The group’s main service delivery channels remain its local and foreign subsidiaries and its business offices (branches and cash offices), which currently stand at over 315 while offering electronic banking services, such as Internet banking, bills payment, and telephone banking services amongst others. These business offices are located in prime business and commercial cities in each state of the federation and they are easily accessible to all the Central Bank of Nigeria’s clearing zones all over Nigeria. Within the first decade of commencing operations, the bank made its mark in profitability and all other performance indices in Nigeria and has maintained this prime position to date.

1.9.2  PZ CUSSONS NIGERIA

PZ Cussons Nigeria Plc, the largest subsidiary of PZ Cussons, has enjoyed tremendous business success in Nigeria for over a century.

No other consumer goods company possesses our heritage in Nigeria or understands its customers better than we do. Our approach to Nigeria, our customers, our consumers and to our business is designed to sustain us far into the future.

Our prime business objective in Nigeria is sustainable and profitable growth and our drive to be world-class in every aspect of our business life will be relentless.

To achieve this, we have adopted a Strategic Business Unit (SBU) structure, in which each SBU has clear focus on its markets; developing a deep understanding of the needs and aspirations of its consumers and the dynamics of the marketplace, which it can exploit to deliver its objectives. Our business policies, systems and actions (procedures and processes, corporate and personal ethics, corporate image, employee development, equality of opportunity, remuneration, services provided to distributors etc) are harmonized between all our SBUs, ensuring the sharing of best practice and operational synergies. By combining our financial strength and the commercial acumen encouraged at all levels amongst our people, we are positioning ourselves to seize profitable new opportunities within our chosen sectors.

PZ Cussons operates in Africa, Asia and Europe with its strategy built on four core principles. We operate in selected markets that have the potential for future growth, both in mature and emerging markets. Our presence across Africa, Asia and Europe ensures a naturally balanced portfolio of global markets, which we continually review to ensure they provide the Group with the best opportunities for profitable growth. We take pride in our knowledge of local markets which enables us to respond quickly and appropriately to local needs.

We develop leading brands for the markets in which we operate. Whilst some have global reach, the majority of our brands are sold only in local and regional markets as we create products that are particularly suited to local needs and tastes. Our strategy is to grow these brands so they achieve category leading positions in their markets and we continually review and expand the categories in which we operate to ensure profitable growth. We are proud of our portfolio of category leading brands which are developed to satisfy the particular needs of local consumers.

We operate world class supply chain networks that enable us to deliver our brands quickly and efficiently to our local consumers. Our distribution systems vary by market type, from traditional supply chain models in mature markets to extensive nationwide depot networks in emerging markets. We continually adapt our methods of distribution to suit our local markets and to changing market needs. We take pride in our flexible distribution capability which is tailored specifically for the local market.

We recruit, develop and retain a great team of people who are aligned with our values and who can drive our plans for growth. Our aim is to create a high performance culture offering career experiences and development. We work together as a true meritocracy where leadership is determined by talent.

1.9.3  DANGOTE FLOUR MILLS PLC

Dangote Flour Mills Plc commenced operations in 1999, as a division of Dangote Industries Limited (DIL) – one of Nigeria’s largest and fastest growing conglomerates. Following the strategic decision of DIL to unbundle its various operations, Dangote Flour Mills was incorporated in 2006. The restructuring was completed in January, 2006 when the Federal High Court sanctioned a scheme of arrangement wherein all the assets, liabilities and undertakings of the erstwhile flour division of DIL was transferred to Dangote Flour Mills.
From an initial installed capacity of 500 MT per day at its Apapa mill, Dangote Flour has expanded rapidly by opening in quick successions three other flour mills in Kano (2000), Calabar (2001) and Ilorin (2005). Each of the mills started with an installed capacity of 500 MT per day but all of them have subsequently expanded resulting in a total installed capacity of 5,000 MT per day, distributed as follows:

• Apapa – 2,000 MT per day
• Kano – 1500 MT per day
• Calabar -500 MT per day
• Ilorin -1,000 MT per day

These expansions were in response to a growing national demand for flour and flour based products in addition to the company’s drive for increased market share.
Thus from a modest beginning the company has grown to become one of the industry leaders within a six-year period. The company has 3 wholly owned subsidiaries, namely:

• Dangote Agro sacks Limited,
• Dangote Pasta Limited and,
• Dangote Noodles Limited

In line with DIL’s business philosophy of establishing a dominant presence in any sector it operates in, these subsidiaries occupy leadership positions in their respective industries.

Business:
The company is in the business of flour milling, processing and marketing of branded flour.

Its product portfolio comprises the following:

• Bread Flour;
• Confectionery Flour;
• Semolina, and,
• Wheat Offal (Bran)

Flour Milling Technology and Process Technology

Wheat is transformed into high-quality flour, by using state-of-the art plant and equipment backed by renowned technical expertise. DFM’s mills across the country are equipped with the latest flour milling technology available in the world.

Raw Material

The company imports its principal raw material, wheat (the Hard Red winter Wheat No.2 variety) from United States of America in shiploads. Wheat Silo Trucks (also DIL owned) thereafter convey the wheat to the inland mills to Kano and other branches.

1.9.4    NESTLE NIGERIA PLC

History

1866-1905

The key factor which drove the early history of the enterprise that would become the Nestlé Company was Henri Nestlé’s search for a healthy, economical alternative to breastfeeding for mothers who could not feed their infants at the breast. In the mid-1860s Nestlé, a trained pharmacist, began experimenting with various combinations of cow’s milk, wheat flour and sugar in an attempt to develop an alternative source of infant nutrition for mothers who were unable to breast feed. His ultimate goal was to help combat the problem of infant mortality due to malnutrition. He called the new product Farine Lactee Henri Nestlé. Nestlé’s first customer was a premature infant who could tolerate neither his mother’s milk nor any of the conventional substitutes, and had been given up for lost by local physicians. People quickly recognized the value of the new product, after Nestlé’s new formula saved the child’s life and within a few years, Farine Lactee Nestlé was being marketed in much of Europe. Henri Nestlé also showed early understanding of the power of branding. He had adopted his own coat of arms as a trademark; in his German dialect, Nestlé means ‘little nest’. One of his agents suggested that the nest could be exchanged for the white cross of the Swiss flag. His response was firm: “I regret that I cannot allow you to change my nest for a Swiss cross …. I cannot have a different trademark in every country; anyone can make use of a cross, but no-one else may use my coat of arms.”

Meanwhile, the Anglo-Swiss Condensed Milk Company, founded in 1866 by Americans Charles and George Page, broadened its product line in the mid-1870s to include cheese and infant formulas.The Nestlé Company, which had been purchased from Henri Nestlé by Jules Monnerat in 1874, responded by launching a condensed milk product of its own. The two companies remained fierce competitors until their merger in 1905.

Some other important firsts occurred during those years. In 1875 Vevey resident Daniel Peter figured out how to combine milk and cocoa powder to create milk chocolate. Peter, a friend and neighbor of Henri Nestlé, started a company that quickly became the world’s leading maker of chocolate and later merged with Nestlé. In 1882 Swiss miller Julius Maggi created a food product utilizing legumes that was quick to prepare and easy to digest. His instant pea and bean soups helped launch Maggi & Company. By the turn of the century, his company was producing not only powdered soups, but also bouillon cubes, and sauces and flavorings.

The world’s leading Nutrition, Health and Wellness Company. Our mission of “Good Food, Good Life” is to provide consumers with the best tasting, most nutritious choices in a wide range of food and beverage categories and eating occasions, from morning to night.

We believe that leadership is about behaviour, and we recognise that trust is earned over a long period of time by consistently delivering on our promises. Nestlé believes that it is only possible to create long-term sustainable value for our shareholders if our behaviour, strategies and operations also create value for the communities where we operate, for our business partners and of course, for our consumers. We call this ‘creating shared value‘. The Nestlé Corporate Business Principles (pdf, 1 Mb) are at the basis of our company’s culture, developed over 140 years, which reflects the ideas of fairness, honesty and long-term thinking.

The Company was founded in 1866 by Henri Nestlé in Vevey, Switzerland, where our headquarters are still located today. We employ around 280 000 people and have factories or operations in almost every country in the world. Nestlé sales for 2010 were almost CHF 110 bn.

Our Brands

Most people know us through our brands. Our portfolio covers almost every food and beverage category – giving consumers tastier and healthier products to enjoy at every eating occasion and throughout life’s stages including times of special nutritional need. Here is a sample of some of our brands.

Baby foods

Cerelac, Gerber, Gerber Graduates, NaturNes, Nestum

Bottled water

Nestlé Pure Life, Perrier, Poland Spring, S.Pellegrino

Cereals

Chocapic, Cini Minis, Cookie Crisp, Estrelitas, Fitness, Nesquik Cereal

Chocolate & confectionery

Aero, Butterfinger, Cailler, Crunch, Kit Kat, Orion, Smarties, Wonka

Coffee

Nescafé, Nescafé 3 in 1, Nescafé Cappuccino, Nescafé Classic, Nescafé Decaff, Nescafé Dolce Gusto, Nescafé Gold, Nespresso

Culinary, chilled and frozen food

Buitoni, Herta, Hot Pockets, Lean Cuisine, Maggi, Stouffer’s, Thomy

Dairy

Carnation, Coffee-Mate, La Laitière, Nido

Drinks

Juicy Juice, Milo, Nesquik, Nestea

Food service

Chef, Chef-Mate, Maggi, Milo, Minor’s, Nescafé, Nestea, Sjora, Lean Cuisine, Stouffer’s

Healthcare nutrition

Boost, Nutren Junior, Peptamen, Resource

Ice cream

Dreyer’s, Extrême, Häagen-Dazs, Mövenpick, Nestlé Ice Cream

Petcare

Alpo, Bakers Complete, Beneful, Cat Chow, Chef Michael’s Canine Creations, Dog Chow, Fancy Feast, Felix, Friskies, Gourmet, Purina, Purina ONE, Pro Plan

Sports nutrition

PowerBar

Weight management

Jenny Craig

1.9.5 Nigerian Breweries Plc

Nigerian Breweries Plc, the pioneer and largest brewing company in Nigeria, was incorporated in 1946 and recorded a landmark when the first bottle of STAR Lager beer rolled off the bottling lines in its Lagos Brewery in June 1949. This was followed by Aba Brewery which was commissioned in 1957, Kaduna Brewery in 1963 and Ibadan Brewery in 1982. In September 1993, the company acquired its fifth brewery in Enugu while in October 2003, a sixth brewery, sited at Ama in Enugu state was      commissioned. Ama Brewery is the biggest and the most modern brewery in Nigeria. Operations in Enugu brewery was discontinued in 2004.

Thus, from its humble beginning in 1946, the company now has five operational breweries from which its high quality products are distributed to all parts of this country. The company’s range of products include; Heineken, Star, Legend, Amstel Malt, Fayrouz, Maltina and Gulder.

1. Definition of Terms

Business Performance: This is an accomplishment of an organization given task measured against preset standards of accuracy, completeness, cost and speed (Bendall-Lyon and Powers 2003:154).

Event Sponsorship: This is cash or in kind fee paid to a property (which may be a sports, entertainment, or non profit event or organization) in return for access to the exploitable commercial potential associated with that property (Arens, Weigold and Arens 2008:350).

IMC: It is a process of building and reinforcing mutually profitable relationships with employees, customers, other stakeholders, and the general public by developing and coordinating a strategic communications programme that enables them to have a constructive encounter with the company/ brand through a variety of media or other contacts (Arens, Weigold and Arens 2008:248)

Interactive Media: These are channels ormedia that allow consumers participate in the communication by extracting the information they need, manipulating what they see on their computers or TV screens in the real time, and responding in the real time OR an inter-reactive media systems that allow customers and prospects to control both the content and the pace of the presentation to order merchandise directly from the system (Arens, Weigold and Arens 2008:318).

Mass Customization: A situation whereby a company can make a product or deliver a service in response to a particular customer needs in a cost effective way. (James and Joseph 1997:90-101).

New Advertising: The process of using promotional tools in a unified way so that a systematic communications effect is created (O’Guinn, Alen, and Semenik 1998:28).

REFERENCES

Arens, W. F., Weigold, M. F. and Arens C. (2008), Contemporary Advertising. New York: McGraw Hill/Irwin.

Belch, G. E. and Belch, M. A. (2004), Advertising and promotion: An Integrated Marketing Communications perspective.  New York: McGraw-Hill/Irwin.

Bendall – Lyon, Dad Powers T. L. (2003), “The Influence of Mass communication and time on satisfaction and Loyalty.” Journal of Service Marketing, vol. 17, No. 6, pp. 589-608.

Cornelissen, J. P. (2001), “Integrated Marketing Communications and the Language of Market Development.” International Journal of Advertising, 20(4), 483-499.

Duncan T. (2002), IMC: Using Advertising and Promotion to Build Brands: New York: McGraw-Hill.

Duncan, T. and Moriarty, S. (1997), Driving Brand Value: Using Integrated Marketing Communications to Manage Profitable Stakeholder Relationships. New York: McGraw- Hill.

Eagle, L and Kitchen, P. (2000), “IMC, Brand Communications, Corporate Cultures.” European Journal of Marketing, 34(5), 667-686.

Hartley, B. and Pickton, D. (1999), “Integrated Marketing Communications Requires A New Way of Thinking.” Journal of Marketing Communications, 5: 97 – 106.

Hines, R. (1999), “Ins and Outs of Integrated Marketing.” Triangle Business Journal, 15 (10): P 25.

James, H. Gillmore and Joseph B. Pine II (1997), “The Four faces of Customization.” Harvard Business Review, January – February 1997, pp. 91-101.

Keller, K.L. (2001), “Mastering the Marketing Communications Mix: Micro and Macro Perspectives on Integrated Marketing Communications.” Journal of Marketing Management, 17, 819-847.

Kitchen, P. and  Schultz, D. E. (1999), “A Multi-country Comparison of the Drive for IMC.” Journal of Advertising Research, 39(1), 1-17.

Kitchen, P. J. and Schultz, D. E., (1998), “IMC – a UK ad’ Agency Perspective”. Journal of Marketing Management,14, 465-485.

Kotler, P. (2002), Marketing Management. New Jersey: Prentice-Hall.

Mc Arthur, D. N. and Griffin, T. (1997), “A Marketing Management View of Integrated Marketing Communications.” Journal of Advertising Research. 37(5), 19-27.

McGoon, C. (1998), “Cutting-Edge Companies Use Integrated Marketing Communication.” Communication World. 16(1), 15-20.

O’Guinn, T. C., Alen Chris, T. and Semenik, R. J. (1998), Advertising. Ohio: South-Western College publishing.

Reid, M. (2002), “Mc-Performance Relationships: Further Insight and Evidence from Australian Market Place.” International Journal of Advertising, 22, 227-248.

Reid, M., Johnson, T., Ratcliffe, M., Skrip, K. and Wilson, K. (2005), “Integrated Marketing Communications in the Australian and New Zealand Wine Industry.” International Journal of Advertising, 20, 239-262.

Schultz, D. E. and  Kitchen, P. (1997), “Integrated Marketing Communications in U.S. Advertising Agencies: An Exploratory study.” Journal of Advertising Research, 37(5), 7-19.

Shimp, T. A. (2000), Advertising  and Promotion. Texas: The Dryden Press.

Stewart, D. W., (1996), “Market-Back Approach to the Design of Integrated Communications Programs: A Change in Paradigm and a Focus on Determinants of Success.” Journal of Business Research. 37, 147-153.

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