Articulo 1

International Conference on Human and Economic Resources, Izmir, 2006
17
Human Resources
Impact of Integrated Marketing Communications
Programs in Enhancing
Manager and Employee Performance
Dr. Figen Ebren
Akdeniz University
The global marketplace consists of an increasingly complex arena of competitors within a
rapidly changing international environment. New companies are formed on adaily basis, from
small businesses to Internet-based operations, to expanding global conglomerates originating
from major takeovers and mergers.
In the face of these sophisticated and cluttered market conditions, firms try to be heard. They
attempt to speak with clear voices about the natures of their operations and the benefits
associated with the firm’s goods and services.
With so manychoices available, and so many media bombarding potential customers with
messages, it is vital that what should be communicated is reaching buyers in a clear and
consistent manner.
External customers are influenced by the internal promise deliverers: the employees, channel
partners, customer service personnel, packing and delivery people. Marketing can help by
working with human resourcesdepartments to identify the key elements in employee
motivation, including the effect of incentives and the development of training and
improvement programs.
This paper explores the impact of integrated marketing communications (IMC) programs in
enhancing manager and employee performance and so productivity. From a managerial
context, response to this apparently cluttered and amorphous marketingenvironment has led
many organizations to desirable integration of their communications efforts under the
umbrella of one strategic marketing communications function - namely integrated marketing
communications. The logic of this strategic move would seem to rest partly on assumptions
concerning the desire for organizational influence of consumer perceptions.
Manager performance and developmentis possibly an overlooked part of an IMC program.
Effective marketing departments and advertising agencies must develop pipelines of new,
talented creatives, media buyers, promotions managers, database Web masters, and others in
order to succeed in the long term. Also, new people must be trained and prepared for
promotions for more important roles over time. Employee performance attitudesreflect
morale within the marketing department and also relations with other departments and groups.
An effective IMC plan consists of building bridges with other internal departments so that
everyone is aware of the thrust and theme of the program. Satisfied and positive employees
are more likely to help the firm promote its image.
Human Resources
18
Introduction
The global marketplaceconsists of an increasingly complex arena of competitors within a
rapidly changing international environment. New companies are formed on a daily basis, from
small businesses, to Internet-based operations, to expanding global conglomerates originating from
major takeovers and mergers.
In the face of these sophisticated and cluttered market conditions, firms try to be heard.
They attempt to speakwith clear voices about the natures of their operations and the benefits
associated with the firm’s goods and services.
With so many choices available, and so many media bombarding potential customers with
messages, it is vital that what should be communicated is reaching buyers in a clear and consistent
manner.
The internal promise deliverers influence external customers: the employees, channelpartners, customer service personnel, packing and delivery people. Marketing can help by working
with human resources departments to identify the key elements in employee motivation, including
the effect of incentives and the development of training and improvement programs.
From a managerial context, response to this apparently cluttered and amorphous marketing
environment has led many...