An Exploration of the Impact of Social

Media on Integrated Marketing

Communications in Business to
Consumer Organisations.

Vanya L. Maplestone

An independent research report submitted in

partial fulfillment of the requirements for the
Bachelor of Commerce (Honours), 2013

SCHOOL OF MANAGEMENT AND MARKETING

FACULTY OF BUSINESS AND LAW
DEAKIN UNIVERSITY

STATEMENT OF AUTHORSHIP AND INDEPENDENT

RESEARCH

Except where reference is made in the text, this report contains no

material published elsewhere or extracted in whole or in part from a
thesis or report presented by me for another degree or diploma.
No

other

persons

work

has

been

used

without

the

due

acknowledgement in the main text of the report.

This report has not been submitted for the award of any other
degree or diploma to any other tertiary institution.

Name: Vanya L. Maplestone

Signed:
Date:

ACKNOWLEDGEMENTS
This year has probably been one of the most exciting, challenging,
frustrating, rewarding, terrifying and deeply satisfying in the
thirty-six I have experienced thus far. For creating, alleviating and
mitigating those extreme emotions, I would like to acknowledge the
following people, to whom I am eternally grateful.
Dr Paul Turner: In what was an incredibly fast moving year, and for
making the on-campus experience so civilized, I thank you for your
assistance and encouragement, which was shown not only to me
but also to our class throughout the triumphant as well as the dark
moments.
Dr Michael Valos: My mad professor; we had quite a journey
together. Thank you for testing me, challenging me, calming and
questioning me. The lessons I take from you will stand me in good
stead for the real world and remind me to listen, trust my instincts
and write faster!
Maral Mayeh: Your words of wisdom and ability to clarify things so
that they simply make sense was very helpful. The lesson on
EndNote was life changing.
Dr Melissa Parris: Thank you for finding the most entertaining
book on analysing qualitative data that exists in the universe, and
thank you for your valuable time and advice when I needed you,
which was essential to the completion of this monumental task.
Yee Ling Boo: After such a long break from quantitative analysis
units, I know I was a challenge for you to teach, and I appreciate
your patience, guidance and encouragement with our first trimester
classes and assignments.
Sharon Chua: I am so lucky to have had access to your researching
skills and a private EndNote tutorial; you really are the best librarian
at Deakin.
Lee Kim: The most over-qualified transcriber in Australia, at my
beck and call, lucky me. Thank you does not cover it, but it will
have to do; my word count is heaving.
My Fellow Honours Students: Aisling McCarthy, Mark Jones,
Damien Whitburn, Jenny Bith. What a pleasure it was to meet you
all. I know some of you will be in my life long after Honours and that
is a nice bonus on top of an incredibly fulfilling year together.

ABSTRACT

Social Media is a cultural and technological phenomenon currently

pervading many aspects of business to consumer marketing.
has

become

powerful

marketing

communications

SM

channel,

eliminating as well as altering the role of many traditional forms of

interactive marketing communication mediums. This is due to the
interactive, individualized and responsive nature of the medium.
Since the proliferation of digital media, marketers are faced with
more strategic and tactical decisions than ever before, and
guidelines to assist this process are largely lacking in the academic
literature.

This

research

uses

the

integrated

marketing

communications framework (Chitty et al. 2011, p. 10), which

outlines

the

decision-making

processes

and

outcomes

of

implementation of communications programs. This is because the

model can identify appropriate processes of integrating social media
into

marketing

communication

decision

making.

Using

an

exploratory approach and a qualitative methodology, this study

comprised of eight in-depth interviews with senior marketers from
the business to consumer sector. The study found that social media
imposed new features in the decisionmaking process for IMC
programs. The research also investigates how the inclusion of social
media in integrated marketing communications alters the traditional
framework.

This thesis puts forward tentative guidelines for

managers and research propositions for future qualitative and

quantitative research.

TABLE OF CONTENTS
CHAPTER ONE: INTRODUCTION

1.1 BACKGROUND TO THE STUDY

1.1.1 PURPOSE OF THE STUDY
1.1.2 AIM OF THE STUDY
1.2 RESEARCH PROBLEM
1.3 RESEARCH CONTRIBUTIONS
1.4 CHAPTER SUMMARY

1
4
4
5
5
6

CHAPTER TWO: LITERATURE REVIEW

2.1 INTRODUCTION
2.2 IMC OVERVIEW
2.2.1 IMC: A DEFINITION
2.2.2 IMC: A THEORETICAL FRAMEWORK
2.3 SOCIAL MEDIA OVERVIEW
2.3.1 SOCIAL MEDIA PLATFORMS
2.3.2 OPPORTUNITIES PROVIDED BY SOCIAL MEDIA TO THE IMC MIX
2.3.3 SOCIAL MEDIA IMPLEMENTATION ISSUES
2.3.4 SOCIAL MEDIAS INTEGRATED ROLE IN THE IMC FRAMEWORK
2.3.5 SOCIAL MEDIAS AFFECT ON IMC PROGRAM OUTCOMES
2.3.6 SOCIAL MEDIAS AFFECT ON IMC PROGRAM EVALUATION
2.3.7 MEASUREMENT OF THE EFFECTS OF SOCIAL MEDIA ON IMC
2.4 HOW SOCIAL MEDIA CHANGES THE IMC FRAMEWORK
2.5 CHAPTER SUMMARY

8
8
11
11
18
20
21
24
28
32
35
35
39
39

CHAPTER THREE: RESEARCH METHODOLOGY

40

3.1 INTRODUCTION
3.2 RESEARCH DESIGN AND APPROACH
3.2.1 NATURE OF THE STUDY
3.2.2 RESEARCH PARADIGM
3.2.3 PHENOMENOLOGY
3.3 DATA COLLECTION PROCEDURES
3.3.1 TRIANGULATION OF DATA
3.3.2 LOCATION, POPULATION AND SAMPLING
3.3.3 SAMPLING STRATEGY
3.3.4 SELECTION OF INTERVIEW PARTICIPANTS
3.3.5 SOURCING PARTICIPANTS
3.3.6 INTERVIEW METHOD
3.3.7 INTERVIEW PROCEDURES
3.3.8 INTERVIEW QUESTIONS AND APPROACH
3.4 DATA ANALYSIS
3.5 ETHICAL CONSIDERATIONS
3.6 LIMITATIONS OF THE METHODOLOGY
3.7 CHAPTER SUMMARY

40
40
40
41
43
45
45
46
46
47
47
48
49
50
51
53
54
54

CHAPTER FOUR: RESULTS AND DISCUSSION

55

4.1 INTRODUCTION
4.2 RESULTS OVERVIEW
4.3 FINDINGS WITH DISCUSSION

55
55
56

4.3.1 DEFINING SOCIAL MEDIA

4.4 PROPOSAL OF A MODIFIED IMC FRAMEWORK
4.5 THEMATIC ANALYSIS
4.5.1 LISTENING
4.5.2 ENGAGEMENT
4.5.3 AGILITY
4.5.4 STRATEGIC FIT
4.5.5 RESOURCES
4.5.6 INTEGRATION
4.6 CHAPTER SUMMARY

57
59
59
60
63
68
70
75
79
84

CHAPTER FIVE: CONCLUSIONS, RECOMMENDATIONS AND

LIMITATIONS

86

5.1
5.2
5.3
5.4
5.5
5.6
5.7

86
86
87
89
90
90
91

INTRODUCTION
REVIEW OF THE RESEARCH
CONCLUSIONS
THE SOCIAL IMC FRAMEWORK
RECOMMENDATIONS FOR MANAGERS
RECOMMENDATIONS FOR FUTURE RESEARCH
LIMITATIONS AND CHALLENGES OF THE STUDY

REFERENCES

93

APPENDICES

101

APPENDIX A: THE IMC FRAMEWORK & THE SOCIAL IMC

FRAMEWORK
APPENDIX B: SEMI-STRUCTURED INTERVIEW QUESTIONS
APPENDIX C: SAMPLE TRANSCRIPTION
APPENDIX D: BRAND IDENTIFIER MATRIX
APPENDIX E: GLOSSARY OF ACRONYMS
APPENDIX F: PLAIN LANGUAGE STATEMENT & PARTICIPANT
CONSENT FORM

101
102
104
105
106
107

LIST OF TABLES
TABLE 2.1: EXAMPLES

OF

TABLE 2.2: TRADITIONAL

SOCIAL MEDIA.......................................................................23
AND

SOCIAL MEDIA CHARACTERISTICS

TABLE 4.1: SOCIAL MEDIA PLATFORMS

USED BY

TABLE 4.2: DEGREES

OF DETAIL IN

TABLE 4.3: DEGREES

OF SOPHISTICATION IN

AND

CHALLENGES................30

PARTICIPANTS..........................................65

SOCIAL MEDIA

DEFINITION GIVEN BY PARTICIPANTS............68

SOCIAL MEDIA

DEFINITION GIVEN BY PARTICIPANTS68

LIST OF FIGURE
FIGURE 2.1: THE INTEGRATED MARKETING COMMUNICATIONS FRAMEWORK..........................13
FIGURE 3.1: TRIANGULATION

OF

DATA..........................................................................45

FIGURE 4.1: THE SOCIAL INTEGRATED MARKETING COMMUNICATIONS FRAMEWORK................59

CHAPTER ONE: INTRODUCTION

1.1 Background to the Study
The current media environment experienced by marketers is
becoming increasingly fragmented and in a state of constant
change.

Senior

marketers

are

faced

with

more

communication decision making than ever before.

strategic

When taking

their brand to market they are faced with more heavily integrated
marketing communications channels than we have ever known.
Since the inception of the digital age, the Internet and particularly
social media, the possibilities for marketers to grow their brands
utilising these new mediums have dramatically expanded. This has
created problems of complexity in integrating communication
programs;
Managers now recognize that their customers and prospects
are more powerful and skeptical than ever before, with
consumer-to-consumer influence at times taking precedence
over purchasing and related behaviours previously shaped by
the business-to-consumer marketing tools of advertising,
public relations, promotion, direct mail and personal selling
(Kimmel & Kitchen 2013, p. 1).
Social Media (SM) itself is constantly evolving and taking an
increasingly

significant

communications

with

role

other

in

organisations

organisations,

individuals (Kietzmann et al. 2011).

marketing

communities

and

SM has become a powerful

marketing communications channel, eliminating as well as altering

the role of many traditional forms of marketing communication, due
to the interactive, individualized and responsive nature of the
medium. The traditional process to coordinate promotional tools in
marketing communication media, as well as ensuring a consistent
brand message, is known as integrated marketing communications
(IMC).

The IMC Framework

This study will address marketing communications using the
perspective of the IMC framework (Chitty et al. 2011) (See Appendix
A).

The framework assists in identifying the issues SM raises for

each step of a marketers decision-making process and its impact on

the outcomes of an IMC program. This study seeks to examine how
appropriate this traditional marketing communication framework is
for marketers seeking to utilise SM to enhance their marketing
communications strategy and implementation.
The Role of IMC
Marketers make marketing communication decisions for strategic
purposes. This may be directed by objectives set by the company
as a guideline for every department in their operation, or they may
be goals set by marketing management personnel. Those may be
goals in the form of acquiring new customers, growing the
relationship with existing ones or the retention of brand loyalists.
SM has the potential to change the way this occurs.
Those decisions are largely based on budgeting allowances and
resources. The company will provide human resources, technology
and a promotional budget to execute a marketing program for their
brand. Large multinational companies are known for the extensive
lengths they go to, to get their brand message across, and the cost
is always a fundamental part of that scale. If SM can provide more
effective and efficient marketing communications, a reduction in
traditional communications such as television and print can occur.
Studies in consumer behavior tell us that marketing communications
must aim to influence the consumers brand-related beliefs,
attitudes, emotional reactions and choices (Chitty et al. 2011). The
primary goal of a marketing communications program is to increase
a brands equity in the minds of the consumer (Kevin Lane Keller
2009). Brand equity is enhanced when the consumer is said to hold
strong, favourable and sometimes unique associations with the

brand.

Hence all elements of the marketing mix are designed to

enable the consumer

purchasing a brand.

to undertake

positive actions

towards

With marketers losing control of their brand

through consumers making public comments on social media

platforms, brand equity is threatened. How do marketers maintain
their

brand

equity

and

stay

aligned

with

positioning

when

consumers are creating messages about the brand.

In
a
cluttered,
complex
marketplace,
marketing
communications can allow brands to stand out and help
consumers appreciate their comparative advantages. (Keller,
KL 2001, p. 823)
Media must be carefully selected to reach the target audience in
order to achieve desirable outcomes.

The marketing department

members make decisions about the media they choose to use based
on market research, experience, industry best practice and trends
(Schultz, Don E & Schultz 1998). This is especially important in
todays fragmented media environment, where the traditional
advertising mediums of TV, radio and magazines are becoming less
and less effective and cost-efficient (Mangold & Faulds 2009).
Social media is making this more complex as there are many more
platforms where branding will occur and consumers need to be
reached.

What framework can facilitate an alignment between

media and message across traditional forms of media and SM?

The information contained in any communications must echo the
brand-related values in the messages that they promote to their
audiences. Marketing communications allow marketers to inform,
persuade, incite, and remind consumers (Keller, KL 2001, p. 823).
Being in the front of the consumers mind is the key to affecting
behaviour, namely encouraging trial, repeat purchase and ultimately
becoming brand loyal. Those decisions are based on the positioning
strategy of the brand, that is, where the brand sits in the mind of
the consumer. That largely determines the type of communication
aimed at the target market profile and suitable content for
conveying the message.

Social Media and IMC

Social Media has provided this decision-making process with many
opportunities and indeed challenges.
framework

be

able

to

deal

with

Will the traditional IMC

a

different

direction

of

communication between consumers and companies and between

consumers themselves or will a new framework be required? The
shift away from one-way mass communication via TV, radio and
print media towards interactivity and online media has changed the
rules

for

marketing

conversations

now

communicators
possible

with

forever.
individual

The

two-way

customers

has

challenged the entire IMC process from its very foundations. Social
media has democratised the content of marketing communications,
and companies have to be prepared for less control over what is
said about their brands (Winer 2009).
Social media now refers to an intersection of software, marketing,
media, information and entertainment (Fernando 2007, p. 10). The
opportunities this presents to marketers are still being discovered,
as a trial-and-test approach is taken by many organisations when
implementing SM as a media channel.

As a result, this is an

exploratory study to examine the many ways organisations are

taking alternative approaches to developing their media selection
and messages in SM.

A proficient understanding of the complex

nature of SM is of the utmost importance due to its ability to directly

affect the customers brand awareness and reputation (Montalvo
2011). Currently, the SM field is saturated with multiple platforms
and applications, and new developments are frequently made in
supporting technologies, making theory development in this field a
constantly evolving process.

1.1.1 Purpose of the Study

The purpose of this study is to describe the issues that senior
marketers have experienced since the inclusion of SM in IMC
programs for their brands. In this way it will make a contribution to

the existing research by providing contemporary insight based on

qualitative research methods and analysis.

The conclusions from

this study will shed light on any issues that arise, and then offer
some solutions and perspective on the topic.

This study puts

forward tentative guidelines for managers, as well as research

propositions for further qualitative and quantitative research.

1.1.2 Aim of the Study

The aim of the study is to challenge the traditional IMC framework
which was developed for traditional media formats such as
television and print.
organisations

with

This study seeks to provide marketing

insights

to

enhance

the

successful

implementation of Social Media within an IMC program. It does that

by providing a deeper understanding of emergent themes and
practices identified in the research findings. Using qualitative data
collection

and

analysis

phenomenological

design,

procedures
a

rich

within
account

the
of

scope
the

of

common

experiences of marketing executives will arrive at the essence of the

research problem. Using an exploratory approach, this study aims
to provide a wide-ranging snapshot of current issues faced by
marketers in the Business to Consumer (B2C) sector when
implementing and operating Social Media within their IMC programs.
The aim of the interviews was to uncover the benefits of and
barriers to successful implementation of social media in the IMC
mix. Using a qualitative approach, the study seeks to explore the
experiences of these marketers and allow the issues to surface.
While the majority of the challenges faced by marketers in this area
are identified in the literature, there is a deliberate intention to look
for new initiatives, successes or novel ideas encountered by the
different approaches taken by B2C marketers.

Henceforth, the

outcome aims to propose solutions for practitioners in this context

and offer further avenues for academic investigation.

1.2 Research Problem

The following research question and subquestions have been
developed

to

aid

the

investigation

into

senior

marketers

experiences in implementing social media in a B2C context. These

questions are designed to allow rich, useful data to unfold from a
broad range of participants and yet contain the limits of the study to
divert and direct the information flow from the research participants.

1.2.1 Research Question

What is the experience of integrating Social Media into the

traditional

IMC

mix

for

marketing

executives

in

B2C

companies?
In order to answer this research question to the fullest extent, the
following subquestions are to be addressed:

1.2.2 Subquestions

What is the role of SM within IMC?

What are the perceived benefits of SM implementation to IMC?

What are considered the determinants of successful
implementation of SM in IMC programs?

1.3 Research Contributions

There have been many successful studies on both the IMC and SM
functions for marketing practice as it stands (Kaplan & Haenlein
2010; Kietzmann et al. 2011; Kitchen et al. 2004; Kliatchko 2008;
Mangold & Faulds 2009; Peltier, Schibrowsky & Schultz 2003; Phelps
& Johnson 1996; Schultz, D & Peltier 2013; Valos, Ewing & Powell
2010). The conclusive studies of IMC develop elements of or make
suggestions on how to implement, measure and adjust IMC
programs to maximize organisational strategic outcomes. Yet the
dearth of literature on social media as a new phenomenon within
the IMC context shows the lack of a discussion on the connection or
interplay between the two.

Current literature in the area of IMC

consistently focuses on the lack of a universal definition of IMC itself

and lack of a conceptual framework that can be tested to facilitate
further study of the dynamic forces at play in the execution of IMC
programs. This research seeks to identify the links between Social
Media and the IMC construct, moving beyond the unsubstantiated
claims of many IMC conceptual arguments. The study will extend
the IMC theoretical framework to include the unique interaction of
SM in the current framework.
This project will put forward tentative guidelines for managers as
well as research propositions for further qualitative and quantitative
research.

It is anticipated that the following contributions will be

achieved by this study:

A rich, descriptive analysis of both the challenges and

solutions to the integration of social media implementation
within a marketing managers decision making framework;

Examples

of processes and practices used to develop

synergies between social media and traditional promotional

tools in order to ensure brand consistency and facilitate brand
equity to achieve competitive advantage;

Characteristics of effective practices in terms of implementing

social media;

A modified IMC framework that takes into account the

characteristics of new and emerging social media platforms
and provides more relevant contemporary guidelines to
managers and researchers.

1.4 Chapter Summary

This chapter outlines the background to the research by stating the
purpose and aims of this study. The research problem is articulated
addressing the appropriateness of the traditional IMC framework in
terms of SM, with the accompanying subquestions addressed in the

exploratory research. Finally, there is a summary of the intended

contributions to the IMC literature with respect to the inclusion of SM
in its contemporary context.

CHAPTER TWO: LITERATURE REVIEW

2.1 Introduction
This chapter provides a review of the literature; which comprises
academic and practitioner literature in the areas of Social Media
(SM), Integrated Marketing Communications (IMC) and marketing
management. Key concepts are defined and synthesised to provide
a background to the research framework and research questions.
Topics of the chapter are reviewed in the following order: the
definition and evolution of IMC, the definition and relevant
descriptions

of

Social

Media

(SM),

implementation challenges of SM.

the

opportunities

and

Then we classified the SM

platforms and discussed integrating SM in IMC programs and SMs

impact on IMC outcomes and measurement. The chapter concludes
by proposing a modified IMC model incorporating the characteristics
of social media.

2.2 IMC Overview

IMC has undergone significant change from its emergence in the
early 1950s to its more specific tangible characterisation in the early
90s.
define

Subsequent rigorous academic efforts have been made to

IMC

as

dynamic

phenomena

prominent

as

communications management style with businesses and consumers

to the present day (Chandor 1950; Kitchen et al. 2004; Kliatchko
2008; Phelps & Johnson 1996; Schultz, Don E 1996; Valos, Ewing &
Powell 2010).
In order to define IMC, the purpose of this study, it is important to
include a description of the boundaries of IMC. The definition of IMC
throughout its evolution has been deemed a significant research
issue within the last decade (Kitchen et al. 2004; Lee & Park 2007;
Peltier, Schibrowsky & Schultz 2003; Reid 2003, 2005; Reid, Luxton
& Mavondo 2005).

To understand the impact of social media on

IMC, it is also important to look at the underlying dimensions of the

IMC construct.
The IMC construct in terms of its concept and processes has been
the subject of much theoretical discussion and debate.
considered

by

some

academics

as

simply

IMC is

incorporating

the

marketing communications mix and its components (advertising,

sales promotion, public relations, the internet and direct marketing)
and often referred to as channels or media.

Nevertheless this

allows a solid foundation upon which to develop the conceptual

base, and analysis of IMC activity (Lee & Park 2007).
Traditionally IMC has been considered a process involving the
integration and alignment of strategic and tactical decision making.
Integration in companies has been described as existing on a
continuum from low-level integration to absolute integration (Reid,
Luxton & Mavondo 2005; Schultz, Don E & Schultz 1998). Tactical
execution is guided by consistency between all messages depicting
the core values of the brand.

All marketing communications are

customer oriented and driven by knowledge derived from consumer

data to ensure strategic goals are met and returns on investment
are monitored.
According to the academic literature, a consensus on appropriate
measurement of IMC outcomes has not yet occurred. Acceptance of
the IMC concept has been challenging for many managers, with
many seeing it as no more than a management fad.

This may

explain the lack of development in the measurement of IMC

outcomes, which has been lacking in research, and the attention
from senior executives (Cornelissen & Lock 2000; Kitchen et al.
2004; Reid 2005).

IMCs initial conceptualisation describing the

coordination and interaction of the promotional mix elements is

owed largely to Don Schultz (Schultz, Don E 1996; Schultz, D E
2011; Schultz, Don E & Kitchen 1997; Schultz, Don E & Schultz
1998; Schultz, Don E, Tannenbaum & Lauterborn 1992; Schultz, Don

E, Tannenbaum & Lauterborn 1994). Effective coordination of the

IMC marketing communication mix was said to culminate in a
one-voice phenomenon (Kitchen et al. 2004, p. 19) with much
research dedicated to the development of this concept (Duncan, TR
& Everett 1993; Nowak & Phelps 1994; Phelps & Johnson 1996;
Schultz, Don E, Tannenbaum & Lauterborn 1992). The literature in
subsequent years invoked widespread criticism of IMC coordination
to create one voice as a management fad (Cornelissen & Lock
2000; Kitchen et al. 2004).

The aim of IMC is to maintain

consistency between the elements of the promotional mix and yet

provide a clear message via different forms of media.

The one-

voice term was confused as one message for all mediums and
hence became the center of the debate as to how to customize a
campaign to suit various forms of media.

SM has increased the

pressure to solve this challenge.

Primarily, by tracing the evolution of IMC we can attempt to define
it. The vast amount of academic literature on IMC debates how to
achieve integration and what is understood as a holistic view of this
concept. This has most effectively been summarized in studies by
Phelps and Johnson (1996), Lee and Park (2007) and Kliatchko
(2008).

Phelps and Johnson (1996) made an attempt to move

beyond the rhetoric of defining an expanding concept such as IMC.

IMC is constantly evolving, and these authors sought rather to
develop the conceptual base and the measurement of IMC.
Subsequent research used this approach to enable development of
new rigorous research frameworks and went beyond the scope of
much IMC research up to that point (Lee & Park 2007; Peltier,
Schibrowsky & Schultz 2003).
Then a decade later, Lee and Park (2007) also addressed this aspect
of IMC study by developing a four-dimensional concept of IMC, the
first of its kind to address the multiplicity of the paradigm and
produce conclusive results.

Lee and Park (2007) discuss the

progression of the IMC construct, its various definitions and

development since its initial concept in the early 1990s.

As a

conclusive piece of research, this study makes a contribution to the

empirical knowledge of IMC and its measurement, by developing a
research instrument that is valid, reliable and can effectively be
used in any future studies.
Jerry Kliatchko (2008) comprehensively looked at the recurring
themes of IMC, its theoretical evolution and definitional challenges
from 1990 to 2006 in an effort to consolidate the preceding two
decades of development. He recognized the fundamental need to
agree upon the parameters of the IMC concept, that is, its role both
as a coordination process and as a business strategy.

Kliatchko

(2008) redefined the original IMC framework he put forward in 2005.

His research outlined the major issues and development of the
concept up to 2008. This study revises the IMC construct to propose
a highly practical definition of IMC which provided more rigour for
academic research into IMC assisted academic research .

2.2.1 IMC: A Definition

A further definition that helps provide background to this study was
undertaken by Boon and Kurtz ;
Integrated marketing communications attempt to coordinate and
control the various elements of the promotional mix - advertising,
personal selling, public relations, publicity, direct marketing, and
sales promotion - to produce a unified customer-focused message
and, therefore, achieve various organisational objectives (Boone &
Kurtz, 2007, p. 488).

In summary, the Kliatchko definition provides the most suitable

definition to guide this study,
IMC is an audience-driven business process of strategically
managing stakeholders, content, channels, and results of brand
communication programs (2008, p. 140).

The benefit of this definition is that it highlights the role of strategy

in the coordination of a marketing program and mix, and places less
focus on the one-voice approach (Cornelissen & Lock 2000; Kitchen
et al. 2004).

The impact of SM has meant that IMC theory must

move beyond outdated beliefs and look at new strategies for

development of the concept.

2.2.2 IMC: A Theoretical Framework

Winer (2009, p. 109) lists the typical management decisions
involved in applying the IMC process to achieve clear positioning
and a similar look and feel across communications:

The objective of the communications,

The target market,

The strategy (copy, media, timing),

Budgeting,

How to evaluate whether the objectives were being met.

This list provides a suitable guide for a study examining how SM

might require the IMC process to be modified due to the unique and
dynamic characteristics of SM .

A number of models were

considered when looking for underlying theory to guide the aims of

this study and the methodology .
Lee and Park (2007) addressed two of the most urgent issues in IMC
theoretical

and

conceptual

research.

Firstly,

approaching

definition of the IMC concept incorporating its multidimensional

nature to enable more rigorous study; and secondly, to develop a
universally acceptable measurement tool for the IMC construct.
While this provided a framework to generalise the research results,
it was not comprehensive enough to enhance a critical analysis of
the interplay of elements in the IMC process.
Jerry Kliatchko (2008) designed a four pillars model of strategic IMC
management

to

depict

the

interaction

between

brands

stakeholders, the content, channels and results. The pillars interplay

with each another allowing the results of each pillar in the IMC
program to inform the others, thereby creating a feedback
mechanism for measurement, evaluation and analysis. This creates
a basic framework to illustrate how an organisation may attempt to
integrate

their

marketing

communications.

This

framework,

although simple, creates a good overview of the IMC process and

lays the path for further study.
Schultz and Schultz used the four levels of IMC framework to break
down integration tasks of the IMC process as it moves up through
tactical

coordination,

to

redefine

the

scope

of

marketing

communications, then the application of information technology and

finally incorporating financial and strategic goals at the top level
(Kliatchko 2008; Schultz, Don E & Schultz 1998). They argue that
marketing and marketing communications are in transition due to
technological advances, so an organisation moves from one stage of
integrated marketing communication development to another as a
result

of

the

organisations

information technology.

ability

to

capture

and

manage

This conceptual framework although

effective in describing the IMC process of integration, fails to include

the importance of outcomes and feedback mechanisms for future
improvement and shared learning of IMC programs.
A further alternate IMC model was devised by Chitty et al. (2011, p.
10).

It was designed as a framework for making brand-level

marketing communication decisions and achieving the expected

outcomes (see Figure 1.).

A marketing communications program

essentially consists of first making fundamental decisions, which

then influence implementation decisions.

In combination they

create two desirable program outcomes: to enhance brand equity

and affect behaviour. These outcomes are co-dependent in that it is
thought that if a consumer favours a brand with increased brand
equity, then they are more likely to purchase it, or change their
behavior towards it. Likewise, a favourable experience with a brand
can create loyalty and repeat purchase behavior and ultimately
retain a customer.

FIGURE 2.1: THE INTEGRATED MARKETING COMMUNICATIONS FRAMEWORK

Of the models examined by this study, this model appears the most
appropriate for a number of reasons. A focus on the fundamental
(strategic) and implementational (tactical) decisions from the IMC
model will lead an inquiry into the influence of SM over these
activities. The framework allows components to be broken down and
more clearly understood by marketing practitioners who may be
struggling to understand the complexities of social media.
IMC is a strategic process for better managing the brand messages
that create, maintain and grow customer relationships (Reid 2005,
p. 43).

This process involves fundamental strategic decisions in

terms of positioning, targeting, setting objectives and budgeting.

The following pages will now examine each of these in order to
demonstrate the marketers traditional approach to communications
strategies.
Positioning
Positioning is determined by several factors, but ultimately the goal
for the brand is to distinguish itself from competitor offers.

brands position is its key, unique feature, image or benefit, as

perceived by the brands collective audience. The position of the

brand is where the marketer determines where the brand will sit in
the mind of the consumer, that is, what space does it occupy? A
brands positioning will then guide tactical decisions such as the
selection of media channels and creating content and messages.
Decisions on positioning are interdependent with targeting in the
fundamental planning stage, as the target audience selected will
often hold a similar view of the unique properties of the brand
(Chitty et al. 2011). The early decisions a firm makes for a brands
position will have a lasting impact on the associations that
consumers hold in relation to the brand (Hoeffler & Keller 2003).
Targeting
Targeting is undertaken to ensure the intended message is delivered
to the desired audience based on consumer profiles. This reduces
wasted coverage and is contingent on efficient and effective market
research into the brands consumers. Targets can be selected based
on shared characteristics such as geographic location, demography
or cohorts, values

and

lifestyles, consumer behaviour or a

combination that portrays a similar class of consumer with shared

purchasing habits (Chitty et al. 2011).
Setting Objectives
The basic premise of IMC is that there are a number of
communication objectives for a brand and a number of different
means of communication to achieve each of those different
objectives, suggesting that it therefore makes sense to employ
multiple

communication

options

in

marketing

communication

programs (Keller, KL 2001). A marketer will set objectives based on

the goals and values of both the organisiation and the marketing
department.

Marketing communications should be viewed as a

strategic management tool and thus as an investment in long-term

results for the business (Kliatchko 2008). These objectives may be
set at the tactical to the strategic level, from communication
objectives to financial outcomes.

Budgeting
The brand marketing team members are accountable for their
proportionate amount of specific budgets. Measures such as Return
on Investment (ROI), sentiment, engagement, impact, reach,
frequency, acquisition, conversion and retention may be tactical
goals set for the integrated marketing program (Hoffman, D & Fodor
2010).

Key Performance Indicators (KPIs) can be used to define

goals and objectives for a marketing communications program for

comparison

between

programs

and

to

determine

levels

of

achievement within the organisational objectives (Murdough 2009).

Budgets are set for IMC programs based on a combination of
historical

data,

market

insights

and

strategic

goals

of

the

organisation. Reid (2005) identified that IMC was more prevalent in

larger organisations, market leaders or those with larger budgets.
This could suggest the successful implementation of IMC processes
and potential impact of IMC on market performance rests with
budgeting.
Once these macro level IMC decisions have been made, tactics are
required to execute an IMC plan. Referred to in the framework as
Implementation decisions, these short-term decisions guide the
day-to-day aspect of an IMC program and are more flexible in
nature. Implementation decisions include mixing elements, creating
messages, selecting media and establishing momentum.
Mixing Elements
Mixing

the

marketing

communication

elements

is

crucial

orchestration of allocating resources and seeking the synergistic

effect

of

using

these

elements

in

an

optimal

combination.

Kevin Lane Keller (2009) lists the major marketing communications

mix

elements

experiences,

as
public

advertising,
relations,

sales
direct

promotion,
marketing,

events

and

interactive

marketing, word-of-mouth marketing and personal selling. For the

purposes of this research that is an exhaustive list which will provide

a basis for comparison between different companies when referring

to uses of the IMC promotional mix.
Creating Messages
IMC is described as having achieved one-voice when the brand
develops a clear and consistent image, position, message or theme
across all marketing communications (Phelps & Johnson 1996, p.
167).

Creating those messages is one tactical element of the

communication strategy, but it is perhaps the most pivotal aspect of

a campaign given that the message draws on the brands identity
and represents the brand in the mind of the consumer.

Content

strategy and consistency in tone of voice, brand values and public

image is of the utmost importance when creating messaging.
Marketing communication programs must not be developed in
isolation. The effects of any communication option will depend, in
part,

on

the

communication

effects

engendered

by

other

communication options. That realization poses a challenge to

marketers as to how to collectively design and execute marketing
communication options so that they reflect aspects of other
communication options in an optimal manner (Keller, KL 2001).
Selecting Media
In order to reach the target audience and remain flexible and
versatile, a combination of media elements must be employed.
Furthermore, the correct mix of media can achieve traditional IMC
goals such as maximum coverage, wide reach and efficient
frequency while minimising waste coverage and costs (Belch &
Belch 2012).
evaluated

in

All possible communication options should be

terms

of

their

ability

to

create

the

desired

communication effects. This is largely based on the strengths of the

selected option. The optimal communication program will depend on
the particular objectives involved. Thus, it is important to employ a
mix of different communication options, each playing a specific
role in creating the desired communication effects or brand

knowledge structures (Keller, KL 2001). Marketers should mix and

match communications options to build brand equity, that is,
choose amongst the variety of communication options with similar
content and meaning but that offer complementary advantages in
that the whole is greater than the sum of the parts (Duncan, TR &
Mulhern 2004; Naik & Raman 2003; Naik, Raman & Winer 2005).
In the light of digital marketing and the proliferation of media
options now utilised in the marketers tool kit, it is important to
understand how paid, owned and earned media works for the
modern marketer.

Paid media is typically considered to be

traditional advertising: print, television, radio, display, direct mail,

paid search, retail and channel advertising.

Those media forms

attempt to develop brand awareness and acquire new consumers to

the brands offerings. Paid media is the channel often selected to
reach a mass market and achieve scale of reach in a short space of
time. The benefits are complete control over the message content
and costs involved, however the downside can be the saturation of
similar advertisements and pure brand messages can reduce the
ability for the advertisement to cut through this clutter.

Owned

media is online media content that the brand has complete control
over, such as a corporate website, campaign microsite, blog, online
brand communities, Facebook, Twitter, YouTube, Instagram or mobile
applications.

Those media channels target your existing brand

followers and current customer base. Earned media is the natural

result of public relations efforts, advertising campaigns, events and
content created in the existing owned media channels.
An important part of marketing communications today is also word
of mouth (WOM), and electronic word of mouth (eWOM). When an
online brand advocate creates social media posts, comments,
tweets, product reviews, videos, photos and open conversations
with online communities, it is considered earned media (Brito 2013).
Integrating those channels is referred to as converged media, and

utilising two or more is capable of creating a consistent brand story.

The convergent media strategic approach supports a consistency
between platforms, devices, channels and furthermore can protect
the brand against disruption caused by emergent technologies in
the modern marketing mix (Brito 2013).
Establishing Momentum
The marketing communications program must establish a degree of
momentum, or consistent level of impetus, to be effective and
worthwhile (Chitty et al. 2011). While the concept of momentum is
relative, essentially new brands will need to create strong,
favourable

and

unique

brand images

by

spending a

larger

proportion of their budget than an established brand.

The

fundamental approach to establishing momentum is consistency.

The brand must be visible to consumers and the coordination of
communications must reflect a sustained, consistent effort to be in
the minds of their consumers.
Integrated marketing communication programs were defined earlier
as those involved in using multiple communication options where
the design and execution of any communication option reflects the
nature and content of other communication options making up the
IMC

program.

Evaluating

IMC

programs

thus

requires

an

assessment of exactly how integrated the program is from the

standpoint of how well different marketing communication options
fit together to produce the desired effect (Keller, KL 2001).

2.3 Social Media Overview

Social media is the fastest growing area of interest among
marketing academicians, however the focus is largely on uses,
usage, tools and tactics rather than understanding where SM might
fit in an IMC mix (Schultz, D & Peltier 2013).
refers to:

Social media (SM)

 a group of Internet-based applications that build on the

ideological and technological foundations of Web 2.0, and that allow
the creation and exchange of user-generated content (Kaplan &
Haenlein 2010, p. 61).

This research study attempts to address this gap by modifying the

IMC framework to take into account the unique characteristics of
social media such as two-way communications and interactivity. It
is important to define Web 2.0 as it impacts IMC, likewise user
generated content must also be defined in the context of SM.
Web 2.0 is the technological and conceptual platform upon which
SM operates and evolves (Kaplan & Haenlein 2010). Web 2.0 is a
name given to the movement from individually programmed activity
on the World Wide Web (WWW) also known as Web 1.0, to the
interactive, collaborative and user-driven nature of the Internet
since 2004 (Kaplan & Haenlein 2010). This shift was caused by the
development of new applications that enabled the functioning of
interactive sites and platforms and allowed tools to provide the
necessary functionality to generate and share content.

Those

applications include software packages such as Adobe Flash, AJAX

and RSS. However their uses are beyond the scope of this study
(Mangold & Faulds 2009). The ability to operate and utilise these
functions allows the user to generate, publish, upload, comment,
share and publicise content. User generated content is therefore all
online activity created by users for other users, branded or
unbranded. It can take the form of text, images, conversations or
shared documents. It is due to those reasons that social media
behaves differently from traditional media hence a new model is
required to depict this unique interaction with consumers.
Social Media is defined by another group of authors as:
forms of electronic communication (as Websites for social
networking and blogging) through which users create online
communities to share information, ideas, personal messages, and
other content (such as videos) (Edosomwan et al. 2011, p. 79).

This acknowledges the online community aspect of SM, a natural

form of

self-segmentation practice

among

users

of Web 2.0

(Canhoto, Clark & Fennemore 2013). Edosomwan et al. (2011) also

identify the difference between SM as a strategy and an outlet for
broadcasting, and contrasted it with Social Networking (SN) as a tool
for connecting with others. This thesis recognises the uses of SM as
incorporating all forms and effects of SM in a broad strategic sense.
Beyond the traditional IMC framework, these characteristics suggest
the model needs a two-way dynamic process .
Blackshaw and Nazzaro (2004) use the term consumer-generated
media interchangeably with SM and look at it as a form of media
which:
describes a variety of new sources of online information that are
created, initiated, circulated and used by consumers intent on
educating each other about products, brands, services,
personalities, and issues. (Blackshaw & Nazzaro 2004, p. 357)

The characteristics of SM that differentiate it from traditional media

channels, stem from the interactivity of this relatively new medium.
There is growing belief that consumer brand engagement needs to
be addressed beyond the transactional level to include all potential
touch points with the brand (Schultz, D & Peltier 2013). Two-way
communication flow between consumer and brand allows a level of
interaction where users of SM become active participants in the
brands communications program. The consequences of having
highly

engaged

consumers

include

increased

brand

equity,

retention, share of wallet, ROI and positive WOM (Vivek, Beatty &
Morgan 2012).
In summary these characteristics are quite different from those of
traditional forms of media such as television, radio and newspapers,
and the relationships between IMC concepts are likely to require
some rethought and need rearrangement.

2.3.1 Social Media Platforms

Classification of SM platform types can be based on the utility they
provide to the IMC promotional mix, hence we refer to four
categories of SM:

Social Networking Sites (SNS) Facebook, LinkedIn,

Google+,

Microblogs Twitter,

Content YouTube, Instagram, Pinterest,

Online Communities Forums, Blogs.

The most commonly used SM platforms in 2013 are Facebook,

Twitter, LinkedIn, blogging and YouTube.

They were the top five

platforms used by marketers, with Facebook leading the way. All the
other platforms were distinctly less popular in comparison to that
top five. The top six have remained virtually the same since 2012
(Stelzner 2013).
Table-1 outlines some examples of the type of SM platforms in
existence, based on their uses. This list is far from exhaustive, but it
illustrates the importance of the variety of uses encountered via SM.
TABLE 2.1: EXAMPLES

OF

SOCIAL MEDIA.

Social Networking Sites

Facebook, MySpace, Faceparty, Google+

Creativity works sharing

sites

Video sharing sites: YouTube

Photo sharing sites: Flickr, Tumblr,
Instagram, Pinterest
Music sharing sites: Spotify
Content sharing combined with
assistance: Piczo.com
General intellectual property sharing
sites: Creative Commons

User-sponsored blogs

The Unofficial Apple Weblog, Cnet.com

Company-sponsored
blogs/websites

Apple.com, P&Gs Vocalpoint

Company-sponsored
cause/help sites

Doves Campaign for Real Beauty,

click2quit.com

Invitation-only social
networks

ASmallWorld.net

Business Networking
Sites

LinkedIn

Collaborative websites

Wikipedia

Virtual Worlds

Second Life

Commerce Communities

eBay, Amazon.com, Craigs List,

iStockphoto, Threadless.com

Podcasts

For Immediate Release: The Hobson

and Holtz Report

New delivery sites

Current TV

Educational materials
sharing

MIT OpenCourseWare, MERLOT

Open Source Software

communities

Mozillas spreadfirefox.com, Linux.org

Social bookmarking sites

allowing users to
recommend online news
stories, music, videos,
etc.

Digg, del.icio.us, Newsvine, Mixx it,

Reddit

*Adapted from Mangold and Faulds (2009, p. 358)

2.3.2 Opportunities Provided by Social Media to the

IMC Mix
SM as a technological concept, has brought about many significant
changes to the nature of business to consumer (B2C) marketing
communications (Kietzmann et al. 2011).

SMs role in the

promotional mix of an IMC strategy is twofold: firstly, to enable

companies to talk to their customers; and secondly, to allow
customers to talk to one another (Mangold & Faulds 2009).

The

former is consistent with the role of traditional IMC programs; the

latter, is unique.

The potential power and scope of opportunity

provided by SM platforms comes with a whole set of new purposes

for the marketing practitioner and researcher alike and has become
an integral part of marketing strategy (Barnes 2010). The ways in
which SM has created a global, interactive, user-driven space where
the fundamental principles of mass communication are less
relevant, means that marketing communications are redefined and

new approaches to trusted, traditional marketing practices must be

proposed, trialed, tested and shared (Winer 2009).

Anecdotal

evidence from market research reports suggests that firms use SM,
to build direct relationships with customers, increase traffic to their
website, identify new business opportunities, identify trends and
keep up with competitors, create communities, distribute content,
demonstrate

product,

collect

feedback

from

customers

and

generally to support their brand (Barnes 2010; Breslauer & Smith

2009).

Strategic Uses
The role of SM within the IMC mix is to provide support to the
traditional forms of advertising, public relations, word-of-mouth
marketing and direct marketing.

By utilising the transparent,

two-way communication characteristic of SM, the IMC mix becomes

faster, cheaper and more efficient at delivering the message of the
brands communications to the targeted audience. SM can enable
advertising messages to reach wider audiences than traditional
forms, in less time and for a fraction of the cost (Keller, E & Fay
2013). Due to their non-transactional nature, SM platforms such as
Facebook

and

Twitter

are

particularly

suited

for

collecting

information and feedback from customers, initiating two-way

conversations with customers and developing relationships with
customers through communication and interaction (Kaplan &
Haenlein 2010).

The dynamic nature of SM interactions allows

highly targeted marketing efforts, based on the volume and speed

of information available to marketers and the rich customer insights
available

when

users

share

their

consumption

experiences

(Canhoto, Clark & Fennemore 2013). Online communities devoted

to consumption-related topics are an increasingly important source
of data for marketing research (Kozinets 2002). Companies like IBM,
Nike and the like embrace their communities, to co-create
purposefully, in a way that plans for long term outcomes (Berkman
2013).

According to the IMC choice criteria, the ideal integrated marketing

communication program would be one that retained a core of
consistency across communication options but designed these
various options so that the strengths in one option helped to negate
the disadvantages of another option (Keller, KL 2001). Hence, the
confluence of paid-owned-earned media helps to form a strategy
that builds the ability to withstand the disruptions caused by
emerging technologies. (Brito 2013).

The relatively inexpensive

access to rich data on consumer opinions, preferences and

purchasing behavior renders the companies with the best adapted
technological capabilities in the most competitive position to build
brand equity and affect buying behaviour by using SM (Canhoto,
Clark & Fennemore 2013).

Tactical Uses
Research into changing market segments, identifying emergent
demographics, tracking opinions, crowdsourcing or using online
conversations to aid in product development and always on
customer service are just some of the ways SM can enhance the IMC
mix (Canhoto, Clark & Fennemore 2013; Vuori 2012). The deeper
understanding gained from engagement with a brands consumer
via SM assists in developing the program to deliver more efficiently
and effectively a marketing communications program to the
targeted audience or individual. Tom Smith (2009) refers to these
new research opportunities collectively as being created by a
listening economy (p. 560) meaning that SM can become a
valuable source of knowledge, but the marketer must make listening
a part of their marketing communications strategy.

This is

ultimately the best way to build a relationship with a consumer and

encourage loyalty and favourable brand associations. Transparency
and being open with the consumer will become commonplace as the
customer demands direct responses from a personality within the
company and personalized prices, promotions and communications
for their individual consumption needs. Firms that can influence the

likeability of their brands by creating unique transactions with each

consumer, reduce the outcome inequity and differentiate them in
the marketplace (Nguyen, Melewar & Chen 2013).
The culture of sharing opinions via SM has meant that peer reviews
are now more trusted than the traditional elements of the
promotional mix (Mangold & Faulds 2009, p. 360). This creates the
need for marketing managers to use SM to create brand advocates
and participate in SM activities that stimulate positive eWOM and
brand associations on Web 2.0.

As an information channel, SM is

fast becoming the main source of information for many customers in

their purchasing behavior (Kaplan & Haenlein 2010). Text, photos,
video and audio files can easily be disseminated among customers,
and a consistent message aligned to the company values is
necessary

to

utilise

this

medium

to

extend

traditional

communications, create engagement and extend their social capital

(Khan 2012).

Brand Outcomes
Word-of-mouth marketing, an essential part of IMC, is perhaps the
most influential aspect of SM benefits. By enabling customers to talk
to one another, SM becomes an extension of traditional word of
mouth (Mangold & Faulds 2009). Electronic word of mouth (eWOM)
enables a brand message to spread exponentially via the Internet.
Word of mouth (WOM) has the reputation of being the most trusted
and reliable form of advertising (Blackshaw & Nazzaro 2004). WOM
referrals have been found to have a strong impact on new customer
acquisition, and the elasticity for WOM is approximately 20 times
higher than for marketing events and 30 times higher than that of
media appearances (Trusov, Bucklin & Pauwels 2009).

Within the

SM landscape of the Internet, WOM, both good and bad, is a trusted

source of information and research suggests that marketers must
harness this influence. According to Neilsen BuzzMetrics, more than
60 per cent of consumers trust other consumers online postings

about a product or service (Blackshaw & Nazzaro 2004). Building

online communities can create a panel of experts, and advocates for
a brand to become online ambassadors for that brand where
popularity and influence holds the key to brand engagement
(Schultz, D & Peltier 2013) and ultimately sales (Keller, E & Fay
2013).

2.3.3 Social Media Implementation Issues

In the seminal article authored by Rust and Oliver(1994), it was
predicted that the information superhighway would render the
traditional advertising agency obsolete and see the consumer unite
with the producer. Rust and Varki (1996) then went on to posit that
advertising will become solicited by the customer, and that mass
media will be replaced by interactive forms of media. The era of
mass customisation was predicted as early as 1997 (Gilmore & Pine
2nd 1997).
Challenges faced by marketers implementing an SM component in
IMC programs seem to be arising due to the nature of SM, its lack of
coordinated control and all the associated problems surfacing from
the lack of managerial guidelines and best practices. The issues of
impeding implementation include the lack of integration across
organisational

culture,

allocation

of

human,

financial

and

technological resources, clarity of strategic role and overall control.

Implementation of IMC programs was found to be positively related
to a strong customer orientation and higher levels of inter-functional
coordination (Reid 2005). This is the essence of IMC in action, to
take

an

outside-in

(Schultz,

Don

1996)

approach

to

communications. SM operates on the same principle when part of a

wider IMC plan.
Organisational cultures that foster the adoption of SM will largely
determine its successful implementation. SM requires resources and
some access to management. If the management does not reward
and encourage participation, the tools cannot be used effectively

(Barnes 2010). Leadership orientation towards marketing in general

and SM specifically, can dictate the level of SM integration within an
organisation.
Resources can enhance the implementation of SM, whether that be
budgeting,

innovations

in

technology

or

human

resource

management. Resources and cost are frequently cited as a barrier

to successful usage of SM (Michaelidou, Siamagka & Christodoulides
2011).

Technology is frequently cited as the main barrier to

successful SM implementation, due to the gap in technology that

currently exists between social media metrics and analytical tools,
and CRM databases and sales records. Although this area of IT is
developing rapidly, it makes current implementation of SM difficult
to quantify and demonstrate outcomes in a meaningful way.

The

costs involved in SM proprietary software such as Radian6 can

outweigh the long-term benefits in the majority of cases with small
to medium enterprises (SMEs).
Mike Reid suggests that well implemented IMC programs will provide
organisations with the ability to achieve their stated strategic goals
(2005).

As a userdominated medium, a strategy of customer

orientation lies at the core of successful implementation. SM tools

are not useful unless they are fully understood by the decision
makers.

SM has to be integrated into the strategic plan of the

organisation. It must be featured in every marketing initiative, be it

a brochure, packaging, labeling or electronic direct mail (EDM), as
well as becoming part of the corporate mentality (Barnes 2010).
The user democracy culture (Leung et al. 2013) and information
sharing via SM has created a wave of change in information
asymmetry and increased the bargaining power of consumers.
Vuori (2012) found that fear of the unknown may impact on
company willingness to adopt SM for business use (p. 158).

Risk

averse managers will impede the success of SM implementation if

careful execution of policy and procedures are followed in the

governance and regulation of SM platforms and assets.

The

proliferation of media, advertising and digital agencies offering SM

services can create barriers to successful implementation due to
conflicts of interest, lack of brand consistency and loss of control
from a brand management perspective.

Advertising agencies

cannot be seen to be operating in silos, but rather must create IMC

specialists and absorb the online aspects into their overall brand
strategy to be of use to their clients (Edelman 2007; Lace 2004).
Larger fast moving consumer good (FMCG) organisations employ
multiple agencies to oversee their advertising, digital and media
planning, and if uncoordinated this will dilute brand consistency.
Lee and Park reduced the literature reviewed in 2007 down to four
dimensions of IMC. They were identified as unified communications
for consistent message and image, differentiated communications
to multiple customer groups, database-centered communications
for tangible results and relationship fostering communications with
existing customer dimensions (Lee & Park 2007). Table 2 highlights
some key themes to inform the research sub-questions for this
study, and therefore the data collection process, and isolates
opportunity areas where SM will enhance the optimal mix for IMC
promotional programs.

Likewise some challenges arise from the

consumer-driven content and interactivity of SM and the subsequent

impact on the implementation of IMC programs.

TABLE 2.2: TRADITIONAL

AND

SOCIAL MEDIA CHARACTERISTICS

AND

CHALLENGES

Lee and
Parks IMC
Dimensions
(2007)
Unified
communication
s for consistent
message

Differentiated
communication
s to multiple
user groups

Traditional
Media (TM)
Characterist
ics

Social Media
(SM)
Characteristic
s

Social Media
Implementati
on
Challenges

Research
Sub
questions

One-way
communicati
ons

Two-way
communication
s

Marketers
control
content

User generated
content

Multiple
channels and
platforms lack
control for
consistency

What factors
determine
successful
implementati
on of SM?

Mass
communicati
ons and
strategic uses
of multiple
channels

Targeted
communication
s

Content
strategy

What is the
role of SM in
the IMC mix?

User
democracy

Multiple
platforms/scree
ns

Self-segmentat
ion
Resources
Inhouse/Agenc
y costs

Database-cente
red
communication
s for tangible
results

Limited
capacity to
use as a data
collection
channel

Interactive
communication
s and data
collection via
CRM, Insights,
SEO, Analytics

Measurement
of data, unable
to align with
measurement
of TM

What are the

benefits of
successful SM
implementati
on?

Relationship
(long term)
fostering
communication
s with existing
customer
dimensions

Not
integrated
with TM
media
channels

Mulitple touch
points across
organisation
and
communication
channels

Customercentric
communicatio
ns

What is the
role of SM in
the IMC mix?

Message is
broadcast,
not
interactive
Conversation
is static

Build Brand
Advocates
through online
communities

Listening and
participating in
authentic and
transparent
way

2.3.4 Social Medias integrated role in the IMC

framework
Using the IMC framework as a theoretical guide, this study will seek
to identify the fundamental and implementation decisions that are
affected by the integration of social media into the traditional
elements of the marketing communications mix. The review of the
literature will now discuss each element of the IMC decision-making
cycle in relation to the impact of SM upon these strategic and
tactical decisions.
Positioning
IMC is a strategic process for better managing the brand messages
that create, maintain and grow customer relationships and brands
(Duncan, Tom & Moriarty 1998; Reid 2005).

Positioning identifies

the key characteristics of a brand and the SM strategy must be

selected to augment the place it occupies in the mind of the
consumer.

However, these marketing communications activities

must be integrated to deliver a consistent message and achieve the

strategic positioning. The starting point in planning marketing
communications is an audit of all the potential interactions that
customers in the target market may have with the company and all
its products and services. For example, someone interested in
purchasing a new laptop computer might talk to others, see
television ads, read articles, look for information on the Internet and
look at laptops in a store (Kevin Lane Keller 2009).

Mangold and

Faulds (2009) recommend methods that can be used to shape online

discussion between consumers, while reinforcing the organisations
strategic goals and underlying values and mission.

The authors

describe SM as a new hybrid of some of the elements of the

promotion mix, identifying the place it will come to occupy in the
mix but also the way in which new methods will be required to
manage it.
Targeting

A marketers ability to engage customers through interactivity and

communicate with targeted segments will allow them to deliver
benefits that the traditional media cannot.

It seems that

incorporating SM into the promotional mix of IMC will further

develop marketing management practices, while allowing more
effective communication with target markets (Mangold & Faulds
2009).

Noone, McGuire and Niemeier (2011) suggest that by

monitoring user-generated content on SM, marketers can develop

a better understanding of the characteristics of consumers on
different SM platforms and therefore guide the target advertising
and promotional message used on different SM applications.
Personalised marketing is facilitated via the public discussions and
activity on SM, and marketers are increasingly interested in
behavioural targeting (Winer 2009, p. 109) by following what
people are doing on the web and where they are located by
personal GPS when they use mobile devices such as tablets and
mobile phones. Targeting now involves getting to know the brands
consumers intimately. The key to marketing success in this WOM
era is to think first and foremost about social consumers rather than
social media (Keller, E & Fay 2013, p. 463). The general consensus
is that markets are becoming fragmented with typical demographic
breakdowns becoming less and less useful (Winer 2009).
Setting Objectives
IMC

objectives

are

list

of

statements

describing

what

communication tasks must be used to deliver the intended message

to the targeted audience (Belch & Belch 2012).

As opposed to

marketing objectives which are traditionally stated as measurable,

business outcomes such as return on investment (ROI), sales
volume, market share or profits and IMC objectives are defining the
role IMC will play in achieving those objectives. The managers task
is to take as much information about the product or service and the
overall marketing strategy and then translate that into specific tasks
within the communications program. That can be defined in terms

of how they communicate about a brand and disperse information or

it can be related directly back to a quantifiable marketing goal such
as sales or market share.

Social Media subverts this process by

shifting the way objectives are selected due to the largely

consumer-controlled environment and the measurement of an
interactive media environment (Hoffman, D & Fodor 2010). Hoffman
and Fodor (2010) list sales, cost efficiencies, product development
and market research, as specific and measurable objectives, but
adding the unique characteristics of SM to enable insight into brand
awareness, brand engagement and word-of-mouth objectives. The
interactive nature of SM can develop favourable brand associations
in the customers minds, foster loyalty through commitment to an
engaging campaign and share their positive brand attitudes with
others.
Budgeting
When considering budgeting elements in IMC, it is inherent in any
marketers modus operandi to compare the relative costs of media.
Traditionally, metrics such as cost per thousand (CPM) and daily inch
rates have been used respectively in magazines and newspapers so
that the proportion of the printed material in circulation can be
effectively quantified (Belch & Belch 2012). That method calculates
the cost efficiency of one form of media over another in any given
campaign as long as they are similar media vehicles. This
perspective of budget setting cannot as easily be applied to SM
within an integrated marketing program as the metrics set for a SM
initiative may be somewhat less tangible, for example, increased
engagement, click through rates and likes. The effectiveness of a
banner ad when compared to a print ad equivalent in terms of cost
and return, is hard to reconcile. Winer (2009) attributes the lack of
research into budgeting and planning in new forms of media, such
as SM, to the three screen problem. The complexity of coordinating
media plans across TV, personal computers and mobile phones
means that budgeting can be difficult to assign to each part of an

integrated program. If management sees budgeting as outside the

domain of the IMC function, one could expect that the importance
ascribed to budget reflects financial constraints and the bearing this
has

on

multidimensional

communication

options,

including

emphasis on above or below-the-line activities (Farrelly, Luxton &

Brace-Govan 2001).
Mixing Elements
Marketing executives must coordinate the media selection to
achieve the overall marketing and IMC goals.

Kevin Lane Keller

(2009) recommended that a variety of communication elements

that share consistent meaning and content but offer complementary
advantages are used, so that the whole is greater than the sum of
the parts (p. 146). Media planners need to think about how, when
and where to reach consumers and the moments most likely to lead
to conversations and engagement (Keller, E & Fay 2013, p. 463).
Researchers have traditionally studied the effectiveness of different
communication options or media types, typically advertising in
some form. The challenge for marketers in the current marketing
communications environment is the fragmentation of traditional
advertising media, as well as the emergence of new, non-traditional
media, promotion, and other communication alternatives.

The

optimal mix must acknowledge that potential interactions may exist

among the different options that make up a communication program
that profoundly affects consumer response to any one particular
option (Keller, KL 2001).
Creating Messages
The organisations strategy and performance goals are intrinsically
linked to the success of SM integration with IMC, hence the optimal
mix will communicate a unified message that represents the values
of the brand (Mangold & Faulds 2009). Mangold and Faulds (2009)
identify two roles that SM plays in the market place and that is, as a
two-way communication channel between a company and its
consumer;

and

secondly,

it

enables

conversations

between

consumers themselves.

This challenges the traditional amount of

control marketers had on the communications process in the past

with an IMC program (Mangold & Faulds 2009). To be effective, the
content of advertising messages should lend itself to word of mouth
(Keller, E & Fay 2013, p. 461). This means that messages need to be
simple, memorable and worthy of sharing.

Newsworthiness and

storytelling drive eWOM, and therefore messages, must create a

compelling story with the sharing value being the ultimate goal.
SM campaigns and strategists must focus on their content being
shared, liked, tweeted and uploaded to SM platforms.
Selecting Media
Media should in many cases be considered first (after target
audience and behaviour), creativity should follow (Farrelly, Luxton &
Brace-Govan 2001, p. 5).

Consumers

are

turning

away

from

traditional

forms

of

the

promotional mix, and advertising is diminishing as a source of

information input in their purchasing decision-making process
(Mangold & Faulds 2009).

In this new media environment, the

consumer is increasingly in control, and therefore the selection of

media forms becomes a complex task (Winer 2009). Consumers not
only have more choices of media to use, they also have a choice
about whether and how they want to receive commercial content.
Commercial clutter is rampant, and it seems the more consumers
avoid marketing appeals, the more marketers try to access them.
The average city dweller is now exposed to between 3000 and 5000
advertisements per day.

Ads in almost every medium and form

have been on the rise, but many consumers feel they are becoming
increasingly invasive and actively avoid or ignore them, reducing
their effectiveness (Kevin Lane Keller 2009).
Establishing Momentum
The achievement of momentum in an IMC program is propelled to
the forefront of strategy when implementing a SM campaign. The
speed and agility demonstrated by SM campaigns will become one

of the most important aspects of positive SM implementation. The

ability for messages to be shared and spread virally across the
Internet attracts marketers for the potential reach and benefits
attributed to creating a buzz about a product or service. The term
viral describes a type of marketing that infects customers with an
advertising message which passes from one customer to the next
like a rampant flu virus (Montgomery 2001, p. 93).

This is a

feature of SM potential that will become central to content strategy,

media selection and mixing elements.

In the book Groundswell,

the authors talk of a future whereby companies must seek to

harness the groundswell phenomena (Li & Bernoff 2008) by
listening and participating, and ultimately actively shape the
discussions that occur online.

To be effective in their long-term

strategies, a culture of responsiveness must be fostered in the new

interactive online environment where the consumer has more
control over their consumption of media, power in communities and
interaction with brands (Li & Bernoff 2008).
Social Media is about conversation, networking and engagement.
Find something you have in common and strike up a conversation.
Begin to network. See whether there is a reason to work together.
And then proceed. Remember to be social (Dietrich & Livingston
2012).

2.3.5 Social Medias Affect on IMC Program

Outcomes
Marketing communications can create experiences and build
communities both online and off line. They can contribute to brand
equity by establishing the brand in memory and creating a brand
image, as well as drive sales and even affect shareholder value
(Chaudhuri & Holbrook 2001; Kevin Lane Keller 2009).
From the IMC framework in Figure 1, the marketing communications
program seeks to affect behavior and enhance brand equity as key
outcomes of the program. Empirical research evidence supporting
SMs effects on company performance is largely lacking, which
creates a barrier to wider acceptance by senior management and

hinders the implementation process (Michaelidou, Siamagka &

Christodoulides 2011; Murdough 2009; Reid 2003; Valos, Ewing &
Powell 2010).

Reid (2005) explores the relationship between the

IMC process and subsequent brand outcomes. The main finding

being that indeed a positive correlation exists, suggesting the need
for wider implementation of IMC by management.

Enhancing Brand Equity

A brand is a name, sign, symbol, term, logo or design (Kotler et al.
2006) that can be instantly recognised to convey the value,
attributes, benefits and personality of the product it represents. A
brand identifies the maker of a product or service and differentiates
them from their competitors. The goal for successful branding can
be to develop a deep sense of attachment between the consumer
and the brand. Values and personality are at the essential core of a
brand and brand strategy must be designed around protection of
this personality and public identity.
When a brand has strong consumer loyalty and preference it can
provide protection against competitors promotional strategies. This
powerful value placed on a brand can be described as brand equity
(Kotler et al. 2006). Brand equity is based on the extent to which it
commands loyalty and strong brand associations with its consumers
(Chaudhuri & Holbrook 2001). Brand equity manifests in a customer
response to any type of marketing activity for the brand, based on
the differential effect their brand knowledge makes on the
promotional efforts of competitors and favourable brands (Hoeffler &
Keller 2003).

The strength and equity of a brand can make

consumers:
more willing to attend to additional communications for a brand,
process these communications more favorably and have a greater
ability to later recall the communications or their accompanying
cognitive or affective reactions (Kevin Lane Keller 2009, p. 140).

The value of a strong brand to its organisation is visible by

recognition of some of the marketplace benefits. This is inextricably

linked to customer equity (Kotler et al. 2006). Loyalty, in terms of a

customers lifetime value, drives brand equity.

Further, long-term

effects such as brand trust and affection can affect market share
and relative price, thereby creating a justification to spend
marketing communication budgets on those drivers of brand
strength (Chaudhuri & Holbrook 2001).
Customer equity underpins the strength of a brand and therefore a
consumer-centric focus in brand building is vital to the success of a
strategy (Kevin Lane Keller 2009). Developing knowledge structures
through marketing communications can benefit brands, and likewise
studies show that it is increasingly difficult to change how
consumers consider a brand once established in mind (Hoeffler &
Keller 2003).

Almquist and Roberts (2000) found that the major

factor to influence positive brand equity for one brand over another
was consumer advocacy.
Brand advocates are created and nurtured via SM platforms, this in
turn can protect a brands equity in two ways. Consumers who are
highly loyal to a brand have been shown to increase purchases of a
brand when advertising increases thus creating a return on
investment in branded advertising on SM (Raj 1982).

Consumers

who demonstrate a high level of commitment to a brand are more

likely

to

counter

argue

with

negative

information

during

product-harm crisis (Dawar & Pillutla 2000). Even before the arrival
of the online brand advocate, studies showed that consumers who
have a high level of commitment to a brand are more likely to
counter argue with negative information in public spheres, and
strong brands were shown to weather product-harm crises, as a
result (Hoeffler & Keller 2003).

Affecting Behaviour
IMC allows companies to link their brands to other people, places,
events, brands, experiences, feelings and things (Kevin Lane Keller
2009).

This creates behaviours that affect the way individuals

interact with brands. SM has increased the ways in which consumer

behaviour can be affected by marketing communications.

A key

element of the IMC mix is word-of-mouth marketing, that is, relying

on brand loyalists to generate positive messages about a brand,
product or service to other people. SM has widened the scope of
WOM to include the vast boundaries of the Internet, and this has
changed

the

way

people

consume

products

and

services.

Advertising and WOM are inextricably linked: WOM has proven to be

highly credible and linked to sales; advertising has been proven to
help spark conversation (Keller, E & Fay 2013). Since the inclusion
of SM, consumers are using more web-based information sources,
shopping platforms and have access to more products via online
advertisements.

Approximately 23.1 million consumers between

13 and 80 years of age use SM to discover new brands or products,

and 22.5 million people use SM to learn about unfamiliar brands or
products (Naylor, Lamberton & West 2012). This has created new
online and offline shopping behaviour. It has been suggested that
the returns on social media investment are not always attached to a
measurement in dollars but rather directly in consumer behaviour
that is linked to certain social media applications (Hoffman, D &
Fodor 2010). The cost of acquiring a new customer is higher on the
Internet, and profitability from a customer can only come if that
customer makes many repeat purchases in future years.

This

implies that the value of loyalty is often greater on the Internet than
in the physical world (Jain & Singh 2002) and those retained
customers can form a basis for sustained competitive advantage.
Such an approach becomes even more relevant in the SM
environment where customer relationships are critical.

2.3.6 Social Medias affect on IMC Program

Evaluation
To evaluate the effectiveness of the IMC program, the framework
flows from the outcomes to program evaluation, which involves
measuring the results, providing feedback and taking corrective

actions (Chitty et al. 2011). Although this component of the model

is a vital mechanism to drive improvement through development of
existing tools and measurement structures, its investigation is
beyond the scope of this study.

2.3.7 Measurement of the effects of Social Media on

IMC
An apparent widespread lack of reliable metrics and generalisability
of research studies creates barriers to understanding and assessing
the effect of SM on IMC programs.

The search for valid

measurement tools and empirical understanding of the inclusion of

SM in the IMC concept appears to dominate the scarce literature as
a whole (Berkman 2013; Kliatchko 2008; Lee & Park 2007;
Michaelidou, Siamagka & Christodoulides 2011; Murdough 2009;
Reid 2003; Schultz, D E 2011; Valos, Ewing & Powell 2010).
The challenge with traditional IMC programs formerly has been a
question of how to measure the results of a combination of elements
or activities or forms of communication.

Don Schultz (2011)

questioned that they may or may not interact with each other and
may or may not enhance results when in combination. SM can be
seen to create a further hurdle in the understanding of the dynamic
forces behind an IMC effort:
... existing business metrics were designed for a world of concrete
boundaries and fixed categoriesa world that is slipping away day
by day... The same phenomenon will plague the business economy,
as networks become more influential while remaining temporary
and informal. On the other hand, perhaps this change will finally
force researchers to develop metrics that are truly customer-centric,
instead of relying on categories of business organisations as a
convenient crutch (Borders, Johnston & Rigdon 2001, p. 204).

IMC Metrics
In a traditional IMC program, specific objectives, key performance
indicators (KPIs) and benchmarks are aligned with the firms
organisational strategy by which the outcomes of subsequent
programs can be compared (Murdough 2009). The way in which SM
was adopted by most firms was typically outside the regular

marketing strategy and organisational structure, and thus caused

disruption to the controlled and planned development of other
marketing activities. Hard measures such as sales, profitability and
return on investment (ROI) are the sole focus for Chief Financial
Officers and therefore dictate the marketing executives inherent
need to satisfy those measures.

Marketing executives are still

accountable for justifying a growing portion of their budget for SM,

and thus an integration gap with SM has been created (Moorman
2013).

As a result, successful measurement lies in approaching

implementation and optimization of SM programs with the same

coordination of planning, implementing and controlling its strategy,
as is commonplace with any other marketing strategy (Murdough
2009).
A longitudinal study by Valos, Ewing and Powell (2010) identified a
major aspect of IMC evaluation as the need for more accountability
and quantitative measures. The biggest challenge stems from an
identified

gap

between

attitudinal

measures

and

financial

accountability. Measuring the impact, reach and frequency is of the

utmost concern to marketers, to arrive at conversion ratios and
ultimately sales and revenue performance indicators (Chitty et al.
2011). It is suggested that traditional marketing metrics are based
on a linear form of communication and do not suit the interactivity
of Web 2.0 (Hoffman, DL & Novak 1996; Winer 2009).
The hard measures such as sales, profitability and Return On
Investment (ROI) must somehow be derived from unique online
behaviors (Valos, Ewing & Powell 2010). The measurement of ROI
from SM as a strategic element of communications programs is
difficult to determine (Edosomwan et al. 2011).

Furthermore,

brands are not monitoring the effectiveness of the support SM

provides

to

their

brand.

Based

on

these

two

differential

characteristics alone, the increased influence of the interactivity of

SM may force organisations to develop more customer-centric

metrics to evaluate their SM strategic effectiveness (Michaelidou,

Siamagka & Christodoulides 2011). Keller, KL (2001) proposes that
various marketing communication options must find a method to
arrive

at

some

kind

of

common

denominator

to

put

all

communication channels on an equal footing so that apples are

compared to apples.

Social Media Metrics

Due to SMs relatively recent placement in the new media
landscape, the issue here is twofold. Is SM considered to be
integrated and if so, can it be measured the same way other
integrated marketing communications channels are currently being
measured? Historically, the measurement of social medias effect
has been elusive, inconsistent and largely subjective.

This can be

attributed to a lack of integration (Hurwitz 2012), lack of rigorous

quantitative measures (Hoffman, D & Fodor 2010) and lack of long
term planning (Murdough 2009).
The aim to attract new customers is prevalent as the most
important reason for using SM channels, and yet measurement of
this important aspect is relatively low. This demonstrates the link
between creating strategic goals and the use of metrics to assess
whether a program is consistently meeting them and thus reveals a
gap where most organisations are failing (Michaelidou, Siamagka &
Christodoulides 2011).
The addition of SM to the IMC mix has created a need for
quantifiable metrics of concepts such as willingness to refer the
brand and likes and followers, and yet linking these outcomes to
profitability

is

still

awaiting

acceptable

best

benchmarking in most industries and categories.

practice

and

Hoffman and

Fodor (2010) suggest the three goals to measure a successful social

media strategy are, brand awareness, brand engagement and word
of mouth WOM. SM measurement is not impossible and improving
all the time, however, the lack of quality data, meaningful metrics

and interpretation of analytics, and their successful application to

multiple situations has made evaluation difficult (Valos, Ewing &
Powell 2010).
Very little is known about to the metrics currently used across B2C
organisations, but the push from academia and industry is for the
development of new and creative metrics to suit the social media
environment (Russell 2009) to assess branding efforts.

Chris

Murdough (2009) proposed an SM measurement process to manage

the challenge of tracking customer behavior via digital platforms.
The fundamental difference in approach when assigning metrics is
that with SM the consumer is ultimately in control. In Murdoughs
Social Media analysis construct, where reach, discussions and
outcomes form the basis for SM measurement, it is possible to
synthesise SM activity with brands and identify key opportunities.
Reach is measured in terms of quality and quantity. Discussions are
broken down by topic and sentiment, albeit positive or negative.
Outcomes are measured by subsequent behavior, traffic to the
website and purchase intent. Those metrics of engagement can be
a way of quantifying the conversion rate of specific referral sources,
for example, Facebook, Blogs or search engine optimization (SEO)
into sales.

This method of analysis is in alignment with the IMC

framework, and thus potentially could equate SM activities with

tangible financial gains for the brand.

2.4 How Social Media changes the IMC Framework

There is growing belief that interactivity and interconnections
between consumers and marketers will provide the dominant
paradigm for a new interactive communication model going forward
(Jansen, Sobel & Cook 2011; Martin & Todorov 2010; Schultz, D &
Peltier 2013). We propose in this thesis to include the interactive
force of SM into the IMC framework, in order to aid strategy
formation and decision making for marketers, and propose a
research tool for further study. According to the outcomes of the

study, SM places a hub between the strategic and tactical decisions

and the IMC program outcomes.

This hub will transform strategy

into new behaviours towards the brand via social connection with
the consumer. Likewise, the allocation and effective planning of
resources will translate to brand-building content which drives brand
equity.

2.5 Chapter Summary

This chapter showed the evolution of IMC according to the academic
literature from the early 1950s to the present day.

This was

undertaken in order to provide the theoretical basis for a research

model and data collection. The alternative IMC conceptualisations
were examined to identify a model that would be appropriate to
incorporate the unique features of Social Media, as these models
were developed prior to the rapid evolution of digital technology and
Social Media.

The following literature fields were examined;

definitions and evolution of the IMC process, the IMC framework, the
impact of Social Media on IMC implementation issues and the
measurement of Social Media outcomes. Finally a modified version
of the IMC model was proposed, which incorporates the unique
effect of Social Media on IMC. In the next chapter an appropriate
qualitative methodology is selected for understanding the potential
impact on IMC processes due to the rapid evolution of the
characteristics of social media.

CHAPTER THREE: RESEARCH METHODOLOGY

3.1 Introduction
The objective of this chapter is to discuss and justify the choice of
research methodology as appropriate for an exploratory study into
marketers experiences of integrating Social Media (SM) within
Integrated Marketing Communications (IMC). This chapter explains

and

justifies

phenomenology

as

the most

paradigm to guide a study of this nature.

relevant

research

This chapter initially

explains the research design and approach of the study;

it then

discusses the data collection and analysis methods used; and finally
it describes the ethical considerations implicit in a study of this
nature.

3.2 Research Design and Approach

3.2.1 Nature of the Study
SM is a cultural and technological phenomenon pervading many
aspects of business to consumer (B2C) marketing (Edosomwan et al.
2011).

SM has become a powerful marketing communications

channel, eliminating or altering the role of many traditional forms of

integrated marketing communication mediums.

As a result, the

appropriateness of existing models of integrating traditional media

forms of marketing communication needs re-evaluation. This study
explores the impact of SM on traditional IMC decision-making
frameworks. The literature reflects the rapidly evolving world of SM,
with little conclusive evidence of best practices. Academia has yet
to come up with a widely accepted definition of SM and empirical
metrics and guidelines for its implementation and role in strategic
decision making within IMC programs. Hence further academic
investigation and development of the main themes arising in this
area of study are needed.
This

research

seeks

communications

to

literature

advance

the

in

to

order

existing
identify

marketing
appropriate

approaches and processes to integrate new SM platforms and

technologies into marketing communications decision making.
Marketing

practitioners

and

academics

are

beginning

to

acknowledge the utility of qualitative studies in that they gain valid

insights,

develop

theory

and

aid

effective

decision

making

(Goulding 2005, p. 295). Qualitative methods are required to make

new discoveries when a measurement, statistic or outcome cannot

give us that insider perspective and unlock possible solutions to
problems not allowed for by quantitative means. Currently there is
major evolution in SM hence the need for exploratory qualitative
study of new SM advancements virtually monthly.

Qualitative

research is aimed at exploring the meaning individuals or groups

ascribe to a social or human problem (Creswell 2007, p. 37) and
thus lends itself to the research question:
What is the experience of integrating social media into the
traditional IMC mix for marketing executives in B2C companies?

Therefore, this research used a qualitative, exploratory approach to

data collection.

The qualitative approach to research is uniquely

suited to uncovering the unexpected and exploring new avenues

(Marshall & Rossman 1995, p. 26).

The use of a qualitative

methodology enabled a depth in the understanding of the individual

experiences with SM. The study design offered flexibility within the
research to tease out any issues not previously identified in the
literature which could not be supported by quantitative techniques.
Furthermore, the exploratory nature of the study enabled important
variables to surface while supporting the chosen research strategy
(Marshall & Rossman 1995).

3.2.2 Research Paradigm

To develop a deeper understanding of the experiences with SM
within the field of IMC, it would be appropriate to collect data from
marketing practitioners who are working with SM. These individuals
make decisions regarding SM implementation and experience the
phenomena this research sought to uncover. The pervasive nature
of SM uses across many industries requires a flexible methodology
with scope to look at different applications of the medium within
various organisations and the different types of consumers who
interact with it. Traditionally, qualitative research in this field has
been criticized in terms of questionable standards of academic rigor
and soft scientific foundations, resulting in less of those types of

studies being undertaken in the marketing domain (Goulding 2005).

However,

qualitative

approaches

used

to

provide

insight

to

marketing research problems is gaining momentum (Goulding

2005). As mentioned earlier the need to explore new phenomena
surrounding the proliferation of Social Media platforms and their
usage lends itself to the use of qualitative methods.
This study involved a search for experiences amongst marketing
practitioners; variations in marketing outcomes, breakthroughs in
successful SM implementation strategy; evidence of alignment
between social and traditional media and synergies between social
and traditional media in the IMC program. By doing that, new areas
for future research have been identified and tentative guidelines for
managers have been put forward.
When choosing a methodology, decisions are required as to the
adoption

of

an

epistemological

and

ontological

stance.

Epistemology refers to the outlook that knowledge is either acquired

or inherent.

Ontology seeks to define whether the individuals

reality is internal or external (Creswell 2007). The methodological

parameters set by those research choices then informs the decisions
and influences the methodology and paradigms chosen to conduct a
particular research study. In some cases multiple paradigms may
exist and the researcher may unwittingly draw on elements of more
than one world view in the research process.
Qualitative

research

paradigms

build

on

the

philosophical

underpinnings of a researchers own qualitative approaches to

research, that is, the notion that ones world view shapes the type of
research practice undertaken. A paradigm can simply be defined as
a basic set of beliefs that guide action (Guba 1990, p. 17) and
stems from Kuhns original ideology, as a guiding approach to theory
and research (Neuman 1991).

Neuman (1991) explores the three

most widely used paradigms, as positivism, interpretive social

science and critical social science. We

look

mainly

at the

assumptions made by the paradigms in the way that they guide our
approach to the research problem. Interpretivism and Positivism are
the most commonly used research approaches. Critical social
science sets out to move beyond them by challenging the status
quo and bringing about social change.
Positivists

believe

in

singular

version

of

reality,

causal

relationships between variables and creating generalisable results

from research that may refine, support or disprove existing theories
(Gioia & Pitre 1990). That paradigm is deductive in that it looks at
finding unanswered questions from gaps in a review of the existing
literature and seeks to build a framework to anchor a research plan.
Interpretivism is a more inductive approach to research, whereby
the collection of data guides the development of theoretical
frameworks and infers possible theoretical scenarios during the
process of the data collection itself.

An interpretive perspective

seeks to gain an understanding or feel for the participants

experience of the issue under investigation.
When considering the three main research paradigms as described
by (Neuman 1991), it appears that interpretivism is a likely fit for
the research problem. The key assumption of the interpretivist view
is that multiple versions of reality exist, that is, that each person
sees a situation with their experiences affecting the way they
process information. Therefore, the personal accounts of the senior
marketers were similar and yet their industry, position and years of
experience and background shaped the individual accounts of their
experience.

An Interpretivist approach to this research supported

the changeable nature of the subject matter itself.

A need to

understand rather than measure and generalise the answers of our

participants indicated that an inductive method of research would
tease out the issues the senior marketers were facing, and perhaps
shed some light on any recurring themes or possible answers.

The nature of an exploratory study is to generate further research

questions and lines of inquiry, and yet this particular area of
research is in its infancy, coupled with the rapidly expanding field of
data and unchartered territory in the Internet and social media. The
underlying concept here is to report the process systematically and
yet allow room for the qualitative magic to abound and allow the
creative brilliance of qualitative methods to evolve and emerge
through practice and apprenticeship (Tracy 2010, p. 849).

3.2.3 Phenomenology
The

common

meaning

given to

phenomenon

or

concept

experienced by a single person or a group of individuals is known as

phenomenology (Creswell 2007).

While the meaning of this term

has become diluted over decades of application to philosophy, social

science and, more recently, qualitative research methodologies, its
overarching foundation remains as the essence of lived experience
for a person or group of people (Patton 2002). The methodological
approach of qualitative research phenomenology is attributed to
Alfred Schutz (1967) while the classic method was introduced to the
world in 1913 by Edmund Husserl (Grbich 2007), who called it the
essence of consciousness (p. 85).

Heideigger, one of the

forefathers of the phenomenological research paradigm, sometimes

postulated that phenomenology is about describing something that
is sometimes unique, sometimes generalisable (Perrone & Vickers
2003).

Phenomenology

is

best

suited

to

developing

an

understanding of complex issues that may not be immediately

implicit in surface responses (Goulding 2005) based on its
underpinning philosophical perspective of subjective experiences
being comparable despite the difference of subconscious intentions.
Phenomenology as a research philosophy, can be used as both a
guiding principle for analysis and a world view, while remaining
reliable and rigorous for the research problem under study.

The

overarching principle of multiple perspectives on similar situations

or phenomena (Schtz 1967) allows the research to uncover,

enlighten and deepen the understanding of Social Medias place in
marketing

communications

through

exploratory,

informal

and

iterative processes that allow space for new discoveries to be made.

For the purposes of this research, phenomenology was considered to
be the most appropriate methodology, wherein a phenomenological
study: describes the meaning for several individuals of their lived
experiences of a concept or phenomenon (Creswell 2007 p. 57). In
an effort to combine the experiences of similar candidates and
identify any emergent themes and common threads amongst those
interviewed, this study seeks out how human beings make sense of
experience and transform experience into consciousness, both
individually and as shared meaning. (Patton 2002 p. 104).

That

approach identified the individuals who have experienced the

phenomena, and then probed further, finding out exactly what they
experienced and how they experienced it (Creswell 2007). Thus, the
employees from selected companies and organisations became the
unit of analysis in this study.

3.3 Data Collection Procedures

Using the phenomenological approach to research design, the study
triangulates the data collection through in-depth interviews, a
scanning of organisational documentation and a rigorous review of
current literature.

3.3.1 Triangulation of Data

The combination of multiple sources of information to study a
phenomenon is referred to as triangulation (Flick 2011).

Marshall

and Rossman (1995, p. 91) consider triangulation to be a strategic

choice made to enhance generalisability, whereby data can be used
to corroborate, elaborate or illuminate the research question. By
bringing together more than one source of data to illustrate a point,
the researcher can strengthen their case for use in multiple

situations (Marshall & Rossman 1995). Current research repeatedly

reports the lack of construct validity in qualitative research designs
(Alam 2005).

Therefore this research design seeks to triangulate

the data gathered between individual sources, their firms and

amongst the literature to reinforce the credibility and reliability of
the primary data collection.

PRIMARY DATA
PRIMARY
DATA
Semi-structured
Semi-structured
In-Depth
In-Depth
Interviews
Interviews

SECONDARY
SECONDARY DATA
DATA
Organisational
Organisational
Document
Document Analysis
Analysis
FIGURE 3.1: TRIANGULATION

SECONDARY
SECONDARY DATA
DATA
Literature
Literature Review
Review

OF

DATA

(adapted from Flick (2011)

Semi-Structured In-Depth Interviews

For primary data collection in this study, semi-structured in-depth
interviews are the main focus.

To gain the perspective of the

strategists within organisations using Social Media as a part of their

IMC, in-depth interviews enabled the collection of rich information
via open discussions and explanation of their various experiences,
outcomes, ideas and challenges.

Organisational Document Analysis

Secondary data was collected from each organisations website, SM
platforms and interfaces, marketing materials and promotional
campaign evidence. This supplemented the primary data collected
via in-depth interviews and assisted the understanding of the
proposed research problem, and added further validation to the
interviewees responses.

Literature Review
As a preface to the interview data, the literature review provides
definitions, explanation of concepts and describes the general state
of IMC and the subsequent effects of SM in the IMC framework (for
the full Literature Review see Chapter Two).

3.3.2 Location, Population and Sampling

The data collection was undertaken in Melbourne, Australia.

The

researcher used Melbourne-based marketing executives owing to

limited time for data collection and travel restrictions. The interview
participants organisations were distributed in suburban Melbourne
and the central business district.

3.3.3 Sampling Strategy

Sampling is perhaps the most important decision to make in the
data collection process. The quality of information in primary data
collections is based on the appropriateness of the sample. Sampling
targeted major Australian companies, based on an even mix of

consumer products, mainly FMCG and Retail (B2C) oriented brands.

Research into how companies use SM is very limited, and focuses
largely on consumer behaviour in a B2C environment (Michaelidou,
Siamagka & Christodoulides 2011).

This study therefore looks at

issues that arise in the B2C context from a managers perspective.

Criteria sampling (Patton 2002) whereby the participants are
selected based on specific criteria was used to select the
interviewees for this study.

That was done in order to isolate

information divulged in interviews that will reveal similarities and

highlight differences or peculiarities among similar people with
similar job titles.

This assured quality in the sample, and it

identified gaps, strengths and areas for improvement that may

otherwise have been overlooked in a more random sampling
method.

Furthermore, a criteria-based sampling strategy is a

complementary sampling method in many qualitative research

designs (Miles & Huberman 1994), thus it was a logical choice for
this research.

3.3.4 Selection of Interview Participants

The criteria for participant selection were based on three elements.
Firstly, the potential participant must have held a position of
seniority within their marketing department, in job title or through
their role in the organisation. The participant had to hold the role of
Senior Brand Manager, Marketing Manager or Chief Marketing
Officer.

Secondly, a minimum of five years experience in their

industry was desirable for a plausible account of the current

situation and to compare experiences with other participants from a
similar time frame.

Lastly, the sample was drawn from a single

sector of marketing practice, that is, Business to Consumer (B2C)

organisations.

Products sought were specifically fast moving

consumer goods (FMCG) and retail brands based in Melbourne.

3.3.5 Sourcing Participants

From a privately-sourced database of brand managers, marketing
practitioners and marketing directors, a group of 20 possible
participants were targeted and approached for an interview via
introductory

email.

The

database

was

collated

using

the

researchers and supervisors existing industry contacts and further

sourced via an internship industry project undertaken concurrently
with the thesis research.

Twenty FMCG and retail brands were

selected to participate in the study. In an effort to triangulate the

evidence and compare the responses of each marketing practitioner
(Patton 2002), a selection of products representing different market
segments aimed to provide a wider basis for comparison. This also
allowed for general similarities to be identified between different
organisations

and

product

categories.

Simultaneously

the

triangulation of data assists in eliminating bias contained in

individual

responses

to

manageable

degree

and

hence

strengthens the construct validity of the research (Yin 2009).

The resulting sample was a total of eight participants, allowing for
attrition, and was sufficient for conducting the in-depth interviews.
These participants or their representatives were then approached by
email and provided with an outline of the interview protocol in the
Plain Language Statement and Consent form (PLSC).

Finally the

participants were contacted by follow-up phone call or email to

confirm their receipt of all the information, and the researcher
confirmed interview date, time and location details.
The researcher ensured that each organisations representative and
each individual participant had read the PLSC (see Appendix E)
describing the project and the commitment required by the
participants. Those deciding to participate were asked to complete
organisational and individual consent forms prior to the interview.

3.3.6 Interview Method

In-depth interviewing is often described as a conversation with a
purpose (Berg 1989, p. 57; Kahn & Cannell 1957, p. 149) and is a
reliable

primary

researcher.

data

collection

method

for

the

qualitative

The informal style of the semi-structured interview

provides the rationale for using it to generate something like a

conversation

or

discussion,

as

opposed

to

structured

question-and-answer format (Mason 2002). In terms of social media

the interview allowed exploration of experiences not currently
identified in the literature due to the rapid evolution of social media.
However general guidelines were drawn from the traditional
integrated marketing communication model such as role, benefits
and barriers to implementation.
Interviews that utilise a structure of open-ended questions permit
the interviewer some guidance to navigate through the subject
matter while allowing the opportunity for the interviewee to share
their experiences from the perspective of the organisation and as a
representative of that organisation. The potential for divulging rich
information is more likely in this traditional manner of qualitative
interviewing (Mason 2002).
Thus, the in-depth interviews were conducted face to face with
representatives from eight individual brands, all at their place of
operation.

The 14 interview questions were semi-structured,

open-ended questions (Creswell 2007).

Each candidate was

allocated 45 minutes upto 1 hour per interview to complete.

Pilot Study Interview

A pilot study was conducted via telephone with an interviewee who
fulfilled the requirements of the criteria sample. This enabled
pre-testing of the interview protocol and the sequence, structure
and quality of the individual questions (Yin 2009). That interview
was not used in the sample but formed part of the iterative process
of conducting the research in a qualitative manner (Patton 2002).

3.3.7 Interview Procedures

In the tradition of qualitative studies which aim to achieve
consistent processing of data (Yin 2009), the protocol for the
interview process followed a simple procedure. The interviews were
conducted in either a quiet office or a conference room within the
physical location of each organisation.
Interviews were planned to take 45 to 60 minutes. The interviews
were conducted in a location selected by the participant and all
eight interviews were electronically recorded with the full consent of
the participants.

The participants were asked to fill out a

registration form or give the researcher a business card to record

specific details such as name, role in the company and correct
contact details, spelling of name and title. To build credibility and
rapport, the researcher read the PLSC and offered to answer any
questions before the participant signed the document. During this
time, the interviewer opened a casual conversation about business
in general to relax the participant and set a comfortable tone for the
interview.
To open the session a brief review of the interview topic was given
to refresh the participant and provide the opportunity for any
questions to be posed to the interviewer before commencement of
the recorded interview. The interviewer then placed three pages of
questions and a notebook for field notes in front of her to prompt
the interview.

The interviewer at that point stated when the

recording began and introduced the participant to the recording

device in order to label the recorded interview for the purposes of
clear transcription later.

The interviews were conducted in a

semi-formal manner with the interviewer allowing the participant to

speak until they paused and interrupted the conversation only to
clarify a question or prompt the next questions response once an
answer was sufficiently recorded. At the end of the interview, the
interviewer announced that the interview was completed, ended the

digital recording device, and wrote any field notes, names or

clarified spelling of anything mentioned in the interview that was
immediately considered to be ambiguous. The interview recordings
were sent for transcription via third party with all identifiers left in
for analytical purposes. The transcription contained a summary of
the

contents

of

the

interview,

the

name,

title,

and

brand

represented by the participant. The time and location of the

interview and the length of the interview was recorded in the
summary.

The transcribed interviews were returned to the

participants within two weeks of their interview via email in order

that they confirm the accuracy and clarity of the interview
comments (Patton 2002).

3.3.8 Interview Questions and Approach

At the commencement of the interview, the interviewer supervised
the completion of the consent form. Then some general questions
were asked, and the interviewer reminded the participant that the
interview was being recorded. Once those questions were covered,
the interview was conducted in a less structured way, asking the
participant to share their thoughts on how they perceived the use of
social media affecting decision making for their specific company,
guided by the preliminary framework of the questions outlined in
Appendix B.
Using 14 open-ended questions to guide the discussion, the
interview started by requesting the definition and role of Social
Media within the company and its affects on IMC processes, if any
(for the full list see Appendix B). The questions then gravitated to
the aspects of the organisation that affected SM implementation
issues from the participants experiences.

The conversation then

aimed to cover analysis of SM performance when compared to

traditional media forms. Finally, the interviewer asked about their
program evaluation methods and if they use a system to analyse

feedback and take corrective action based on measurements and

metrics of their SM use.
An important concluding question was then posed to the participant,
Is there any other issue that we have not raised that is relevant to
the implementation of SM as part of your IMC mix for Brand X? The
inclusion of this question allowed for some insight and anecdotal
description to arise naturally, giving further explanation of their
individual encounters with SM along their paths of discovery with
the medium.

3.4 Data Analysis

Phenomenology can be applied to guide both the methodology
(Creswell 2007; Patton 2002) of a study and used as a method of
conducting data analysis (Grbich 2007; Moustakas 1994). The aim
of this data reflection is to focus less on the interpretations of the
researcher and more on a description of the experiences of the
participants.

Moustakass (1994) transcendental or psychological

phenomenology focuses on bracketing, after Husserl (Creswell

2007), in which the researcher sets aside their personal experiences
as much as possible, to see each interview with fresh eyes, as if for
the first time (Moustakas 1994, p. 34).
identifying

phenomenon

to

study,

This process consists of

bracketing

out

ones

experiences, and then conducting the data collection from several

individuals who have experienced the phenomenon, in this case,
social media implementation.

The researcher then analyses the

data by reducing the information to a series of statements and

quotes and identifies some key themes from those. The study then
looks at the textural description of the experiences of these
participants or what they in fact experienced, and the structural
description of how they experienced it and under what conditions.
Essentially it means that the study was conducted with a strong
focus on the context and allowed the results to reveal themselves

and meaning to be derived from the real life experiences rather than
from abstract theory (Grbich 2007).

One example from the

interviews showed a description of what the participant experienced

in terms of the research topic and how it affected them;
we tend to continuously talk to our brand advocates and those
who are already loyal. The challenge really is how to increase reach.
The biggest slice of pie for us, from a commercial perspective, is
engaging and driving increased loyalty with our non-loyalists, with
our occasional buyers. You can imagine they are by far the biggest
portion of people numbers wise, so trying to engage with them is a
real challenge, and we havent really cracked how to do that.
Participant for Confectionary

Therefore, this research takes a phenomenological view of data

collection and then uses thematic analysis (Grbich 2007) to process
the data.

Following the process of phenomenological analysis by

Moustakas (1994), the thematic coding will be based on individual

and shared experiences in the broad areas identified by the IMC
framework (Chitty et al. 2011, p. 10).

Themes are summary

statements, causal explanations, or conclusions (Rubin & Rubin

2012).

The presentation of the analysed data will utilise the

summary statement as a marker of a particular outcome of the

collective interviews and later as a practical recommendation for
applied use by brand managers and marketing practitioners.
Coding itself is an important element of the analysis. Weston et al.
(2001) believes there is a reciprocal relationship formed between
the development of a coding system and the evolution of
understanding a phenomenon.

Interview transcripts were coded

according to the three areas of decision making and then grouped

according to the research subquestions to which they relate. The
text was scanned for common responses or phrases, such as
two-way communication when describing social media to identify
common meaning between participants and isolate anomalies. That
process produced clusters of meaning which emerged when the
related statements and quotes were grouped together (Creswell
2007, p. 61).

From there the researcher created a composite

description of the essence of the phenomenon. That is primarily a

summary of the common experiences of the participants arriving at
a general set of statements of the common lived experience of the
phenomenon under investigation.
Creswell (2007) recommended Moustakas approach (1994) to
analyzing the data for the novice researcher, with one conditional
observation.

The challenge of bracketing a researchers personal

experiences could be an impossibility for an interpretive approach.

The personal experiences of the researcher, at some point, informs
the conclusions drawn from the study.
understanding,

the

researcher

While seeking a common

must

suspend

their

own

understanding, in order to objectively portray outcomes of the data.

Thus, the researcher introduces the inclusion of her own experience
as it fits the interpretation of the essence of the phenomenon.
Using the data coding procedures outlined in Galman (2013), the
interviews were expanded into multiple themes and ideas, the data
was organised under six key deductive themes and during the
process six inductive areas of thought emerged. Those were used
to quotes, ideas and connections between interview data, the
theoretical framework and the literature.

Once an initial list of

inductive themes emerged, they were aligned with deductive

headings based around the IMC framework and the research sub
questions.

A review of the literature and each interview then

highlighted the recurrent themes of; Listening, Engagement, Agility,

Strategic Fit, Resources and Integration.

A matrix of those six

themes were created to make a crosstab with the research sub

questions and the underlying issues were arranged under each
theme. It was that scheme which informed the data analysis and
guided the inferences that were realized at the conclusion of the
study in Chapter 5.

3.5 Ethical Considerations

Ethics approval was obtained from Deakin University Human
Research Ethics Committee and granted with reference number: BLEC 24-13. The study was considered to be low risk by the Deakin
University Human Research Ethics Committee.

In order to gain

access to the organisations and individuals required to complete the

study, it was necessary to present the ethics approval via the plain
language statement, and the participant and organisational consent
forms (see Appendix E).

In the interests of full transparency and

disclosure with the participants, each interview was preceded with a

reiteration of the topic, questioning procedures and the participant
was given the opportunity to ask any further questions.

In some

instances it was a requirement that an external affairs agent sat in

the room when the interview was conducted. Likewise, on two
occasions the legal department of an organisation was consulted
prior to the interview to ensure the transparency, trust and
cooperation of the participant and researcher.

All interview data

was collected and recorded in identifiable form. However, the

researcher

later

removed

any

personal,

identifiers after transcribing the recordings.

brand

or

corporate

As quotes from the

transcripts are re-identifiable, the researcher kept a password

protected code sheet, which is accessible only to the researcher and
supervisor.

3.6 Limitations of the Methodology

Within the phenomenological approach lies the propensity for
subjects to infer their experiences as a representation of an
expected response, rather than the actual reporting of their
experience. That is, the interview participants may self-report and
choose their response content based on external motivations to do
so, rather than didactically report their experiences as they stand in
actuality.

3.7 Chapter Summary

Chapter Three described the qualitative research methodology used
in the study. First, an exploration of the phenomenological nature of
the study, justifying its appropriateness to the subject matter and
the subsequent sampling methodology was provided.

Second, an

explanation of a triangulation method was provided in terms of data

collection.

This

included

the

primary

data

collection

of

semi-structured in-depth interviews, a secondary data collection

process of organisational document analysis (online social media
presence) and a comprehensive literature review.

Participant

sampling and interview procedures were explained. Third, the data

analysis process was explained and linked to the relevant theoretical
frameworks

used.

Fourth,

the

limitations

of

the

research

methodology and ethical considerations were acknowledged.

CHAPTER FOUR: RESULTS AND DISCUSSION

4.1 Introduction
In this Chapter we seek to organise the data collected in the indepth interviews into quintessential themes arising from the
conversations with eight senior marketers.

In reviewing and

discussing the responses to the interviews, the results explore the

experiences of these marketers in similar Social Media (SM)
implementation conundrums. An overview of the results is given,
then the findings are presented, first with a review of the SM
platforms and then SM definitions used by the participants.

The

majority of the chapter then goes on to discuss the findings of the

study in regards to the emergent themes; Listening, Engagement,
Agility, Strategic Fit, Resources and Integration.

4.2 Results Overview

This Chapter will begin with an overview of the results of the
analysis.

Due to the qualitative nature of the data collected,

discussion of the findings will be intertwined throughout the chapter

as the issues are identified and unpacked. The focus of this study
was to uncover certain truths about what drives SM success in IMC
programs, the benefits of SM to Business to Consumer (B2C)
companies and furthermore what these marketers perceive to be
successful implementation of SM.

The benefits and opportunities

presented by SM were identified with respect to certain beneficial

and unique SM characteristics. What was discovered was that the
strategic decision-making process was crucial to the outcomes of a
successful SM implementation within an IMC program.

While the

study revealed common positive drivers of SM implementation

across different product types and categories and target markets,

the relationship between strategic decisions and tactical executions

relied heavily on some fundamental decision making by marketing
managers.
Given the dynamic nature of IMC, it is a process that must be
carefully

monitored

and

recalibrated

in

the

light

of

new

technologies, media and management trends (Winer 2009). SMs

addition to the IMC mix has meant making an adjustment to include
a whole new set of tools that can be used to create deep brand
knowledge via carefully orchestrated management of the brands
complete SM presence.

4.3 Findings with Discussion

The data collected during the eight interviews was analysed as per
the method described in Chapter 3. The following discussion takes a
look at the discoveries made, confirms certain truths from the
literature and discounts some preconceived theory. What follows is
an exploration of the discussions with eight senior marketers on the
role of SM in their organisation and the implementation challenges
and opportunities they have encountered with their brands (See
Appendix D for the Brand Identifiers). All participants were referred
to as their product types, for example, Wine or Retail Food.

This

labeling also identified references to their brand name.

The participants were initially asked to describe and define SM. The
participants mostly answered with a list of the platforms currently in
use by the organisation.
TABLE 4.1: SOCIAL MEDIA PLATFORMS

USED BY

PARTICIPANTS.

Bran
dA

Bran
dB

Bran
dC

Bran
dD

Bran
dE

Bran
dF

Bran
dG

Bran
dH

Facebook
Twitter
YouTube
Pinterest
Instagram

X
X
X
X

X
X
X
X

X
X

X
X
X
X

X
X
X

X
X
X
X
X

Blogs

%
Us
e
100
75
75
50
37.
5
37.

Unbrande
d Forums
Google+
LinkedIn

X
X

X
X

Branded
Forums
Other

X
X

5
37.
5
25
12.
5
12.
5
12.
5

Facebook was the mostused platform with all eight brands having a
functional Facebook page. Twitter and YouTube were the next
most-used SM platforms with 75% of brands having a page or
significant online presence. Pinterest was used by half of the brands
interviewed, and just over a third of those interviewed had
Instagram, a Blog or multiple Blogs, or presence on an unbranded
forum. One in eight interviewed stated LinkedIn as being considered
part of the SM platforms. One brand had a dedicated forum for their
brand loyalists, while one of the two retail brands interviewed used
Tumblr.

This reflects the most recent research in that when forced

to select only one platform, 49 per cent of marketers select

Facebook (Stelzner 2013).

Overall the sample compared with

general SM platform use to reflect a typical adoption of the most

popular platforms.

4.3.1 Defining Social Media

From the outset of the study, it became apparent that the way the
participants defined SM also described their level of understanding
of SM in general. The majority of interviewees conceded that SM
was a two-way communication channel.

The interactivity of the

Internet and Web 2.0 enabled them to converse with a brands

consumers and with each other about the brand. Most participants
referred to Facebook and Twitter immediately and the overall aspect
of interactivity was alluded to. The participants with a sophisticated
interpretation of the uses of SM within their organisation seemed to
hold a more considered and detailed definition of what SM was

comprised of for them. This was evident in their consideration of

owned assets beyond the public SM sphere, such as email, CRM
and website-enabled communications such as corporate blogs, as
contributing to their SM presence.

This indicated that SM was

integrated in their marketing communication programs but further

to that, in their consideration set when strategising.
The marketers purpose for SM was inherent in the way they spoke
about it. When the participant for Confectionary described SM as
quite a confusing area for the brand at the moment, it was difficult
for them to look beyond their issues with SM to discuss its purpose
for their organisation.

In contrast, Retail Food defined the exact

elements of their IMC program that they considered to be SM,

beyond the basic definitions of two-way communications and
popular platform types (e.g. Facebook or Twitter). The implications
of this indicated that the participants were either seen as having
been active seekers of benefits from SM within their organisation, or
they were passively participating with less immediate utility from
the uses of SM. The level of strategic use for SM was apparent but
not entirely uncovered by these initial conversations.

TABLE 4.2: DEGREES

OF DETAIL IN

SOCIAL MEDIA

DEFINITION GIVEN BY PARTICIPANTS

Platform Two-Way Integrat

s
Comms
ed
Basic
X
Intermediat
X
e
Sophisticat
X
ed

User
Generat
ed
Content

Other
Interacti
ve
Mediums

TABLE 4.3: DEGREES

Basic
Definitions of
Social Media

Digital
Technol
ogy

OF SOPHISTICATION IN

SOCIAL MEDIA

DEFINITION GIVEN BY PARTICIPANTS

For our brand, we define it by the mediums we use which are Facebook,
Instagram and Twitter. Those would be ours. It then does link into EDM's and
our websites, but I would classify those three as our main social media tools.
Retail Fashion
I guess we have got a very passionate brand, in fact one of the most
passionate brands you could imagine worldwide and because of that, the sheer
love that these people have for the brand, they essentially just want one
platform (Facebook) that will allow them to communicate and verbalise their
love for brand and really bring to life the passion and adoration they have for
#Dairy 2 The role that we play in that is obviously providing a bit of two -way
communication. Dairy 2
I think I would define it as indirect communications about the brand. For
example, in traditional marketing often it is brand talking to target market; and
I would define social media as more indirect communication where a consumer
talks to another consumer about the brand or an influencer, so it is kind of less
direct, if that makes sense. Dairy 1
As something that we all recognise is critically important, but we are not
exactly sure how to participate. I would define it as quite a confusing area for
the brand at the moment We are just going through a process at the moment
of trying to understand what to do with that audience because we are not
doing anything very effectively at the moment. Confectionary

Intermediate
Definitions of
Social Media

We would define it as another integrated part of the communications plans for

everything we do. It is part of the full picture. Skincare
Social media for me is any two-way conversation we have with our consumers.
That can incorporate a number of different forums, or platforms across the
digital spectrum. Condiment
I would define social media as media using social platforms to communicate
with consumers. By social platforms, I wouldnt particularly include LinkedIn
with social media platforms, but things like, of course, Facebook, Twitter,
Pinterest, Instagram et cetera, which are built on social networking and social
sharing. Wine

Sophisticated
Definitions of

...it

is your traditional social media platforms that are set up by third parties,
any kind of sharing website where consumers are contributing their own kind of

content I also think it can be defined as any digital platform that can be an
owned asset as well. If it is a website that you have the ability for consumers to
interact, post and talk on that, just because it is not traditionally defined as a
social media platform by the media or by other people, I think it is an
interactive digital portal. So I class some of our own digital assets as social
media because it falls into the same kind of thing where we are having a
conversation or something interactive with consumers. Retail Food

Social Media

4.4 Proposal of a modified IMC Framework

Based on the findings of this study we propose to adapt the IMC
framework to incorporate the unique characteristics of SM.

This

new framework would be the basis of future research, as well as

suggesting

implementation

guidelines

for

practitioners.

The

following IMC framework incorporates SM as a dynamic aspect

within

the

IMC

implementation

process,

affecting

decision-making

the

stages

fundamental
and

creating

and
new

implications for the program outcomes.

FIGURE 4.1: THE SOCIAL INTEGRATED MARKETING COMMUNICATIONS FRAMEWORK

4.5 Thematic Analysis

SM for these organisations represented a multitude of applications,
as with traditional media. The wide-ranging detail of the responses

from these eight participants illustrated that the SM implementation

problem is complex and affected by some interdependent factors.
The data was manually coded and arranged into themes based on
recurrent issues in the participants responses.
discussion

looks

at

six

themes

which

The following

emerged

from

the

phenomenological data analysis process (Moustakas 1994).

The

major

contribution

of

the

study

reflected

the

unique

characteristics of social media and three themes were drawn from

the findings; Listening, Engagement and Agility. Conversely three
themes that emerged from the analysis were concepts identified in
theory in the original decision-making framework for IMC (See
Appendix A). Those were; Strategic Fit, Resources and Integration.

4.5.1 Listening
The fact that information control now lies with the customer
(Mangold

&

Faulds

2009),

has

expanded

the

marketers

decision-making scope to include listening to the brand noise on

SM (Stringfellow 2013b).

The unique characteristics of SM;

interactivity, user-generated content, multiple touch points with

consumers, all require a new approach to communicating and
co-creating messages with customers.

In the traditional IMC

framework, this element is not identified.

In the Social IMC

Framework, listening is part of the decision making activities for SM

within the IMC mix. Listening is an important element for making
social media the interactive forum it has been conceptualized to be
(Schultz, D & Peltier 2013).

SM marketing research requires

listening to the conversations and sentiment online about brands,

where those conversations are taking place and with whom:
Before we started playing in social media we did quite a lot of
listening for probably a good several months to try to understand
what is the noise and where should we play, because we were not
overly experienced. There were a couple of myths that that
debunked. Dairy 1

The two-way communication facilitated by SM resembles that of a

conversation, and therefore it changes the way messages are

communicated, delivered and received.

Further the interactivity

and always on aspect of SM requires constant monitoring of

user-generated content for customer experience and potential
brand damage.
We are all checking our social media channels on the weekends and
if a marketer isnt, they are morons. You have just got to do it, stuff
happens, and if you are not doing it, you have got to be paying
someone else to do it. Retail Food

Brand personality, values and appeal of the brand must be

conveyed

in

their

communications

via

SM

platforms.

The

transparency of communications on SM means that the users are

aware if the brand is not interactive and interested with those with
whom they are holding the online conversation:
I think the key thing with social media is that you have got to have
that consumer insight passion, and wanting to know who is doing
what and why and behaviour. Wine

Monitoring
Listening for these marketers involved listening to their online brand
noise for potential sources of positive and negative brand messages:
We are, not just us but the agency, continually searching against
our search terms and hash tags Retail Food
Traditionally you do your focus group or you do your big quant
study, and you spend a month getting it ready, a month doing it and
then a month getting it. That is all great and that has a role,
absolutely, but this is just dynamic information that you can just
jump online any minute, any day and it is evolving, it snowballs, and
you can just be really connected with your brand, and even if it is
not your brand, the issue, and then even more importantly, just
them as people. I think that is probably one of the most useful
aspects of it. Dairy 1

SM implementation requires listening as a function, but was also

seen as a direct source of knowledge and direct access to the
consumers of the product:
Yes, If we did want to go in and do some more thorough research,
what can we learn here?. I think it is really under utilised from that
perspective as well. And I think the other thing is, it is really useful
in issue identification; things that are popping up Dairy 1

Looking for new behavior rather than planning to the platforms

abilities is a benefit of listening; You need to reorient your business

around people, not technology. Dont have a Facebook strategy or a

Twitter strategy or a Foursquare strategy. Map to human behavior
and not to technology. (Keller, E & Fay 2013).
The brands interviewed who considered themselves to have
implemented SM campaigns effectively, used SM in the planning
and testing phases for the entire IMC strategic effort:
It adds more value to the execution, I guess, and it allows us to
react quicker, it allows us to engage more people, it allows us to
measure and track a lot quicker. It allows us to really set key
objectives and KPIs, and it allows us to adjust our plans quicker as
well, so we can very quickly change things up if we can see that we
are putting a banner out on (a Blog) and no one is converting
through it, that banner ad is not working; or that people are clicking
through onto the banner but not doing anything else, then we know
that we are not verifying those conversions when they come in so
let us quickly put up something else. It allows us to really start to
be a bit smarter with what we are doing. Skincare

If brands allow consumers to post photos with no oversight, they

take the risk of creating a virtual presence that is dissimilar from
their target segment and see brand evaluations suffer among new
consumers as a result (Naylor, Lamberton & West 2012).

Wine

refers to the right kind of brand conversations and highlighted

what they considered power in SM to build a brands value.
At the end of the day, he comes down to sales, but he also
understands the power of, if we say PR, but it is brand buzz and
brand conversation, and the right kind of brand conversation. He
understands that. It is very powerful, it is very strong. Wine

The two-way nature of SM communications was brought up multiple

times to illustrate the usefulness of feedback to a brands
management:
Social media gives you instant feedback on anything you say and
do, even if it isnt something you have directly communicated
about. It might be something that has happened with the use of
your brand. For us at Retail Food, a customer in-restaurant seeing or
doing or experiencing something good, bad, negative or whatever is
instantly replayed. It is a media for pushing out and talking to

people, and also getting instant replay and feedback from people as
well. Retail Food
We have had instances where people have perhaps gone and said
something negative about Wines, and then other people get on and
defend the wine. We do assess each situation because sometimes
we are best just to step back and say nothing at all, and to let our
engaged brand customers fight for our brand, which I just love to
see. There are times when we do need to step in. Wine

A balance between listening and moderating SM conversations

appeared to be the underlying goal of most participants SM policy.
Finding out where the customer chooses to discuss your brand was
important to gauge the SM effectiveness for Wine:
Surprisingly Twitter has been very successful for us, however, we
have one person tweeting and that is Wines owner. What we have
found is that Twitter is an older audience, and it tends to be very
highly engaged in the wine category. A lot of industry people,
media, wine journos and that type of thing, so it is a very different
audience to Facebook. Wine

Crowdsourcing
Listening was also an efficient way to crowdsource for new ideas,
customer service issues and product development. The participant
for Condiment even mentioned that in itself, the feedback was a
measurement of the channels success for them:
For us, when we see a successful post it is very much within the
comments or within the interaction from consumers. It is, I have
just had Condiment this morning and that means that channel, that
social media is playing the role that we want it to be. Condiment
I think we could do more product development-type posts inside
and be utilising our fans for those kinds of things. And then also
giving more of a story behind the product and doing those kinds of
posts Retail Fashion
At some point you got to hand it over and trust people, rather than
try to control the whole gamut. I think what we were looking at,
from memory, was controlling up to a point. Condiment
Potentially, in that sense, do a much larger trawl of all social media
to understand where else the conversations are, that we might be
having. We use it as a bit of a red flag issue. Confectionary

The participants who found these aspects useful were resourced to

effectively use the information gathered to the brands advantage.
Distribution
Listening also translates to direct sales as the participant from Dairy
2 explained:

So you get a little bit of feedback there, and then we will notice
that, we will pick up on that and we will sometimes either contact
them directly or I will take a little screenshot of that and shoot it
through to our (Supermarket) business manager and say, Can you
have a look at what our distribution is like at (Supermarket) Wagga
Wagga, and try to understand what the order rates are and why this
product is never on the shelf. Dairy 2

In summary, listening is a unique activity facilitating effective SM

implementation.

Listening as an element of the IMC construct

enables a marketer to use their SM presence for sales, customer

service and product development. In the Social IMC framework, this
is a fundamental decision to be made when implementing SM.

4.5.2 Engagement
Brands that foster a close relationship with their customer enable
the creation of a unique brand identity and differentiate themselves
from the competition (Michaelidou, Siamagka & Christodoulides
2011).

Establishing a connection with consumers was frequently

cited by the participants as an important benefit of their SM

activities, you can just be really connected with your brand
(Dairy 1). This was established using some traditional IMC decision
making and engaging in some SM specific activities.

Within the

theme of engagement, the driving elements that emerged were

advocacy, word of mouth (WOM), sentiment and content strategy.
Expected consequences of having highly engaged (and positively
disposed) consumers include greater brand equity, share of wallet,
retention, ROI and proactive word of mouth (Schultz, D & Peltier
2013; Vivek, Beatty & Morgan 2012).
Advocacy
Of the brands interviewed, there were positive responses based
around the engagement levels reached by a brand with its
customers on SM. As a communications platform used to deepen
connections with loyalists and brand advocates, SM was regarded as
highly effective:
I think it is important to maintain a strong, loyal base of consumers,
but in doing, so we believe that through those consumers we can

reach other consumers through advocacy and sharing and things

like that. Condiment

However not all brands had been able to find the connection linking
loyalists to new customers via SM:
we tend to continuously talk to our brand advocates and those
who are already loyal. The challenge really is how to increase reach.
The biggest slice of pie for us, from a commercial perspective, is
engaging and driving increased loyalty with our non-loyalists, with
our occasional buyers. You can imagine they are by far the biggest
portion of people numbers wise, so trying to engage with them is a
real challenge, and we havent really cracked how to do that.
Confectionary

Condiment looks to SM as an advocacy avenue to maintain brand

equity through established loyalists:
What we are looking to do with our social media, sort of if you look
at that community as a whole, and that audience, so that reach that
we are generating - is try to identify and work with advocates within
that. The reason why, I guess, we are investing money into that is
probably twofold. One is, I think it is important to maintain a strong,
loyal base of consumers, but in doing, so we believe that through
those consumers we can reach other consumers through advocacy
and sharing and things like that. Condiment

The benefits of brand advocates were mentioned by nearly all

participants, for the advantages are one of the most frequently
referenced in SM literature (Edosomwan et al. 2011; Kaplan &
Haenlein 2010; Schultz, D & Peltier 2013; Vuori 2012).

The

participants were at odds as to how to attract and utilise these

advocates in some instances:
if you can get the right person, they can open you to a new
audience, but your current audience also loves them as well. Retail
Fashion.
We have got a very captive audience. We are just going through a
process at the moment of trying to understand what to do with that
audience because we are not doing anything very effectively at the
moment. Confectionary

To Confectionary, the role of SM is quite clear in creating engaged,

loyal consumers:
I suppose, in summary, it would be trying to deepen the relationship
with loyalists, announcing new news around the brand or the
products or initiatives, and then just using it, as I said, it is a bit of a
watch out and a red flag for issues. Confectionary

To most brands interviewed the role of advocacy was at the helm of

SMs role for their brand.

Dairy 1 used SM to drive credibility in

trial, via bloggers and influencers, and the flow through was to
increase peer-to-peer advocates for the brand.
Internally, some brands discovered the role of advocacy in shared
learnings from the growth experienced from previous SM initiatives.
Once successfully implemented, some key structures could be
reapplied to other brands in a portfolio to a proven SM campaign
model. What was interesting was where SM advocacy came into the
strategic consideration process for Dairy 1:
so there was awareness, trial, repeat, and the fourth one
was advocacy. How do you start to get peer-to-peer referral
and specialist-to-peer referral ... And then really starting to
think about social media kind of more at the back end of the
funnel, so how do you get people coming back for more.
Dairy 1

Dairy 2 took over their Facebook page from a fan of the brand, as
did Retail Fashion with their Instagram account.

A brand trading

their earned assets with consumers is indicative that the power of

engagement is important for managers to have awareness to
harness and utilise to their brands advantage.
The key is to develop a deep understanding of the essence of your
brand and exactly what makes your customers tick.

Stringfellow

(2013a) uses a similar example of Coca-Cola as a brand that did it

right. Coca-Cola didnt create the companys Facebook page at all
-two enthusiastic fans started it.
Word Of Mouth
WOM drives customer engagement on SM platforms and is
frequently cited as the most useful attribute of SM itself (Blackshaw
& Nazzaro 2004; Kaplan & Haenlein 2010; Kimmel & Kitchen 2013;
Palka, Pousttchi & Wiedemann 2009; Schultz, D & Peltier 2013; Shin,
Song & Biswas 2013; Trusov, Bucklin & Pauwels 2009).
...the zero moment of truth, is the share, and that is what we are
more interested in, is that is advocacy from a consumer perspective
as well, and after they have purchased or after they have trialed,

are they talking about it in a good way and sharing that information
with their circle of influence? Skincare

WOM marketing on SM platforms has been linked to new customer

acquisition (Trusov, Bucklin & Pauwels 2009).

Dairy 2 referred to

sales acquisitions and expansion of their brand interstate being

enabled by SM feedback and WOM:
Yes, word-of-mouth certainly is quite powerful, and then directing
people to certain areas where Dairy 2 is on special. Dairy 2

Mere social presence is not enough to get people talking; rather the
best way to have an online WOM impact is to create content that
consumers will want to share or, in the popular vernacular,
something that is talkable (Wetpaint & AltimeterGroup 2009).
Sentiment
Brand knowledge is not the facts about the brand it is all the
thoughts, feelings, perceptions, images, experiences and so on that
become linked to the brand in the minds of consumers (individuals
and organisations) (Kevin Lane Keller 2009, p. 142).

Social engagement on SM is a challenging area for marketers. The

reason is that their lack of control leads to uncertainty, the risks are
greater than with a traditional media message and the benefits are
unlimited if they can foster the right relationship with their
consumers. The need for people to connect with each other drives
the two-way communication of SM and the marketer must strive for
connection with their consumer.
Instead of sales and marketing, exchanges follow the arc of
relationships: romance, struggle, commitment and co-creation.
Connection supersedes control. (Berkman 2013, p. 3).

The close

connection that can be fostered between a brand and its consumers

via SM was seen to contribute to the perceived value placed on SM
in the IMC mix.

The trustworthiness of online content is key to

whether that content positively affects attitudes toward and

intentions to read eWOM (Kimmel & Kitchen 2013, p. 11).
Content strategy

Instead of trying to take control and dictate the message, Coca-Cola

decided to empower its consumers. Today, the Coca-Cola brand has
one of the most followed and most successful Facebook Pages in
existence (Stringfellow 2013a). By delivering powerful content that
resonates with your audience, your customers will literally become
your brand ambassadors. And for a small business on a tight
budget, few things are better than free marketing
Social media relies heavily on the quality of your content. If you
have got average content, you are going to get an average reach
because people arent going to share it, they arent going to like it
and you are not going to get that viral effect of it being passed
around. Retail Food
We need to be adaptable and by having that plan, you have got an
idea in place, but it changes quite a bit. there is not too much
strategy behind it, which is probably our weakness. Retail Fashion
I still believe content is still king. If you do not have original, unique,
new content, and you are not sustaining it and you are not keeping
the momentum, it is very difficult for an organisation with a
traditional structure to just switch on a whole content person.
Skincare

Retail Food, Dairy 1, Confectionary, Wine and Dairy 2 all identified

the new currency of creative content. The careful combination of
creative elements with newsworthy appeals, that also drive the
brand message beyond the share, the like or the tweet was most
desirable:
The core thing I think, although you come back to selling product
and building brand awareness, the actual tweet up on the day is a
one-day activity, but what it did around it was that we worked with
a lot of media, we worked with retailers and we got such a buzz. We
got everybody talking about ros on multiple platforms, in multiple
media. I think we ended up with something like $3.2 million of print
media value through editorials and that type of thing. It was a ripple
effect, and it got people talking about it. Wine

It was also a case of perfecting the content strategy and aligning it

with the brand values and character:
It is hard to get to a place where what we are doing is so
newsworthy that it is worth viral sharing. Confectionary
When we are going through the creative phase or creative
development, just sense checking that constantly and rigorously
against our brand DNA, brand positioning. We are quite fortunate
that we have got really tight DNA and really tight positioning so that

if you are constantly measuring it against the brand aesthetics, the

brand personality or the brand icons and seeing if we have ticked all
of those boxes, it actually again comes back to providing that really
tight framework, as opposed to if we are on track with the brand or
off track. Dairy 2

The brands with this approach to SM strategy were seen to be

tailoring messages to suit the platform, and identifying shifts in
audiences on different SM platforms:
What we are trying to do is move that another step to say that we
are not just plastering the same message everywhere, and that we
are trying to tailor and enable consumers to be able to experience
different chapters of the story
Confectionary

Over the past few years, SM, in all its forms and incantations, has
drawn the lions share of interest from consumers, marketers,
media, in short, the whole marketplace (Schultz, D & Peltier 2013,
p. 3).

This is because of the assumed value that consumer and

brand engagement provides a brand (Schultz, D & Peltier 2013).

Although the cocreation of brand engagement remains a key
element of the IMC mix and traditional touch points of the brand,
goals in SM implementation could, for example, be to increase brand
awareness or to try to engage customers with the brand (Hoffman,
D & Fodor 2010).
The Social IMC framework uses the theme of engagement to plan a
SM strategy and tactical execution that will create brand advocates,
positive eWOM and sentiment and deliver strong content.

The

ongoing value that engagement provides to the brand is a

fundamentally important aspect of SM and its role in the IMC mix.
The

Social

IMC

framework

accounts

for

the

importance

of

engagement in the strategizing and tactical execution of IMC

programs, although further testing of its utility as a research tool is
required.

4.5.3 Agility
The companies ability to react to changes in the SM environment
emerged as a potential point of competitive advantage in some of

the interviews. We will refer to this function as agility, in that the

companies with quick reactions to and from the SM environments
within which they operate indicates their ability to achieve
perceived success with SM. The theme of agility emerged from the
data as a new function of the IMC framework that did not previously
exist.
The agility displayed by a company is underpinned by a complex
orchestration of strategy formulation, planning, resources and
timing.

The different examples we uncovered illustrated how the

effects of reaction times, effective allocation of resources and

creative uses of content could determine SM implementation
success.

The ability of a brand to interact on SM was frequently

cited as a combination of speed, timing and nimble capabilities. The

agility displayed by a company to respond to activity in the SM
environment became apparent as a competitive advantage.

The

perceived drivers of agility were timing, reactions and reach.

Timing
One key issue raised throughout the interviews centered on the
timing of any communications via SM. The crucial timing involved
with the real-time consumption of SM means that the user is
capable of sharing well-received content across the Internet in a
very short space of time, and likewise, bad experiences can be
spread virally through many forms of eWOM (Shin, Song & Biswas
2013).

The companys ability to react to positive and negative

feedback is a key driver of SM utility in an IMC mix. This issue was

apparent mostly in regards to response times from the brands SM
mediators when faced with negative sentiment regarding a service
or product.

Secondly, the ability to produce timely, relevant

communications by or about the brand was deemed as SM success

by most participants in the interviews.
One participant identified their concern for maintaining a rigid
response policy with defamatory or unwanted negative comments

on their brands SM pages and platforms after an experience with

negative feedback on their Facebook fan page:
What we did not do there was to respond quickly enough and so it
escalated before we could get it under control. and that was our
core learning: let us just deal with it straight away Skincare

Reactions
Reaction times to online conversations are a vital component of
successful SM implementation strategy for any brand.

Some

companies had a set protocol and time frame within which to

respond to their customers inquiries online:
We are like Drop us a line at this which is a dedicated
feedback email address, which is addressed as higher priority
social media, and then we get them offline and we deal with it
really quickly. Everyone here is trained for that. so if it is a
complaint about operations, if it is a complaint about a
training material, or whatever, everyone knows that if you get
a feedback that is marked with social media, it is a 24-hour
maximum response time.
Retail Food
Likewise, approval of content can impede the timing of reactions to
SM activity and reduce the effectiveness of the medium;
I feel like, within the freedom of the company, we have been nimble
enough to acknowledge the role of social media so a lot of the
decision rights around content just falls to the brand team within
guidelines given by legal and corporate affairs. Condiment

The ability to harness the positive power of electronic word of mouth

(eWOM) was also driving the SM strategy for some marketers
interviewed:
Social media for Retail Food is one of our center, critical marketing
channels that we use primarily because we rely on Retail Foods
word-of-mouth to promote our business. Retail Food

Reach
SM can reach many consumers due to the real-time, interactive
nature of Web 2.0 but unlike traditional media, it is consumed
differently:
I think a lot of people think that you can then just shift everything to
social media, but there is a lot of things that social media cant do
that traditional media can still do, and traditional media still has the

ability to reach a lot of people very quickly, whereas social media

relies heavily on the quality of your content. If you have got average
content, you are going to get an average reach because people
arent going to share it, they arent going to like it and you are not
going to get that viral effect of it being passed around. Retail Food

Their goals were to increase reach and frequency of the occasional

users of their product via existing consumers:
Our strategy of hitting and trying to reach light and medium buyers,
but it is through those heavy and medium buyers that there is the
opportunity to reach people who may be light buyers that can be
exponential, based on utilising that audience, for us. Condiment

In summary, the organisations ability to harness the reach of SM by

reacting in a timely and effective manner created agility. The agile
organisation will be better prepared to implement SM effectively.
This is due to the unique nature of two-way communication and the
interactivity of Web 2.0 and SM. Companies that respond in a timely
manner to the online conversations about their brands will reap the
cost effective benefits of SM.

Agility is a consideration for the

proposed Social IMC framework decision making process. It is a new

factor effecting the successful implementation of SM and is
determined by the timing, reactions and strategic use of reach by
the organisation.

4.5.4 Strategic Fit

An overarching theme of strategic purpose emerged when the
participants were asked about their uses of SM.
revealed

that

SM

raises

similar

questions

to

The interviews
existing

IMC

implementation issues with regards to strategic goals. Positioning,

targeting and segmentation efforts by the brand were closely linked
to their brand objectives for SM implementation success.

This

mirrors the traditional IMC framework in that these are fundamental

decisions to be made when creating IMC programs.

Decision

making and planning for the SM component of their IMC programs

was either an added element at the end of strategic formulation, or
a preliminary consideration when coordinating their IMC program.
Skincare and Condiment were pursuing the latter:

From the very beginning everything is planned together. Skincare

Once you have got a really clearly defined strategy for a brand, it
makes it a lot easier across those different channels to say yes or
no, does this fit with the strategy, and therefore execute off that.
Condiment

Conversely, Dairy 1 was considering SM more at the end of their

process during communication strategy planning. This constitutes
the same type of approach to a traditional IMC strategy:
I guess the decision processes for what channel, for what purpose in
our funnel comes down to reach, efficiency, credibility and target
are probably the main drivers So there was awareness, trial,
repeat, and the fourth one was advocacy. How do you start to get
peer-to-peer referral and specialist-to-peer referral ...And then really
starting to think about social media kind of more at the back end of
the funnel, so how do you get people coming back for more. Dairy
1

The marketers were either performing SM activities as an add on at

the end (Retail Fashion), or as

another integrated part of the

communications plans for everything we do (Skincare).

The

alignment with company objectives was disparate but many

acknowledged the need to plan ahead.

Condiment intended to

strategise for SM alongside organisational goals based on learning

from previous years:
Going into 2014 planning at the moment, to try to bring it (SM) into
the sort of thinking (about it) at the very beginning about what we
are trying to achieve. That is probably where I think there is still
room for improvement as a company and as a brand as well.
Condiment

Brand strategies often preclude SM strategies, as the participant

from Dairy 1 mentioned:
it is seldom a digital brief. It is a, Here is the brand challenge;
what is the right channel? (but)you still get Hey here is an idea
to do something in this social space which may or may not be
directly linked to our brand challenge. It is still really evolving from
my perspective Dairy 1

This was a common theme in the literature, with the majority of

organisations giving little or no strategic thought into their SM
planning, in an attempt to compete in this new communications
space (Schultz, D & Peltier 2013).

Positioning
The brands with a strong position statement could define their SM
activities in terms of where their communications were most
effective.

The participant for Condiment went on to discuss how

important alignment between SM and overall brand strategy had

become for them:
We had an example where this year, one of the digital activations
we had planned was developed parallel to the overall IMC due to
time constraints. It became evident as the activity was developed
that it was not consistent with the overall communications strategy
so even though it was well developed and an excellent tactical
campaign, we took the decision not to proceed because it wasnt
aligned to the brand strategy. Condiment

The brands with strong positioning were likewise better placed to

identify the appropriate SM platform to suit their consumers. The
participant for Dairy 2 stated that the positioning work done for their
brand avoids you getting wrapped up in an idea, implying that the
SM campaign must fit the position of the brand and not the reverse.
A niche product could find their brand characteristics better suited
to SM. When Wine launched a new, smaller range of boutique
products entirely on SM, they did so to suit the positioning of the
brand identity:
Wine:
The new Wine range is the first time where a brand has
been launched and the core communication platform is Facebook;
no website, no nothing like that.
Interviewer:

It has purely been launched on social.

Wine:
Purely on social media. Social media and distribution
through our sales teams, so that is all. That is also part of the
discovery of a new brand, too. We dont want to be overt with our
advertising.

SM implementation can become a strategic goal in itself, adding

value to an IMC program if it is seen to be a social product. The
literature identifies the connection between innovative companies,
CEOs and successful SM implementation (Michaelidou, Siamagka &
Christodoulides 2011).

The companys ability to utilise SM to

differentiate their brand and hold a unique position in the market

will support their positioning strategy and improve their competitive

advantage.
Targeting
Some brands identified their consumers behavior on SM as being
complementary to reach out to their target market.
with digital you have got such a big broad choice of where you
target that and how you make it work for you it is so much more
targeted that we can make that money work so much harder for us.
Skincare

It was interesting to note that some of the marketers interviewed

were positive of their target markets SM habits and yet many had
conflicting observations as to what demographic actually exists on
the most frequented SM platforms, such as Facebook.

The

participant for Wine remarked:

Yes, definitely Facebook, I guess because of the size of Facebook.
Wine and our brand, we have other products that suit other
categories, but Wine tends to have an older audience, lets say 35
to 65, which really is the big heartland of Facebook. That is why
Facebook is our core. Wine

Conversely, one participant stated that:

The main focus for us has always been Facebook. We havent
actually extended beyond that to any great level, at this point.
When we look at our core consumer, they are essentially 25 to
40-year-old blue-collar Aussie blokes. I think when you look at where
social media, particularly Facebook, Twitter and the likes, it really
over indexes with that younger demographic, so there is a little bit
of an interesting mix whereby our core consumers arent
necessarily au fait with what social media is this day and age.
Dairy 2

The lack of differentiation between platforms by the participant for

Dairy 2, alludes to the possible strategic decisions he made not to
participate in many of the social spaces reporting that to his
knowledge their known consumers do not spend time on these
platforms.

The participant from Dairy 1 spent time observing

various SM, blogs, forums and Facebook to inform her strategic

decision making with regards to targeting:
So we had to not too tightly, because you end up with nothing, but
reasonably tightly define the territory where we thought we would

be relevant, and then very much set a strategy about how we will
communicate in those environments. Dairy 1

The Social Media Report of 2013 (Stelzner 2013) shows that many
marketers selection of SM platforms change over time, based on
years of experience.
with

SM

This fact proposes the idea that experience

implementation

facilitates

better

knowledge

of

the

appropriate platform types for their brand position and target

markets.
Social Segmentation
The brands that identified SM as an effective communications tool
for their brand appeared naturally close to their consumers due to
the social nature of their product. The proximity of the product type
to consumers social lifestyle deemed the appropriateness of SM as
a strategic communication tool to suit their audiences. Further, it
seemed that the effectiveness of SM as a promotional tool, like
other traditional forms of advertising, was affected by the category
of product.

The participant from Wine found that their online

audiences responded to personal posts and tweets from the brands

owners with regards to their lifestyle, travel and style advice. The
Retail Fashion brand said the greatest SM response (in terms of likes
and shares) always came from product related content, such as
arrival of new garments to the bricks and mortar stores.
Wine :
If you said, of all our communication on the Wine
website, what is promotional based versus communication, I would
probably say 5 per cent or 10 per cent is promotion based, and that
is largely because we are very lucky in that with wine we kind of get
an instant entry into that social space because for most people
food, wine, entertaining, socialising fits in the social space. If you
were selling something like, toilet paper for example, which is not
really
Interviewer:
it.

You wont get on Facebook to have a chat about

Wine:
No, and it is not really a social experience that you
share, whereas people love to share about food and wine. I think we
are very privileged in that we get access in there, and we are very
careful that we use those social platforms to build relationships and
build engagement with our brand, and not be really promotion
focused. There is nothing worse than being hammered for 1 million
promotions when you just want to learn, engage and be a part of it.

Some participants were concerned that the messages must be

tailored to suit the platform and therefore the consumer segment of
that platform:
Our strategy for those two platforms (Facebook and Twitter), are not
to have one broad-brush strategy across all social media. We are
pushing them and challenging them (our agency) to be more, not
reactionary, but proactive in that space. Condiment

In a 2011 study, it was found that attracting new customers

prevailed as the most important reason for using social networking
sites, however the measurement of this goal was relatively low
(Michaelidou, Siamagka & Christodoulides 2011). The inconsistency
between goals of SM and the metrics used to assess this, illustrate
the need to rethink SM implementation from the strategy formation
decisions right through to measurement of the programs outcomes.
Some current industry thoughts state that strategic capabilities
must be focused on the networks of people with shared interests
and goals if they are to capitalise on the social aspects of their offer
(Merchant 2012). This could take the form of the approach to the
varying purposes for SM; sales promotion, brand awareness,
engagement and acquisition.

The ability of the marketer to

recognise the best way to interact on SM with their target was a

strong indicator of the fit that brand would make with SM.

This

social fit of the brand, its offer and the purpose for SM could be
coordinated using the suitable platform.

The purpose of the

marketing activity needed to be aligned with the product type, the

social aspects of online conversation and SM sharing culture.
In summary, although strategic fit was part of the original IMC
framework it differed in nature with regards to the characteristics of
social media.
positioning,
strategies

To implement SM effectively in IMC programs,

targeting
must

be

and the social segmentation of brand

effectively

considered

when

strategising.

Traditionally these aspects of IMC would need to be aligned to

create a consistent message.

With the inclusion of SM in the

marketing communications mix, the positioning is important to

guide all decisions about media and messages, and yet targeting
and segmentation may be based on different factors.

4.5.5 Resources
One theme that emerged immediately was resources. This concept
exists in the original IMC framework as Budgeting (See Appendix A).
What

surfaced

was

the

common

thread

of

resourcing

in

organisations as dictating what level of execution was possible in

terms of SM implementation.

Budgeting in the original IMC

framework as a broad term fails to acknowledge the importance of

human resources and technological capability as fundamental
decisions. When financial accountability in organisations is strictly
monitored, marketing departments are required to streamline their
spending on internal infrastructure and communications campaigns.
When the question was asked, what do you do (as an organisation)
to hinder the implementation of SM?, every participants response
centered on resources; Resources are the biggest barrier (Retail
Fashion). Frequently cited in the literature (Edosomwan et al. 2011;
Michaelidou, Siamagka & Christodoulides 2011; Montalvo 2011;
Schultz, D & Peltier 2013), it is a major determinant of successful SM
implementation. Resources that were deemed to be contingent for
success

were

human

resources,

technological

resources

and

allocation of marketing budgets to allow the production of good

content, in a timely fashion.
Human Resources
I think it comes down to the logistics of having one person working
across the platforms who is key, and one person who understands
the difference between the different platforms, the different
consumers and how they are interacting with the audience and
what they want. Wine

The human resources required to execute SM strategies are

marketing managers, content managers, social media specialists or
digital agencies equipped with a deep understanding of the brand
and its personality,

I think overall, in all industries, the biggest thing that is hindering

social media usage is content managers and having enough budget
for dedicated content managers because, as much as it is a really
old fashioned kind of thing, I still believe content is still king. If you
do not have original, unique, new content, and you are not
sustaining it and you are not keeping the momentum, it is very
difficult for an organisation with a traditional structure to just switch
on a whole content person. Skincare

Similarly, Retail Food expressed the conundrum the company found

in deciding whether they could create an in-house marketer with SM
expertise and justifying the costs of doing so;
do we have the structured kind of cover that we think we need
from a customer relations point, but also do I have enough creative
brains, resources or content to then manage us owning it internally
as well? Retail Food

The issue here appeared to be the unknown territory of SM being a

cause for concern among senior management across the board.
The dedicated resources required for an SM manager were difficult
to acquire yet the need expressed by the participants mostly
prevented them from achieving full integration, consistency and
successful implementation. The underlying motivation was to bring
the control over SM close to the marketing team to maintain
authority and authenticity. The potential benefits to a company with
dedicated SM human resources are evident but putting the
structures in place must prove profitable first.

Confectionary is a

global company that shares their SM learnings across different

business units and compared what is possible with dedicated human
resourcing for SM and digital marketing communications in their
offshore operations;
The UK structure is quite different inasmuch as they do have quite
specifically a digital media manager in house and a social media
manager in house, which obviously just fundamentally step changes
what they are able to do. they liaise strongly with agencies, but it
just means that there is a much keener focus on social media and
digital per se within the organisation, and given the fact that you
have got dedicated resource there, they are constantly looking, they
are attending all the big social media events, all the big digital
events and there is just much more focus. Confectionary

Influencing and maintaining the brand equity, building awareness

and

engaging

consumers

requires

numerous

capabilities.

Management of SM requires strategic, analytic, technological and

creative competencies. SM management requires a high degree of
collaboration and access to management and company resources
(Montalvo 2011).
resources

and

Organisations face a decision to allocate their

knowledge

capital

to

enhance

their

SM

implementation if they are to achieve success.

Technology
Customer Relationship Management (CRM) systems, proprietary
dashboards and listening software applications such as Radian6
were seen as necessary to some organisations to implement and
measure their SM activities. These can be expensive tools and the
cost can be prohibitive to some marketing department budgets.
Further, the data can be collected using disparate metrics and
making results inconsistent and difficult to make comparisons. For a
company such as Retail Food, with 70 stores, this kind of technology
was essential to their management function, however, gaining
concise, comparable data from SM remained elusive:
We built a social media tab on our Facebook page to facilitate
entries to that competition, and that then tied into our CRM, so the
entries went through onto our CRM and then we could see them
populating on that CRM. That is an example of linking it, but not in
terms of tracking likes or tweets or anything like that. That is done
separately through our online tracking tool called Radian5 or
Radian6. Retail Food

Retail Food went on to say I wouldnt say at this point we have a

perfect system in terms of measuring return on investment, but that
is changing as Retail Food grows our marketing budget grows.
The relationship between budgets and measures were inextricably
linked. Confectionary was undertaking a testing phase of a new SM
tracking tool that measured SM in terms of traditional metrics for
other media forms. They said they hoped it would help to gain more
control over their SM activities and audience.
Depending on which agency you work with, they report on it
differently, right, so there is very little ability to transfer learnings
from one brand to another because every little digital agency is

looking at things slightly differently and reporting differently.

Confectionary

The need to measure SM by the same metrics as traditional forms of

communication was a capability gap for many of the organisations
interviewed;
what we have also tried to do is bring social media into line with
all our other media channels and measure it in terms of the same
measurements we put on our TV or our print or other advertising.
Condiment

Budgeting
Convincing management of the need to spend on SM came down to
timing and sales results;
We havent spent the proper time on it, and I think it is hard to
convince the higher powers that you need the extra resources when
they see it is ticking along. They just see that it is happening, we
are getting good response, getting good engagement, but they
dont understand we could go so much further if we actually
invested more effort and more money into it, to get a person to
concentrate solely on it. Retail Fashion
our budget is not huge, even though we are a big brand, we have
got quite limited budget. It is always a trade-off about how much we
invest in different mediums in order to get the greatest return. We
have been very concentrated in our spend to ensure that we could
be as efficient as possible and not spread ourselves too thinly
across multiple channels. Condiment

Management requires accountability for the marketing budget

assigned to SM programs and therefore the results must be
measured and evaluated however it was difficult to ascertain
whether investment in SM was conservative to avoid losses or vice
versa.

Retail Fashion noted that the Facebook advertising is $50

here and there, so it is not big dollars. Accounting for SM results

can be done in terms of qualitative or quantitative measurement via
computer aided tools, reporting systems and constant monitoring of
the environment within which the brand operates.

IMC programs

are typically reviewed in light of measures such as return on

investment (ROI), impact, reach, frequency, acquisition, conversion
and retention (Chitty et al. 2011; Murdough 2009; Schultz, D E
2011).

Lets just say it appeared that there was a bit of a conflict because
there were certainly what I thought was excessive amounts of
money being put into what we were still seeing as reasonably
speculative and trial based because if you havent done a lot of
social it is very hard to directly correlate the ROI. Dairy 1

However,

SM

created

opportunities

for

savings

when

other

traditional media costs are high, and the results and measures can
be more gratifying as the participant for Wine noted;
this year we have changed our strategy quite a bit, and it is
largely for, I guess, budgetary reasons. It is tough in the industry at
the moment. We have pulled back on quite a lot of our print
advertising, and we were doing quite a bit of digital and radio. We
are still doing probably a little bit of radio and print, but the majority
of what we are doing is social media. Largely, the two core reasons
behind that is that it is a much easier platform to build our
relationships because it is two way. We can certainly measure it.
Wine

They then later remarked;

if we were spending millions of dollars, you would want to make
sure that you were utilising the best tools possible to make sure that
you are getting the most out of your millions. We are not spending
millions of dollars, so it is all basic measures Wine

It appeared that the correlation between spending on measurement

and analytical tools, and spending on SM advertising and promotion
inhibits the successful implementation of SM.

The implications of

these findings suggest that the marketers were faced with the
question of making a fundamental change to their decision making
in terms of budgeting and resourcing.

In terms of the IMC

framework, budgeting or resources were still a fundamental decision

and consideration in these drivers of successful implementation and
were primary in achieving SM integration.
In summary, although budgeting was represented in the original IMC
framework it differed in nature to the new framework due to the
unique characteristics of social media.

In the traditional IMC

framework, budgeting was a criterion of IMC programs, usually

executed in a similar way for all forms of media being used. The
new Social IMC framework requires specific human resources and

technology as well as budgeting considerations.

The success of

implementation was contingent on these aspects.

4.5.6 Integration
Integrated SM was dependent on the coordination of media,
consistency planning and marketing-centric control over SM.

The

question of how integrated SM was in the participants organisations

was not explicitly asked and yet it emerged as a theme in the data.
This was due in part to the interview questions implied isolation of
the SM topic, that some marketers struggled to separate SM from a
general discussion of marketing communications, alluding to the
fact that it was indeed fully integrated for them;
I guess the difficulty with this, specifically talking social is that we
do not see it as a stand-alone, separate activity. It is just another
communication platform that forms part of the bigger, broader
integrated campaigns. Skincare
It is absolutely integrated and for us it is a means to an end, it is not
the solution. At the end of the day, the way we think about it is,
what is the brand and what do we want to achieve with this brand?
How are we going to do that? And then comms strategy is a tool for
achieving that as opposed to the solution, which I fundamentally
believe is the right way to approach it because otherwise the tail is
going to wag the dog. Dairy 1

The participants spoke of integration within the wider marketing

communications mix and as a component of their media strategy;
It was all integrated, so there was always mention of social media in
print; a little bit in radio, and you are obviously very restricted by
what you could do. But everything was cross-referenced. If you were
running a print campaign, we would make sure that that was also
represented, communicated on the Facebook channel. Wine

Integration within marketing communications is an implementation

decision in the original IMC framework, represented by Mixing
Elements and Selecting Media (See Appendix A). The coordination
of proliferated media sources were approached differently by each
participant. This reflects the traditional approach to implementing
SM in IMC as evidenced in Chapter 2.

Implementation decisions

based on the level of integration afforded to SM are made for vastly

different reasons. The purpose for integrating SM for many was to

amplify and extend on the traditional media offerings;
In terms of that general organic awareness, I think it is actually
probably the best tool we have got in terms of driving that level of
interest in the brand. Because of what we represent in these new
markets though, I dont think the digital space or the social media
space does a good enough job at really telling people what the
brand is about in a broad sense. When we utilise our media, we
certainly see through the home media, being TVC, out-of-home,
radio and those sorts of traditional types, probably play a better role
in actually telling people what this brand is about. Dairy 2
Yes, it is also a great amplifier of an idea. I think the most successful
marketing campaign is when you can actually cover a multitude of
channels. When we have done a PR campaign, for example, that
has got mainstream media press, we have put it in through our
owned digital assets. We have activated it through an event or
experiential and then we have blasted it through social media.
Those are the campaigns that, when they do well on all of those
media, are the ones that seem to really work because you are
hitting lots of different people in lots of different ways and repetition
of the same message, but through all different devices and
channels. If you get social media right, if you get a great idea in PR
and you can amplify it with social media, I think social media works
really well as an amplification effect to a creative idea. Retail Food

The participant from Retail Food saw the broadcasting nature of SM

as yet another channel to release messages advertising the brand.
This did challenge the interactive nature of the medium but also
capitalized on the reach of SM for relatively low cost.

Condiment

saw their brand as fully integrated and yet the use of ATL agencies
reduced the effectiveness of the integration achieved;
I also think from an integration point of view, we have tried really
hard to bring it (SM) into the front of our thinking about campaigns.
I mean it is everything we do. But I dont think we are quite there in
terms of working with our, say above-the-line agencies et cetera to
really think about it. Condiment

The participant for Confectionary had coined a term, to describe the

way in which they had begun to incorporate the consumer
behaviour driving the need to establish an integrated role for SM
among the media mix.
What we are doing is focusing very much as we move forward on
what we are loosely calling a transmedia strategy. We are really
trying to get to grips with the multiscreen behaviour and trying to
get better at, not just using digital per se and social media to push
out a message that we have already got happening on TV, but

rather to actually customise the message so that it is another

chapter of the story. Confectionary

The concept of interactivity and the shift in the nature of digital

communications has been reported in the literature as a
hypermedia environment (Hoffman, DL & Novak 2009). This new
media environment will create a more complex task for marketers
when decision making to coordinate media types and create
consistency of messages.
Consistency
Some

brands

communications

were

strict

elements

about
for

integration

coordination

and

between
to

all

ensure

consistency;
We have had a really concentrated effort through our social media
platforms to ensure that our conversational calendar and the
content we are generating online is aligned to our strategy and ATL
communications in achieving objectives. Condiment
I think there are two things around consistency, for me, aside from
the actual content that one is posting. One is tone of voice, and the
other one is a visual consistency, which we have been shocking at.
If you look at the likes of (Global Biscuit Brand), there is a beautiful
visual language that is used throughout all of their posts that is just
remarkable, and that is because they spend a lot of time focusing
on it. It is beautifully designed, and their photography is
exceptional. Confectionary
We are a fairly small team, a small organisation, and so we dont
have a huge requirement for specific written guidelines for social
media, for how it looks and feels, because we control that. Wine

The organisations with a marketing-centric structure were able to

create and maintain consistency. Tight control over tone of voice,
position,

brand

image

and

character

was

demonstrated

by

marketing departments that isolated and controlled the decision

making in their chain of command.

The closer the SM decisions

were to the brand managers and marketing managers, the more

control over the SM presence they could exert. This was contrasted
by the companies that suffered from a lack of coordination within
the company or when outsourcing to digital media and advertising
agencies;

that loss of control I can see applying to any kind of social and
digital media when you dont have a marketing-centric company
that has control over all those aspects. Retail Food
By not letting everyone get onto it everything that we get posted
is run by at least me I will always check it with my general
manager who looks after the brand across all areas of marketing
anyway Retail Fashion

Consistency was hindered by regulatory requirements of some

brands, in that they were obliged to alter their SM activity to ensure
legal and governmental requirements were covered, in the case of
Skincare it created pressure to conform to guidelines;
It is also quite difficult as well, particularly in a regulated industry
like where we have got registered products and TGA, to brief a third
party to be able to do that for you and make sure that they do the
right thing. It is about resources.
It is also about balance between, when all the social media sort
of exploded, and it was about transparency, and being authentic,
and allowing people to complain on your site, and acknowledging
the good with the bad. It is now about balancing that with making
sure that we are covered legally and that we are covered
responsibly. Skincare

Brands that created and utilised a definitive set of guiding brand

principles, in the form of brand DNA documents, human resources
and strict codes of conduct and regulations, increased their ability to
successfully implement SM consistently within IMC programs.
Condiment used strict guidelines to maintain a consistency in all
branded activities and this extended to SM.
we have also created sort of a brand-new brand style guide or we
call it brand DNA book. The role of the brand DNA guide is to
ensure consistency of how the brand should talk, what it should look
like; and within the book there is examples of how to execute.
Condiment

Confectionary, Retail Fashion and Wine all expressed the desire to

have more structured approaches to a brand guideline to inform
their strategic and tactical decisions for consistency. Retail Fashion
noted that a small team allowed for tighter control over the tone of
voice and brand personality. If they were to open up SM input to
involve a wider range of people internally, brand guidelines would
be necessary.

Most brands interviewed struggled to reconcile the quest for

consistency

and

internal

technical

capability

in

SM.

The

maintenance of consistency across content and platforms, and

possessing the right technical capabilities to perform on the same
platforms challenged how they could fully represent their brand
authentically in the SM sphere.

The decision to outsource their

digital needs (including SM) was sometimes driven by the need to

stay abreast of the technological trends, of which some marketers
believed the digital and social media agencies were more capable.
The participant for Retail Food was concerned about staying in
touch with industry trends on SM;
The challenge for owning it completely internally is that you do
need specific expertise in that area to remain plugged into trends,
like how is Tumblr going? Is Yelp really going to overtake
Urbanspoon? What are the industry trends? Because if you cut off
external agencies completely, that is what they actually have
knowledge into, they have that expertise. That was one of the
questions that was brought up in that spot. What Im trying to work
out is how we internalise it but also keep our hand in on what is
happening. You know, my God, is no-one using Facebook anymore?
Facebook has been in decline for a while now. Retail Food

One participant found that the agencies were less likely to

understand

and

react

appropriately

as

the

brands

online

personality;
there is the tone-of-voice side, which is probably a little bit more
difficult for the agencies because it is very intuitive. When you work
on a brand day in and day out, and for many years, you get to know
it like it is a personality, right, so there are fairly often instances in
which I will read something from the agency and go, What were
you thinking? Confectionary

The participant for Confectionary went on to discuss their New

Zealand

counterparts

success

in

achieving

authenticity

in

integration by keeping SM moderation in-house;

they have had remarkable success as a result because of the fact
that I think it has become apparent to consumers that there is an
individual who cares, that is responding to posts, and listening, and
talking, and perpetuating that conversation, as opposed to a
company that has been employed to post twice a week at X time. It
is a very different story. Confectionary

In summary, integrated SM is dependent on coordination of media,

consistency planning and marketing-centric control over SM.

In

terms of the IMC framework this theme bore resemblance to the

traditional decision-making framework.

SM is still required to

integrate among the media chosen to achieve campaign goals and

organisational objectives.

4.6 Chapter Summary

The findings of the exploratory qualitative analysis were presented
and discussed in this chapter. The major contribution of three new
concepts relevant to social media were identified and included in
the original IMC framework. While six themes came from the eight
in-depth interviews with senior marketing managers, three were
similar to existing components of the IMC framework. However they
did differ slightly in nature or character, with regards to the
integration of SM within the IMC environment. On the other hand
the three new themes derived from the interviews reflected the
interactive, immediate and intimate nature of SM and required
modifications to the IMC framework. The addition of these variables
changes the framework by ensuring SM is addressed in the planning
of managers in the following way:

Consideration of the interdependent role of SM within the

larger IMC program;

Dedicated strategic, resourcing and integration decisions are

made with regards to SM; and

Managers

undertake

listening,

engagement

and

agility

measures to successfully implement SM within IMC planning.

Those issues were critical to the marketers perception of successful
SM implementation.

Because of the unique characteristics of SM

and recent inclusion of SM in IMC, the original IMC framework

required updating. The next chapter provides an overall summary

of this research project, its contribution to the literature as well as

recommendations for research and marketing practitioners. As
mentioned earlier, in the literature more focus is needed on
understanding if and where social media might fit in an IMC mix
(Schultz, D & Peltier 2013).

CHAPTER

FIVE:

CONCLUSIONS,

RECOMMENDATIONS AND LIMITATIONS

5.1 Introduction
The previous chapter discussed themes derived from the interviews
with senior marketers concerning their experiences implementing
social media (SM). This chapter concludes the findings and presents
a modified framework, which integrates social media strategy into
the

traditional

integrated

marketing

communications

(IMC)

framework. Initially the chapter will review the research problem,

and research. Next it will integrate the contribution of this study into
the existing integrated marketing communication literature. We will
do this by presenting a new IMC framework based on the findings
and discussion of the previous chapter. The chapter concludes with
recommendations for future researchers and managers, and finally,
an identification of the limitations of this study.

5.2 Review of the Research

The aim of this study was to identify the current issues marketers
face in implementing social media in their organisations. At its core,
this research is unpacking, examining and questioning the issues
and discussions regarding the inclusion of SM in IMC programs.
Using an exploratory methodology, this study aimed to provide a
wide ranging snapshot of current issues faced by marketers in the
B2C sector when implementing and operating Social Media within
their IMC programs.

The aim of the interviews conducted was to

identify the benefits of, and barriers to successful implementation of

social media in the IMC mix.
This thesis provides the essence (Moustakas 1994) of key issues
faced by senior marketers implementing SM in a B2C context. Using

the data collected from the eight marketers interviewed, the rich
description of their experiences informed the conclusions discussed
in the subsequent section. The themes that were highlighted in the
data collected during the interviews are reflected upon in the
following section, and address the research question and sub
questions:

RQ: What is the experience of integrating Social Media into

the traditional IMC mix for marketing executives in B2C
companies?

SQ1: What is the role of SM within IMC?

SQ2: What are the perceived benefits of SM implementation to

IMC?

SQ3: What are considered the determinants of successful

implementation of SM in IMC programs?

5.3 Conclusions
The purpose of this study was to explore the experiences of senior
marketers since the inclusion of SM in IMC programs for their
brands. The issues arising are important to note given the growth in
both academic and industry attention SM has received. This study
made a contribution to the evidence as to how SM has altered the
IMC-driven environment of B2C marketing. It was found from the
eight in-depth interviews that the current mindset of these
marketers is one of discovery, trial and experimentation.
Schultz, D and Peltier (2013) suggested that the course of human
history has been changed significantly and argue that interactivity
and interconnections between consumers and marketers will
provide

the

dominant

paradigm

for

new

interactive

communication model going forward. The IMC Framework (Chitty et

al. 2011, p. 10) provided an appropriate model of the IMC process,

however its rigid nature has been challenged by the inclusion of SM

in the IMC mix.
This study provided a number of significant findings during the
course of the interviewing process:

The unique characteristics of SM, such as interactivity, require

the organisation to listen to the conversations, opinions and
trends presented on various SM platforms.

Monitoring the

online brand discussion, crowdsourcing for ideas and flagging

sales and distribution opportunities via SM channels, drove the
theme of listening.

The benefits to successful SM strategy

were increased sales, customer experience and product

development.

Developing methods of determining how brand engagements

are created and nurtured across the multiple SM touch points
will determine a competitive edge for organisations (Schultz,
D & Peltier 2013). The drivers of engagement are advocacy,
WOM,

sentiment

and

content

strategy.

The

level

of

engagement companies achieve in SM will determine a

positive brand experience and will support brand equity
(Edosomwan et al. 2011).

Other benefits to marketing

communications programs who seek brand engagement with

their consumers are; share of wallet, customer retention, ROI
and proactive WOM. (Schultz, D & Peltier 2013; Vivek, Beatty
& Morgan 2012).

A nimble and proactive approach to SM implementation,

allowed for a conversation with consumers not previously
afforded by traditional media. A company must dedicate time
and effort to review and respond to customers responses.
Determinants of an agile SM strategy were timing, reactions
and reach.

Benefits of creating brand agility were: superior

competitive advantage in the marketplace, cost savings and

potential reach to more consumers than was possible with
traditional media.

Social Media plays a role by providing a cost effective method

of marketing and advertising (Edosomwan et al. 2011).
Effective combinations of human resources, technology and
marketing budgets drove the theme of resources.

The

benefits to an organisation were the ability to create and

execute timely content at a low cost.

Possessing the

knowledge and capabilities to produce highly engaging

content in a timely fashion created many advantages for the
participants

organisations

as

discussed

in

the

previous

chapter. Further, measurement of SM outcomes facilitated

program evaluation and superior performance within SM
strategies.

The strategic fit of the SM campaign was largely attributed to

the positioning, targeting and social segmentation. This was
evident in the participants who achieved what they perceived
to be success in SM implementation. The benefits arising from
strategic fit were creating deep connections with niche targets
of

customers.

Self-segmentation

often

occurred

and

personalized offers were possible with more attention paid to

the matching of SM strategy and implementation.

When asked what is Social Media? Don Schultz and James

Peltier (2013) report that it is not just another channel for
marketers to unleash their communication activities.

The

level of integration afforded to SM activities within IMC can

have profound effects on the level of implementation success.
A

complex

balance

of

media

coordination,

consistency

planning and marketing-centric control of SM activities were

perceived to achieve integration.
Some final conclusions can be drawn from the outcomes and
discussion of the data analysis with regards to the research
questions.

The analysis of the participants responses uncovered

three new themes within SM; Listening, Engagement and Agility.

These concepts are new to the IMC process and infer that the twoway nature of communication in SM needs to be accounted for in
IMC program decision making.

The academic significance of this

research is to enhance and deepen the body of knowledge on SM

implementation issues and provide research avenues for the future.

5.4 The Social IMC Framework

Based on the findings of this study it appears that the new IMC
framework incorporating the unique characteristics of SM is needed.
This new framework would be the basis of future research, as well
as suggesting implementation guidelines for practitioners. The new
Social IMC framework includes SM as a dynamic aspect within the
IMC process, affecting the decision-making stages and creating
implications for the program outcomes (See Appendix A).

5.5 Recommendations for Managers

Marketers must leverage content across multiple channels to allow
for fuller implementation of social media initiatives beyond pure
short term promotion or sale promotion efforts (Schultz, D & Peltier
2013, p. 12). The unique characteristics of SM must be accounted
for, from the strategic planning at the outset, to the creation of
content for SM platform use. Organisations that find social media at
the top of the agenda when strategising will find it easier to
maintain a consistent voice and represent the core values of the
business (Maplestone 2013).

This study found that effective SM

implementation

is

contingent

upon

strategic

and

consideration of SM when forming IMC programs.

tactical

Utilising the

resources, level of integration and strategic fit of SM with the brand

to suit IMC planning will determine successful SM implementation.
Companies must acquire the skills of listening, engagement and
agility if they are to develop and deploy successful SM strategy
within the wider context of IMC.

5.6 Recommendations for Future Research

SM is the fastest growing interest area in marketing journals, with
nearly 200 articles published in the last two years alone (Schultz, D
& Peltier 2013). The research must move beyond use and usage,
tools and tactics, and more focus must be given to questioning
where SM fits into the IMC mix. The research conducted here has
illuminated some opportunities for further study of SM, namely
within the context of IMC as a concept, and as a process in and of
itself. Although this study narrows the SM Implementation theorypractice divide, there are still gaps existing between the current
research and what organisations are doing in practice. This study
mirrors what has been identified in the literature in that respect.
Perceptions of SM Integration: Further research could look
deeper into how companies integrate social media, why they do so
and how they feel they perform in social media, both from an
objective and a subjective view. It could also be interesting to
understand how companies measure their performance in social
media, both objectively and subjectively. If it was possible to follow
companies for a longer time, in the beginning of their integration, a
longitudinal measure of the change in performance could be gained
objectively. If timing restricts, further research of this area could be
to conduct more interviews and in that way get a deeper
understanding about how some companies work with integration
and how they measure performance.

New Social IMC Framework: Gaps in the current IMC literature

remain contingent on the validity of IMC measurement tools used,
inclusive is the need to test instruments that could be used to
evaluate IMC in organisations.

The new IMC framework could be

tested to identify the dynamic and amplifying effect of SM in IMC,

but further inquiry into its validity is required. This could be further
developed through alternative research methods, such as case
studies and action research.
Product Category Differences: Further studies could include a
quantitative study into the product category and level of social
media implementation success, in relation to level of integration
within the organisation.

Variables could be based around the

resources invested in SM implementation, human, technology and

budget

and

the

subsequent

levels

of

integration

and

implementation successes achieved.

New Measurement Dimensions: Another possible quantitative
study could incorporate the dimensions of SM measurement devised
by (Murdough 2009) and propose new ways to measure SM that
attempt to create a link between TM and SM measurement and
accountability. The link between strategy formation, measurement
and successful IMC programs is yet to be fully explored in academic
research and this is where most senior managers are seeking
answers to fundamental implementation issues.

5.7 Limitations and Challenges of the Study

While an effort to contribute to progress in resolving issues of
conceptual and theoretical development of the IMC construct is
required, this study moves beyond the ongoing argument to identify
the role of SM in the IMC landscape and its impact therein.

The

iterative process of developing an all-pervading definition of IMC, to

accumulate and add to the knowledge base in incremental, positive
steps continues. It is a long-term undertaking that will involve many

contributions to this field of research to arrive at a truly universal

representation of the IMC paradigm and its many facets (Lee & Park
2007; Reid 2005; Valos, Ewing & Powell 2010). The arrival of SM in
the IMC mix creates further developmental issues for research in
this field for the many reasons mentioned throughout this thesis.
In regards to this study, the parameters of an Honours thesis time
frame dominated many aspects of the study, imposing limits on the
ability to test a research problem to its fullest extent. As such, this
allowed arrival at the essence of the problem to emerge but raised
as many new questions as it answered.
Although this exploratory study was limited to a narrow band of
participants, their relative homogeneity allowed for a holistic look at
how they execute SM within their IMC activities. The study would
have benefitted greatly had there been time for more in-depth
questioning of the participants, a quantitative follow up and scope
to report the findings in a more conclusive and exhaustive manner
perhaps

incorporating

grounded

theory

collection and analysis (Galman 2013).

approach

to

data

Despite these limitations,

the strengths of the methodology were gaining rich personal

insights from the marketers via in-depth interviewing.

The

challenges and successes experienced by the participants were

appropriately

captured

as

result

of

the

interviews

and

methodological approach.
General limitations experienced were: gaining access to the
appropriate participants, the small sample size and limited time for
data collection and analysis.

The participants themselves were

generous with their information, but there was an inherent conflict

of interest, in that most marketers interviewed were assured
anonymity and therefore some information could not be shared due
to the public nature of the brands profiles. It could be said that had
the data been more anonymously collected, via survey for example,

that the participants might have been more inclined to give more
detail in their answers in terms of results, successes and failures.

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APPENDICES
APPENDIX A: THE IMC FRAMEWORK & THE SOCIAL IMC
FRAMEWORK

APPENDIX B: SEMI-STRUCTURED INTERVIEW QUESTIONS

When responding to the following questions, we would like to focus
on one brand where SM has a significant role to play in your IMC.
Q1:

How do you define SM for your brand?

Q2:

Which SM platforms do you use for Brand X:

Facebook
Twitter
Pinterest
Instagram
Google+
LinkedIn
YouTube
Blogs
Others

Q3: What marketing activities do you do through or within these

SM platforms?
Q4: What is the purpose of these activities? What do you hope to
achieve by performing these activities?
Q5: Do you see the benefits of SM as being different to traditional
marketing communication media?
Q6:

What traditional media do you employ for Brand X?

Q7: Does the purpose of SM differ from the purpose of other

elements of traditional media, i.e. such as television and
newspaper?
Q8: What do you do as an organisation
implementation of SM for Brand X?
Q9: What do you do as an
implementation of SM for Brand X?

organisation

to
to

facilitate the
hinder

the

Q10: How do you ensure brand consistency within your SM

activities? Is it harder? Why?
Q11: Do the methods you use to ensure brand consistency using
social media differ from methods used to ensure brand consistency
within traditional media?
Q12: What is your SM measurement strategy? Do the methods you
use differ from those used to measure the effectiveness of
traditional IMC?
Q13: Is there any other issue that we havent raised that is
relevant to the implementation of SM as part of your IMC mix for
Brand X?

Backup question for quick interviews:

Q14: How does SM affect decisions around:
Positioning
Targeting
Setting objectives
Budgeting
Mixing elements
Creating messages
Selecting media
Establishing momentum.

APPENDIX C: SAMPLE TRANSCRIPTION

Participant:

Retail Food

Interviewer:

Vanya Maplestone

Participant:
Retail Food, compared to where I was
working before at (Softdrink Brand), which was massive TVs,
billboards, advertising, massive budget, Retail Food has a
reasonable budget but our brand ethos is to get big without
appearing big, so we have actually, to this point, shunned traditional
media and gone really hard on digital but also PR, so generating
awareness through news currency and newsworthy events. So PR,
digital and then sponsorship and events are probably our three main
buckets with the way that we talk to consumers.
Interviewer:

Okay, so you dont do a lot of print?

Participant:
Not a lot, a bit, but not heaps, and if we do
print we will target it towards street press and street cool
magazines, rather than your broadsheets and all those kinds of
traditional channels.
Interviewer:
Okay, that is interesting. I think we have sort
of covered this, but your purpose for social media over traditional,
like you said, is more to get the brand message out?
Participant:
Yes, it is also a great amplifier of an idea. I
think the most successful marketing campaign is when you can
actually cover a multitude of channels. When we have done a PR
campaign, for example, that has got mainstream media press, we
have put it in through our owned digital assets. We have activated it
through an event or experiential and then we have blasted it
through social media. Those are the campaigns that, when they do
well on all of those media, are the ones that seem to really work
because you are hitting lots of different people in lots of different
ways and repetition of the same message, but through all different
devices and channels. If you get social media right, if you get a
great idea in PR and you can amplify it with social media, I think
social media works really well as an amplification effect to a creative
idea.
Interviewer:
Yes. When you say the same message, do
you mean the same voice? From the same perspective?
Participant:
Yes, the same tone, same message. There
could be a different aspect to the message. If you think about it,
very straight, one of my big PR successes was creating a
(promotional food item and launch event) that we did for a stunt
around Australia Day. That did incredibly well. We got massive
mainstream media coverage to that, like TV as well like Today Show,
Project, Channel 7 news and then all the broadsheets; News Ltd

newspapers picked it up as an exclusive, so we got that push. But

again, that is a push with not much feedback, which is great, by the
way.

APPENDIX D: BRAND IDENTIFIER MATRIX

INTERVIE

PRODUCT

JOB TITLE OF PARTICIPANT(S)

W
Brand A

TYPE
Skincare

Marketing Manager & Marketing Services

Brand
Brand
Brand
Brand
Brand
Brand
Brand

Condiment
Dairy 1
Retail Food
Dairy 2
Wine
Confectionary
Retail Fashion

Manager
Senior Brand Manager
Marketing and Innovation Manager
Marketing Manager
Brand Manager
National Marketing Manager
Marketing Manager
Public Relations and Retail Manager

B
C
D
E
F
G
H

APPENDIX E: GLOSSARY OF ACRONYMS

ATL Above the Line Media
BTL Below the Line Media
B2B Business to Business
B2C Business to Consumer
EDM Electronic Direct Mail
eWOM Electronic Word of Mouth
FMCG Fast Moving Consumer Goods
IMC Integrated Marketing Communications
KPI Key Performance Indicator
SEO Search Engine Optimization
SM Social Media
TGA Therapeutic Goods Administration
TVC Television Commercial
WOM - Word of Mouth

APPENDIX F: PLAIN LANGUAGE STATEMENT & PARTICIPANT

CONSENT FORM

PLAIN LANGUAGE STATEMENT AND CONSENT FORM

TO: Participant

Plain Language Statement

Date:
Full Project Title: Integrating social media into marketing
communications strategy: senior marketers perspectives
Principal Researcher:

Dr. Michael Valos

Student Researcher: Ms Vanya Maplestone

Reference Number:

BL-EC 24-13

Dear Sir/ Madam,

Plain Language Statement
You are invited to take part in this research project. This
Plain Language Statement contains detailed information about the
research project. Its purpose is to explain to you all the procedures
involved in this project so that you can make a fully informed
decision whether you are going to participate. Feel free to ask
questions about any information in this document.
Participation in the interviews is voluntary.
If you do not wish
to take part you are not obliged to. If you decide to take part and
later change your mind, you are free to withdraw from the interview
at
any
stage.
Any
information obtained from you to date will not be used
and will be destroyed.

Your decision whether to take part or not to take part, or to take part
and then withdraw, will not affect your relationship with Deakin
University. Once you have read this form and agree to participate,
please sign the attached Consent Form. You may keep this copy
of the Plain Language Statement.
For your kind information, this research aims to study how
businesses are currently integrating social media into existing
marketing
communications.
It
mainly
investigates
how
organisations coordinate a consistent message across media types,
how its outcomes are measured and the implications for future
research. Due to the lack of research regarding social media
implementation in business to consumer contexts and experiences
of social media utilisation, this study takes an exploratory approach.
The interview questions will follow a semi-structured style to guide
the discussion and some examples are as follows:
I. How do you define SM for your brand?
II. Which social media platforms do you use for brand X?
III. What marketing activities are conducted on these social media
platforms?
IV. What is the purpose of these marketing activities?

The research will be conducted with ten individuals. The results of

this study will contribute to a better understanding of the social
media phenomenon and its impact on marketing communications.
The outcomes of this study would appear to be useful to both
academics and practitioners who are evaluating the strategic uses
of social media within organisations. It also provides valuable
information on current practices of social media implementation
within Australian FMCG organisations.

Your participation in the project will involve a face-to-face interview.

Each interview will last up to 1.5 hours and will be recorded only
after receiving your consent. You are free to withdraw the voice
recording at any stage. To further clarify issues discussed during the
interview, you might also want to share some additional relevant
information by allowing us to inspect social media platforms and
other marketing communication mediums and materials currently in
use
by
your
organisation.
This
might include some
relevant documents as well. All voice resordings will be transcribed
verbatim and together with our notes and any other relevant
information that you may give to us would then be analysed for
research purposes. The information that we obtain from you and
your organisation, will not be used for any other purpose except for
the stated/explained research purpose. The findings of this research
study will be published as part of an Honours thesis.

Please note that, no

identifiable
information
will be published without your permission. Any information obtained
from you and your organisation will be stored at Deakin in a locked
filing cabinet, and all electronic copies of documents will be stored
on a password protected computer. All data will be stored for a
period of 5 years after final publication after which time the data will
be destroyed. Upon completion of this research project, you will be
sent (on request) a copy of any resulting publications.

This project will be carried out according to the National Statement

on Ethical Conduct in Human Research (2007) produced by the
National Health and Medical Research Council of Australia. This
statement has been developed to protect the interests of people
who agree to participate in human research studies. The ethical
aspects of this research project have been approved by the Human
Research Ethics Committee of Deakin University.
Complaints
If you have any complaints about any aspect of the project, the way
it is being conducted or any questions about your rights as a
research participant, then you may contact:

The Manager,
Research Integrity,
Deakin University,
221 Burwood Highway,
Burwood Victoria 3125,
Telephone: 9251 7129,

research-ethics@deakin.edu.au
Please quote project number BL-EC 24-13.
Further Information, Queries or Any Problems
If you require further information, wish to withdraw your
participation or if you have any problems concerning this project,
you can contact either of the researchers:

Michael Valos Supervisor

Email: Michael Valos michael.valos@deakin.edu.au

Vanya Maplestone Student Researcher

Email: vlm@deakin.edu.au
Telephone: 0438585026

PLAIN LANGUAGE STATEMENT AND CONSENT FORM

TO: Participant
Consent Form
Date: 25 June 2013
Full Project Title: Integrating social media into marketing
communications strategy: senior marketers perspectives
Principal Researcher:

Dr. Michael Valos

Student Researcher: Ms Vanya Maplestone

Reference Number:

BL-EC 24-13

I freely agree to participate in this project according to the

conditions in the Plain Language Statement.

I agree that this interview is to be voice recorded according to the

conditions in the Plain Language Statement:
YES NO
I would like to review/edit my interview transcript and provide the
necessary clarification to the researcher:
YES NO
I would like to share some additional relevant information such as:
Social media reports
Other marketing materials currently in use by my organisation
Relevant documents
I have been given a copy of the Plain Language Statement and
Consent Form to keep.
The researcher has agreed not to reveal my identity and personal
details, including where information about this project is published,
or presented in any public form.

Participants Name (printed)

Signature Date

Please email or post this form to:

Dr Michael Valos
School of Management and Marketing
Deakin University
221 Burwood Highway,
Burwood, VIC 3125
Email: michael.valos@deakin.edu.au
Tel: 0408 598 824

PLAIN LANGUAGE STATEMENT AND CONSENT FORM

TO: Organisations
Organisational Consent Form
(To be used by organisational Heads providing consent for
staff/members/patrons
to be involved in research)
Date: 25 June 2013
Full Project Title: Integrating social media into marketing
communications strategy: senior marketers perspectives
Reference Number: BL-EC 24-13

I have read, and I understand the attached Plain Language

Statement.

I give my permission for [staff/members/patrons] of [name of

organisation] to participate in this project according to the
conditions in the Plain Language Statement.

I have been given a copy of Plain Language Statement and Consent

Form to keep.

The researcher has agreed not to reveal the participants identities

and personal details if information about this project is published or
presented in any public form.

I agree that

1.

The institution/organisation MAY / MAY NOT be named in research publications

or other publicity without prior agreement.

2.

I / We EXPECT / DO NOT EXPECT to receive a copy of

the research findings or publications.

Name of person giving consent (printed)

Signature Date

Please email or post this form to:

Dr Michael Valos
School of Management and Marketing
Deakin University
221 Burwood Highway,
Burwood, VIC 3125
Email: michael.valos@deakin.edu.au
Tel: 0408 598 824