imc business plan 2021

The campaign inspired a purple theme, which took over the company's Facebook and Instagram accounts. Along with this social media content, influencers sent the palette and began to upload their reviews on YouTube .

For this launch, a variety of social tactics were used. A matching social campaign, user-generated hashtag, YouTube recommendations, and a revolving landing page contributed to where the campaign was distributed.

Pro-Tip: When you know where your audience spends their time, like the team at Melt, you can reach them with a diverse, omnichannel strategy.

8. Brew Dr. Kombucha, “Love Wins”

"In May 2020, Brew Dr. Kombucha released its signature kombucha with limited-edition colorful, rainbow-wrapping for Pride Month," HubSpot writer and Principle Marketing Manager Caroline Forsey recalls.

"The wrapping has the lifeline number to The Trevor Project printed directly on it — the company partnered with The Trevor Project and supports the organization through proceeds of its limited-edition kombucha."

"Along with the limited-edition wrapping, the company created a dedicated landing page for #LoveWins and supported Pride Month with the #LoveWins hashtag across its social channels."

Forsey continues, “Ultimately, I chose this campaign as one of my favorite integrated campaigns of 2020 because I was inspired to see this brand uplift and inspire communities while giving proceeds back to an incredibly worthy cause.”

What We Like: The brand chose a social movement that was important to them, Pride, and celebrated it with this integrated campaign.

This tactic brings awareness to a social cause a respected organization, and enhances a celebration.

Get Started With Integrated Marketing Campaigns

can help increase brand awareness, generate leads, and delight customers. The best-integrated marketing campaigns have an omnichannel approach, encourage audience engagement, and hopefully improve your brand reputation.

The only way to truly create an integrated marketing campaign is to have a marketing plan template to help you identify the proper channels, budget, and strategy for your campaign.

Don't forget to share this post!

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Integrated Marketing Communication Strategy Plan: 5 Examples

Table of Contents

What is a marketing communications strategy, what is a marketing communication channel, 5 steps to create an integrated marketing communication strategy from idea to implementation.

• Defining Objectives and Target Audience
• Selecting Communication Channels
• Crafting Consistent Messaging
• Implementation and Evaluation
• Refinement and Adaptation

Marketing Communication Strategies Examples

Advertising in integrated marketing communication strategy, direct marketing communication strategy in imc, importance of marketing communication strategy, conclusions.

In today’s hyper-connected world, a robust marketing communication strategy is paramount for any brand aiming to cut through the noise and reach its audience effectively. One of the most powerful approaches in this realm is Integrated Marketing Communication (IMC). Let’s delve into this strategy and explore its importance, examples, and the steps to create a winning IMC plan.

At its core, a marketing communications strategy is the blueprint that defines how a company will effectively communicate its messages to its target audience. It integrates various marketing channels to convey a cohesive brand message.

“A marketing communication strategy defines how a company communicates its messages. Channels, like TV or social media, deliver these messages.”

A marketing communication channel refers to the specific mediums or avenues through which a company delivers its messages to its audience. These channels can be diverse, encompassing both traditional and digital platforms. Traditional channels include print media, television, radio, and direct mail, while digital channels comprise websites, social media platforms, email, mobile apps, and search engines.

Crafting a robust channel of communication within a marketing strategy involves a meticulous selection process. It’s imperative to identify the most effective channels that resonate with the target demographic. A channel that works wonders for one brand might not yield the same results for another. Hence, understanding audience preferences, behaviors, and consumption patterns is crucial in channel selection.

A well-thought-out communication marketing strategy carefully selects and optimizes these channels to ensure the message reaches the right audience at the right time. The strategy might involve a blend of various channels, creating an omnichannel experience for the audience, thereby enhancing brand visibility and engagement.

Moreover, an effective communication marketing strategy doesn’t merely focus on the selection of channels but also emphasizes the synchronization and consistency of messaging across these channels. Consistency in brand voice, tone, and message across various communication channels reinforces brand identity and fosters trust among consumers.

By leveraging an appropriate mix of communication channels and aligning them within a cohesive strategy, businesses can effectively engage with their audience, amplify brand messages, and drive desired actions, ultimately contributing to their overall marketing objectives.

• Defining Objectives and Target Audience : Understand the marketing communication strategy goals and the audience to tailor messages effectively.
• Selecting Communication Channels : Choose the mix of channels that align with the audience’s preferences.
• Crafting Consistent Messaging : Ensure the message remains cohesive across all selected channels.
• Implementation and Evaluation : Execute the plan and continuously assess its effectiveness to make necessary adjustments.
• Refinement and Adaptation: Stay agile and adapt the strategy based on insights gained through evaluation.

Integrated Marketing Communication Strategy combines various strategies for all marketing communication channels with IMC tactics into an omnichannel comprehensive marketing plan.</з>

The five main components of Marketing Communication include: advertising to deliver mass media communication ad messages, direct marketing for individual personalized communications, public relations (PR) for brand communications and relationships with community, online digital marketing, and offline traditional media marketing communications. Each of these components is an independent marketing strategy and a part of the overall marketing strategy. Here are these top 5 marketing communication strategy examples.</з>

Traditional and digital yet impactful, advertising remains a cornerstone of IMC. It involves strategically placing messages through various mediums to reach the intended audience. Advertising campaigns are paid media buying. Ad is a message or message sequence shown to many peaple many times at a specific time and place. Advertising strategy includes defining target audience, choosing media placement, calculating budgets and media reach, creating ad copy, launching ad campaigns, and analyzing results, and adjusting strategy. </з>

• Advertising Communication Strategy Examples
• Goal: Increase sales of retail products, new cellphone models.
• Online Advertising Strategy Plan Example
• Target Audience: people who are interested in buying a new smartphone online.
• Digital Channel: Online ads on Instagram and Facebook 
• Placement: NewsFeed Post and Stories
• Budget: $1000
• Potential Reach: 100,000 
• Interaction Clicks: 1000
• Message: Text + Image + Link 
• Traditional Advertising Strategy Plan Example
• Target Audience: people who are interested in tech and smartphones.
• Traditional Channel: Print ad in Tech Magazine
• Placement: Half Page
• Potential Reach: 50,000 
• Customer Interactions: undefined
• Message: Text + Image 

Direct marketing involves personalized communication with potential customers, utilizing channels like personal conversations, direct sales, phone calls, emails, text messages, or targeted QR codes. Direct marketing is also known as

One-to-One Marketing or Real-Time Marketing

communications. Utilizing tools like ClearLine apps can streamline and enhance this process, ensuring seamless communication with the audience, delivering instant measurable results for any direct to consumer business.

• Direct Marketing Strategy Example
• Target Audience: store visitors who are interested in buying a new smartphone.
• Channel: ClearLine marketing apps
• Placement: text messages, SMS, email, QR codes. 
• Budget: $79
• Customer Interactions: 1000

Public Relations Content Marketing and Global PR Campaigns

Public relations focus on managing the brand’s image and reputation. Content marketing and global PR campaigns play a crucial role in shaping consumer perception.

• Public Relations Strategy Example
• Blog posts and social media marketing
• Press Release for news media
• Media production and video content
• Brand marketing campaigns
• Social listening
• Influencer Marketing
• User Generated Content 
• Events and Sponsorships
• Partnerships and collaborations
• Community Outreach and Supporting Programs
• Investors relations
• Government relations

Digital Integrated Marketing Communication Strategy

In the digital age, this strategy leverages online platforms and technologies to connect with audiences, utilizing social media, websites, and targeted digital ads. Digital marketing communication strategy includes Advertising, Direct marketing, and Public relations campaigns using digital media.

Digital Marketing Communication Strategy Example

• Online Advertising, pay per click (PPC)
• Search Engine Marketing (SEM)
• Search Engine Optimization (SEO)
• Paid Social Media
• Social Media Marketing (SMM)
• Affiliate Marketing
• Email Marketing
• SMS Marketing
• QR Code Marketing

Traditional Marketing Communication Channel

Despite the digital surge, traditional methods like TV, radio, and print ads still hold sway in reaching specific demographics effectively. Traditional marketing communication strategy includes Advertising, Direct marketing, and Public relations campaigns using traditional media.

• Out of Home Advertising (OOH). Billboards, transport ads, and signage in high-traffic areas. 
• Digital Out-of-Home Advertising (DOOH). Digital Signature, digital billboards, transport screen ads, kiosk ads.
• Print ads: magazines, journals, fliers.
• Broadcast marketing: TV ads, Radio ads.

A robust marketing communication strategy is vital for businesses to convey their message clearly, consistently, and effectively. Understanding the marketing communication mix is crucial. A balanced combination of advertising, direct marketing, PR, digital marketing, and traditional media ensures a comprehensive approach.

In a dynamic marketing landscape, an Integrated Marketing Communication strategy is the linchpin for brands aiming to resonate with their audience. By embracing diverse channels, crafting compelling messages, and adapting to changing trends, businesses can carve a path towards sustained success.

• Digital Marketing Strategy and Planning
• Content Marketing
• Digital Experience Management (Desktop/mobile website)
• Email Marketing
• Google Analytics
• Marketing Campaign Planning
• Search Engine Optimisation (SEO)
• Social Media Marketing
• Agency growth
• Business-to-Business
• Charity and Not-for-profit
• E-commerce / Retail
• Managing Digital Teams
• Managing Digital Branding
• Managing Digital Transformation
• Managing Lifecycle Marketing
• Managing International Marketing
• Startup and Small Businesses

5 steps to creating an integrated marketing communications campaign

Integrated campaigns are effective at balancing both short-term sales uplifts and long-term brand-building effects by combining a range of different channels

The advantages of creating a joined-up, integrated marketing communications (IMC) plan are well-documented and go back over twenty years . Even before the internet really took off businesses, brands and agencies were looking for ways to create consistency across content and media touchpoints.

Although not all campaigns have to be fully integrated (e.g. short-term guerrilla campaigns or PR stunts), brands looking to make an impression and raise awareness as part of a product launch or seasonal sales push should consider how the different elements of a campaign come together as one.

Integrated campaigns are effective at balancing both short-term sales uplifts and long-term brand-building effects by combining a range of different channels:

[Source: Les Binet and Peter Field, Media in Focus: Marketing Effectiveness in the Digital Era, IPA]

The benefits of integrated marketing communication

Every marketing campaign will be different - from the overarching objective, through to the content, media and call to action. However, as marketers, it’s our responsibility to look beyond our individual silos and look for opportunities to connect the dots and develop campaigns that use different elements that support one another.

It’s worth highlighting some of the benefits of creating a truly IMC plan:

Increase profits

By establishing a unified message across media touchpoints, campaigns are more effective

Drive sales

Stretching messages across different communications enable brands to increase reach and drive positive business results.

Stronger credibility

Consistency across channels generates confidence and credibility in what you are communicating as a brand

Drives efficiencies

By eliminating duplication across media type (e.g. imagery, video, graphics) and agencies, brands can generate improved efficiencies in time and cost.

Key consideration for developing an IMC campaign plan

Now that we’ve established some of the benefits of creating an IMC campaign, let’s look at five steps to consider when developing a new marketing campaign:

Set common objective and strategy across teams

From the very outset of any campaign, it’s crucial to have a clear and common set of objectives. If there is any ambiguity around the campaign’s primary objective, it’s unlikely you’ll have a unified team that can collaborate and complement one another.

Download our Free Resource – Integrated marketing megatrends

Our free integrated strategy guide will step you through 10 success factors that are deployed by leading companies to future-proof their business by creating more effective, joined-up media investments and customer journeys.

One way to set common goals and objectives is to work together to evaluate what you’re ultimately looking to achieve. For example, you may be launching a new product or service, in which case brand awareness and consideration will be your objective. Alternatively, you may want to drive sales from your existing customer base, meaning cross-sale will be your primary objective.

Whatever you’re looking to achieve, consider your current state versus objective. The strategy you develop will be the bridge between these two elements. To make this work, all teams should be fully invested because the process requires insight from everyone involved.

Some key questions and considerations:

• Strategic goals - what are the overarching business, sales and marketing objectives?
• Targets - what does success look like in terms of size of the opportunity, market share, brand awareness or lead generation?
• Timings - over what period of time should objectives, goals and targets be achieved?
• Budget - what is the budget we’re working to? Is there scope to expand and build over time?

Identify a clear audience insight

The one common factor of every successful campaign is a clear and compelling insight. Mark Pollard, a leading strategist and author of Strategy is Your Words :

“Insights are unspoken human truths, truths the subconscious recognizes when it sees them. Often, insights are the arsenal of comedians and poets. A lot of creatives lookup jokes about particular issues as inspiration for their ideas for this reason.

One of the best ways to find them? Start with something that seems obvious and keep asking ‘Why?’ and ‘What if?’”

There are four main areas that make up a marketing problem, which either on their own or in combination with one another, can be the source of a potential insight:

Start with a ‘big idea’

Whilst not always essential, the creation of a ‘big idea’ can act as a very effective centre-point for an integrated marketing campaign. Without a clear, impactful and differentiated concept, there is less opportunity to pierce through the noise and capture the attention of consumers.

The big idea should be an overarching concept that can stretch across all media so that it’s not just limited to one channel. In this context, the big idea can sometimes be referred to as an ‘experience idea’ because it marks the transition from strategy to execution:

The goal is to develop an idea that is joined up and integrated with all other relevant channels, rather than a series of separate executions that have a tenuous relationship with one another. This approach will put you in a stronger position to engage consumers meaningfully in the places that matter.

Les Binet and Peter Field’s research indicates that ‘fame-driving ‘campaigns give brands a greater opportunity to drive results across a range of measures:

[Source: Les Binet and Peter Field, The Long and the Short of It, IPA]

Drive efficiencies across media channels

The channel planning element of a campaign is where you outline how different media channels will be used to meet your business and marketing objectives based on your budget and audience insight:

• Outline the role of channels - this should provide a top-line/ one-page summary of how your proposed role for channel align with your communications and overarching business objectives. The below shows an example of how this might look like for a brand awareness campaign:

• Media deep-dive - following on from the channel overview, go into detail for each of the main media channels to explain more about how and where these will be used
• Guidelines and best practice - many elements of the media mix will require support and guidance from the lead marketing function. A set of key guidelines will help ensure that at the very least core best practices are followed to minimise mistakes and inefficiencies

Leverage custom data

One area that is not always given the attention it deserves is the use of customer data, an important consideration for driving retention.

Whilst it could be argued that this is something marketers should look at post-campaign (rather than part of the IMC campaign itself), smart use of customer data should always be used to power a campaign and ensure content and media are being used efficiently.

One way to use existing customer data is to interrogate the customer journey for your brand. Although a customer journey is rarely linear, it’s still important to map out the journey from your business’s perspective and the different elements that will impact the customer at each stage:

By mapping out the customer journey, you can start providing useful insight:

• Understand how the customer sees themselves at each stage, e.g. our definition of ‘active’ and ‘non-active’ may not align with customers’ perceptions of their relationship with your business
• Identify key communication and content needs at different stages of the journey
• Align contact with different customer types (personas), segments and life stages

Creating an integrated marketing communications campaign requires clear alignment and buy-in from every team involved in the process. By agreeing with an overarching vision and objectives upfront, a campaign team can start acquiring audience insight and develop a creative idea. This will underpin every element within the campaign (from direct mail to TV) and give the brand the best opportunity to reach the target consumers and generate results.

By Gavin Llewellyn

Gavin Llewellyn (LinkedIn) is an independent consultant. He is a Chartered Marketer who specialises in digital marketing, specifically in social media, SEO and online strategy. Gavin blogs at One Too Many Mornings where he offers advice, guidance and ideas on how individuals and companies can use digital marketing effectively to get found online, build engagement and generate conversion. You can Follow Gavin on Twitter .

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12 Examples of Awesome Integrated Marketing Campaigns

Deliver a unified brand message to your target audiences without having to spend a six-figure budget. Explore the power of integrated marketing campaigns as demonstrated by these 12 brands.

Rather than ignoring the major source of contention, the campaign accepted it and capitalized on the automobiles’ small size by encouraging its consumers to “Think Small” – the name for their campaign in 1959.

The campaign’s duration demonstrates its success since it appeared in prominent print publications and newspapers throughout the country.

After proving so effective in print, the concept was successfully adapted into TV advertisements, billboard campaigns, and even radio promotions.

Key Takeaways :

• Keep the campaign message simple
• Turn around your product’s limitations into a campaign

2. The Truth is Hard by The New York Times

The New York Times was in trouble with declining subscribers and diminishing confidence in the news. This well-known newspaper needed to find new strategies to gain universal trust.

That is when they devised the “The Truth Is Hard” campaign, one of the most effective integrated marketing campaigns, launched for the first time on 26th February 2017.

In 2018, The New York Times published a simple video demonstrating the clarity of news production in its office.

Viewers were engaged and challenged to make them consider what truth meant to them.

With the world grappling with widespread refugee crises and conflicts, the second phase of the campaign demonstrated what journalists must undergo to provide truthful news.

This content was distributed around the world after sponsored social media campaigns were launched.

As a result, subscriptions to the Times skyrocketed. Indeed, its subscription base rose by 100%, improving the public’s perception of the well-known newspaper.

• Rake in current public sentiments for your campaign
• Synchronize the outdoor and digital campaigning

3. Wasssup by Budweiser

The Super Bowl is where television ads come to dream big. In the year 2000, “ Wasssup ” had the opportunity to catch the imagination of legions of football enthusiasts. And it certainly did not squander its opportunity!

The commercial depicted buddies repeating this line over and over while sipping Budweiser and enjoying a football game.

The “ Wasssup ,” greeting made its way into the pop culture of the time, prompting spoofs and memes. The ad was imitated by media figures such as Katie Couric and Howard Stern.

Despite the fact that the internet was still in its early phase, the brand became a pioneer by directing viewers to the website.

On the website, visitors could learn how to say “ Wasssup ” in over 30 different languages! With this new marketing campaign, only one phrase increased visitors to Budweiser’s website and sealed the marketing campaign’s efficacy.

Key Takeaways:

• Strike a buzzword that your audience can relate to
• Deliver what your audience wants from your brand

4. This is Wells by Wells Fargo

Wells Fargo is a financial services behemoth and the third-largest bank in the world. Despite the fact that it had been plagued by claims of fraud, the firm looked towards integrated marketing as well as rebranding initiatives to regain the confidence of its stakeholders and consumers in 2017.

Wells Fargo used its integrated marketing platforms to create a well-optimized campaign to appeal to its target demographic.

All effective marketing approaches emphasized the intersection of human sentiments combined with cutting-edge technology, which was critical to changing Wells Fargo’s overall customer experience.

Take, for instance, the playlists curated by Wells Fargo to promote and familiarize their customers with their financial services.

These videos were specially designed to not only establish Wells Fargo’s credentials as a reputed bank but also to dispense important financial information to its customers.

Key Takeaways

• When handling negative customer feedback , design a campaign showing an acknowledgment of past mistakes and the steps taken for course correction
• Impart valuable information of digestible viewability, if possible

5. Get a Mac by Apple

This series of commercials that debuted in 2006 featured humorous characters, each representing the two computer manufacturers (PC Vs. Apple). The goal was to persuade consumers to shift away from a PC, to a Mac, an upcoming competition.

The advertisement format was comically aggressive but also lighthearted and humorous. Furthermore, Apple portrayed itself as the good guy, always encouraging PC to relax a bit.

• Focus on the experience; product features can follow later
• Minimize straightforward messaging, and create as much enigma as possible
• Prioritize visual storytelling

6. Breaking2 by Nike

Nike live-streamed their marathon in under 2 hours as part of their marketing campaign for their new product – the Zoom Vaporfly Elite in 2017. It was aired live on Twitter and Facebook, as behind-the-scenes images were posted on Instagram.

They recruited three athletes – Zersenay Tadese, Eliud Kipchoge, and Lelisa Desisa – for the race, made it simple for fans to track with their hashtag #Breaking2 , and even developed a unique Nike shoe emoji.

While sprinting is undeniably appealing to Nike’s core sports demographic, the campaign’s theme of unleashing a yet unachieved human potential resonated with a far larger audience. Countless were motivated by confronting the status quo, stretching human potential to its limits, and providing anybody with internet access a literal front row ticket to the thrilling race.

• Adopt boldness and endeavor to push boundaries
• Ensure the maximum possible exposure within the limits of the budget

7. Transfarency by Southwest Airlines

Southwest Airlines’ brand messaging has always talked about its low fares while delivering great customer value. However, that overarching brand message had become increasingly harder to maintain with the evolution of rival airlines competing.

To counter that, Southwest unveiled its new “Transfarency” campaign in 2015 to reiterate its traditional claim of being the greatest bargain in the sky.

The campaign communicates its value proposition across television, print, radio, and digital platforms.

This campaign was devised by Austin’s GSD&M advertising agency, where it even went on to create a special “minisite” for comparing the fares of Southwest Airlines as compared to those of its rivals.

• Create appeal through value proposition
• Be customer-centric throughout the campaign
• Feature the organization’s real employees to send the message further home

8. Go Places by Heineken

In 2016, Heineken launched its inaugural “Go Places” campaign with the goal of emphasizing the firm’s distinct culture and perspective to potential workers.

The initial marketing initiative invited people to participate in an engaging interview – a type where the participants could “choose their own adventure,” with the outcome being their professional strengths.

After completing the interactive quiz, participants were handed over their findings and urged to use their LinkedIn profile for applying to jobs.

• Create a personalized audience experience
• Interactive integrated marketing campaigns are the future of marketing
• Employ real use cases wherever possible

9. Be more dog by O2

This diverse campaign released in 2013 included outdoor and digital applications, such as geo-specific mobile advertising, in addition to television and theatrical releases.

The O2 priority app is a marketing strategy in and of itself, allowing customers to purchase exclusive experiences and tickets before anybody else.

O2’s integrated marketing strategy is so brilliant that it not only attracts customers with its quirky nature but also provides them with a bit extra in the shape of prioritization.

• Use humor and quirk for effective campaigns
• Leverage the product’s features to provide a sense of exclusivity

10. On the Road by Waze

Waze used their data to create a sponsored marketing campaign in partnership with the New York Times in 2017.

The data revealed fascinating patterns about how we drive, what we drive, and where we drive. The business incorporated quiz functions to evaluate the reader’s knowledge of driving patterns, which makes this campaign even more interactive.

• Collate market research with personalized results to drive individual value home
• Crowdsourcing can reap amazing benefits
• Collaborate with big brands to maximize the scope of marketing

11. Chicago’s Field Museum Campaign

Brands may be both culturally as well as commercially significant, as demonstrated by the Field Museum’s integrated marketing approach that connected people with the world of art in order to promote their specialized exhibit attendance in 2018.

Paid digital media along with traditional advertising (like outdoor billboards) were used with social media posts declaring surprise “pop-up” art locations.

Furthermore, several videos were recorded of people interacting with the exhibits. All of this created a holistic marketing experience that made onlookers desirous of visiting the museum to satiate their cultural appetite.

• Prioritize interactivity and creativity in your campaigns
• Try to garner engagements through smartphone and out-of-home campaigns

12. House of Innovation by Nike

Nike produced a mixed-media artwork product that was displayed in the midst of their main store in New York City in 2019. The artwork depicts historic sporting incidents created by sports persons using Nike.

It connects the worlds of branding, art, marketing, and technology. Furthermore, the entire flagship store provides a completely unique shopping experience for customers.

People may create their own footwear, and there is a floor dedicated to customized garments, where customers can alter colors and emblems and even switch out fabrics and mix two separate items of clothing to formulate a completely new personalized product for themselves.

• Sometimes tangible, real-life objects themselves can be great marketing tools
• Make the most of your chosen platform to drive home the message

Lastly…

As more and more brands come into the picture. Brand recognition may diminish unless a consistent and coherent message is in place.

So using integrated marketing campaigns can help you deliver a consistent message across various channels, leading to increased brand awareness and revenue, as demonstrated by these 12 brand examples.

Frequently Asked Questions

🌟 What is an integrated marketing campaign’s key approach?

An integrated marketing approach recognizes that clients aren’t limited to a single channel of marketing. At the same time, the campaigns must have outstanding characteristics in order to stand out from the crowd. Consumers will identify your brand irrespective of whether they see it online or in print.

🌟 What is the biggest advantage of an integrated marketing campaign?

The customer of today needs multi-level engagement from brands. Customers use an average of six touch-points, up from just two touch-points, before finalizing their purchase. It validates the need to have an integrated marketing approach where you interact with customers from multiple sources.

🌟 What are the 4 P's of integrated marketing?

The four Ps of integrated marketing are Product, Price, Place, and Promotion. They're the key things companies focus on to market their products effectively.

🌟 What is “Promotion” within the context of integrated marketing?

Promotion is one of the five marketing elements of an integrated marketing strategy. Promotion within the marketing realm involves personal selling, advertising, sales promotion, direct marketing, and publicity as pertinent practices.

🌟 What is the first step of an integrated marketing campaign?

The situational/contextual analysis is the first stage of the planning process for an Integrated Campaign. A SWOT analysis, as well as an internal and external environmental study, may also be included.

About the Author

Chandraveer Singh

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Guide to creating an integrated marketing communications (IMC) plan

• by Performance Marketer Team
• 22 November 2022
• 3 minute read

Integrated marketing communications (IMC) is a strategic approach that involves harmonizing and synchronizing all marketing and communication efforts, tools, channels, and resources within an organization. By seamlessly blending various elements of the marketing mix, IMC aims to create a unified and impactful program that effectively reaches and engages both consumers and other key stakeholders.

This comprehensive approach entails coordinating advertising, public relations, direct marketing, sales promotion, social media, branding, and other communication methods, ensuring that they work together synergistically towards a common goal. By integrating these diverse components, IMC enables companies to deliver a consistent and cohesive message across multiple touchpoints, reinforcing their brand identity and enhancing the overall customer experience.

At its core, IMC strives to maximize the effectiveness and efficiency of marketing activities by eliminating silos and fostering collaboration between different departments and teams. It recognizes that customers interact with brands through various channels and touchpoints, and seeks to create a seamless and immersive brand experience across all these interactions. By doing so, IMC aims to build strong and enduring relationships with customers, increase brand loyalty, and drive business growth.

In essence, integrated marketing communications is a strategic framework that enables companies to leverage the power of synergy and coordination to deliver a compelling and unified message to their target audience, ensuring that their marketing efforts are optimized and impactful.

What is an integrated marketing communications plan?

A complete integrated marketing communications plan incorporates every element of the marketing mix in order to present a unified message to target audiences and other company stakeholders. Integrated marketing is based on the master marketing plan, which should include all the components of the marketing mix. The foundation of an integrated marketing communications program consists of a careful review of the company’s image, target customers, and the markets in which buyers are located. Advertising programs are then built on this foundation, as are other elements of the promotional mix. Achieving integrated, marketing communications can become more complex when deployed at a global scale, due to larger national and cultural differences in target markets.

4 stages in designing an effective integrated marketing communications system

• Identify, coordinate, and manage all forms of integrated marketing communication. Bring all of the communication elements together under one umbrella. This includes advertising, promotions, direct mail, digital marketing and e-commerce programs, public relations, sponsorships, and other marketing activities. During this stage of IMC development, the marketing team must be sure that all communications deliver a unified message and speak with one voice. A theme should also be present in the logos, colors, letterhead, and every other message the company sends. The goal is to make sure there’s consistency in and synergy among all communication channels.
• Examine communications from the perspective of the customer. The marketing team should review every contact method, also known as a brand touch points , that might influence customers as they form opinions and make decisions about the company. The goal is to ensure external communications match internal communications. The integrated marketing communications umbrella covers every internal and external group that might affect perceptions of the company and its products.
• Gather integrated marketing communications performance marketing data to make better decisions. Continuously identify and evaluate the impact of communications. Use customer data insights to help drive strategic planning and analyze the return on investment. It’s also important to adjust and optimize marketing campaigns and communications when data insights highlight areas for improvement.

The role of corporate imagine in IMC

Effective marketing communications is based on a clearly defined corporate image. The image summarizes what the company stands for, and how well its position has been established. The goal of image management is to create a consistent impression in the minds of customers and key stakeholders. A strong corporate image creates a major competitive advantage, and can make the difference in a choice between competitors.

Benefits of having a consistently strong visual brand image:

• Give assurance about the purchase when the buyer has little or no previous experience with a good or service, or is making the purchase in an unfamiliar setting
• Reduce search time and purchase decisions
• Enhances company revenue, and builds longer term loyalty when the image also matches or exceeds expectation

It’s important to remember that what consumers believe about a firm is far more important than how company officials view the image. The image of being projected must accurately portrayed the organization and coincide with the good and services being offered.

• integrated marketing communications
• integrated marketing communications imc
• integrated marketing communications plan

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Crafting Your Integrated Marketing Communications Strategy

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• Key Takeaways

Customer engagement increases by 68% when businesses utilize integrated marketing strategies. (Source: Gartner)

Companies with a well-integrated marketing communications strategy experience a 25% increase in marketing ROI. (Source: Statista)

82% of consumers expect a seamless brand experience across all channels. (Source: SEMrush)

Integration boosts customer engagement and ROI significantly, as evidenced by recent statistics.

Today, it’s super important for businesses to make a strong plan for how they talk to people about their stuff. There are so many messages everywhere, and it’s hard for companies to get noticed. So, how can they make sure people really listen and do something about it?

Introduction to Integrated Marketing Communications (IMC)

Integrated Marketing Communications (IMC) means putting all your marketing stuff together to make one strong message. It combines things like ads, public relations, emails, online marketing, and more, so they all say the same thing about your brand. This helps customers understand and remember your brand better. It’s like making sure everyone in your team sings the same tune, so your customers hear a clear and consistent message wherever they go.

• Understanding IMC Concepts
• Keeping a steady brand message: Integrated Marketing Communications (IMC) stresses the importance of keeping your brand’s voice, tone, and message the same across every way you communicate. This helps people remember your brand better, builds trust with them, and makes your brand experience unforgettable.
• Knowing what your customers think: IMC uses what we know about customers and what we learn from studying the market to make better communication plans. When we understand what customers like, what they do, and what they don’t like, we can make messages that really connect with them.
• Making it all about the customer: IMC focuses on making sure everything we do in marketing is about giving customers what they want and need. By paying attention to what makes customers happy and interested, businesses can make friends with them for a long time and keep them coming back.
• Making sure marketing helps the whole business: IMC makes sure that marketing work matches what the business wants to do. When marketing is working with what the company wants to achieve, it helps the company grow and do better overall.
• Choosing the right ways to talk: IMC means picking the best ways to talk to the people you want to reach. This could be old-fashioned ways like ads on TV or in newspapers, or it could be modern ways like social media or email. The key is making sure you’re using the right ways to talk to the right people.
• Importance of IMC in Modern Marketing
• Navigating a Fragmented Media Landscape

In today’s digital age, consumers are exposed to a myriad of messages from various sources, leading to information overload. IMC provides a strategic framework for cutting through the clutter and delivering a unified brand message that resonates with consumers.

• Building Brand Consistency and Equity

IMC helps build brand consistency and equity by ensuring that all marketing communications reflect the brand’s values, personality, and positioning. Consistent messaging across channels strengthens brand identity and fosters brand loyalty among consumers.

• Maximizing Marketing Impact and Efficiency Integrated Marketing Communications (IMC) is a smart way for businesses to make their marketing efforts go further. By using IMC, companies can combine different ways of promoting their products or services, like advertising, social media, and emails. When these methods work together, they can have a bigger impact on customers. This means businesses can get more out of their marketing budget and resources, making everything more efficient.
• Driving Measurable Results and ROI IMC helps businesses see how well their marketing is doing by looking at specific numbers, like how many people see an ad or click on a link. This helps them figure out if they’re getting their money’s worth from their marketing efforts. By keeping track of what works and what doesn’t, companies can improve their future strategies and make sure they’re getting the best results possible.

Fundamentals of Integrated Marketing Communications

Integrated Marketing Communications (IMC) is a smart way of doing marketing. It means all your marketing stuff works together smoothly to tell your audience the same message. Basically, IMC mixes different ways of promoting your stuff, like ads, PR, emails, sales deals, and online marketing, so your brand feels the same everywhere. Let’s explore the fundamentals of IMC in detail.

• Defining Your Target Audience:
• Start by conducting thorough market research to gather insights into your target audience’s demographics, preferences, behaviors, and pain points.
• Utilize tools such as surveys, focus groups, social media analytics , and customer feedback to gain a deep understanding of who your audience is and what motivates them.
• Segment your audience based on factors such as age, gender, location, interests, and purchasing behavior to tailor your messaging effectively.
• Establishing Communication Objectives:
• Clearly define your communication objectives, ensuring they are specific, measurable, achievable, relevant, and time-bound (SMART).
• Align your communication objectives with your overall business goals to ensure that your marketing efforts contribute to driving tangible outcomes.
• Examples of communication objectives include increasing brand awareness, driving website traffic, generating leads, boosting sales, or enhancing customer loyalty and retention.
• Selecting Communication Channels:
• Consider your target audience’s preferences, behaviors, and media consumption habits when choosing communication channels.
• Evaluate the strengths and limitations of various channels, including social media, email marketing, content marketing, search engine optimization (SEO), paid advertising, public relations, and events.
• Develop a multi-channel strategy that leverages the strengths of each channel to reach your audience effectively at different stages of their customer journey.
• Crafting Your Key Messages:
• Develop clear, concise, and compelling messages that communicate your brand’s unique value proposition and resonate with your audience’s needs and aspirations.
• Focus on communicating benefits rather than features to demonstrate how your products or services address your audience’s pain points and fulfill their desires.
• Ensure consistency in messaging across all channels to reinforce your brand identity and build trust with your audience, creating a cohesive brand experience.

Integration of Marketing Communication Elements

Crafting a good marketing plan means putting together different ways of talking about your brand that all fit together smoothly. When everything works together, your message gets stronger, and it’s more likely to catch people’s attention and make them interested in what you’re offering.

• Advertising Strategies

Advertising helps make people aware of brands and gets them interested in buying. When you include advertising in your marketing plan, it helps repeat important messages and lets more people know about your brand. You can use different ways to advertise, like on TV, radio, in newspapers, or online through social media and search engines. When your advertising matches your other ways of talking to customers, it makes your brand stronger and more noticeable.

• Public Relations Tactics

Public relations is super important for how people see your brand and if they think good things about it. When you mix PR with your marketing plan, you can use things like getting in the news, teaming up with popular people, and getting involved in your community to make your brand seem trustworthy and credible. Make sure to work together with other ways you talk to people about your brand so that everyone hears the same good stuff about you everywhere.

• Direct Marketing Approaches

Direct marketing lets businesses connect with customers individually by sending personalized messages and offers directly to them. This can be through email, mail, or phone calls. By using direct marketing in your strategy, you can reach customers at different points when they’re deciding to buy and encourage them to make a purchase. It’s important to blend direct marketing with other communication methods to make sure your messages are consistent and speak to what your audience wants.

• Sales Promotion Techniques

Sales promotions are effective tactics for incentivizing purchases and driving short-term sales. Integrating sales promotion into your marketing makes people want to act fast. You can do this with discounts, coupons, contests, or loyalty programs. Use these promotions with other ways you talk to customers to make them even more powerful. Make sure you say the same things and offer promotions at the right times to get the best results.

• Personal Selling Methods

Personal selling is when businesses talk directly to customers to help them find what they need. When you use personal selling as part of your marketing plan, you can give customers special attention and solutions made just for them. This works alongside other ways you talk to customers, like emails or ads. Whether you’re meeting in person, online, or chatting live, combining personal selling with other ways of communication helps customers decide to buy from you.

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• Digital Marketing Integration

In today’s digital world, it’s really important to use digital marketing in your communication plan to connect with people online. Digital marketing includes things like making content, using social media, showing up in search engines, online ads, and sending emails. When you mix digital marketing into your plan, you can use data to make smart choices, target the right people, and see how well your campaigns are doing right away. Make sure your digital marketing works together with other ways you talk to people to make everything smooth for your audience and get the best results from your marketing.

Developing a Cohesive Brand Message

• Brand Positioning and Differentiation:
• Conduct a Comprehensive Market Analysis: Start by analyzing your industry landscape to understand market trends, consumer behaviors, and competitor strategies. Identify gaps in the market where your brand can carve out a unique position.
• Define Your Unique Value Proposition: Determine what sets your brand apart from competitors and why consumers should choose your products or services over alternatives. Focus on your strengths, whether it’s product quality, affordability, innovation, or customer service.
• Know Your Audience: Split your audience into groups based on who they are, what they like, and how they act. This helps you talk to them in a way they understand. Learn what each group wants and what bothers them, so you can talk to them about stuff they care about.
• Tell a Great Story: Make up a story that talks about where your brand comes from, what it believes in, and where it’s going. Tell it in a way that makes people feel something. This helps them connect with your brand and remember it better.
• Consistency Across Communication Channels:
• Establish Brand Guidelines: Create comprehensive brand guidelines Brand Guidelines that outline the visual identity, tone of voice, messaging, and style preferences for your brand. Ensure that these guidelines are adhered to across all communication channels and touchpoints.
• Keep it Simple: Make sure your brand looks the same everywhere. Use the same logos, colors, fonts, and pictures. This helps people remember your brand and what it stands for. Say the Same Thing Everywhere: Make sure your messages match on all platforms. Whether you’re on social media, sending emails, or running ads, keep the tone and content consistent. Connect Online and Offline: Make sure your brand feels the same whether people see it in a store or online. Keep your message and look consistent, no matter how people find you.
• Building Brand Equity Through IMC:
• Integrated Marketing Communications Strategy: Create a plan that brings together all your marketing activities to share a clear brand message through many different channels. This includes things like advertising, public relations, digital marketing, and more, all working together for a bigger impact.
• Enhancing Brand Visibility: Make more people aware of your brand by using different ways to communicate with them. Make sure your marketing campaigns are seen across different platforms, so people remember your brand better.
• Fostering Brand Engagement: Connect with your customers by sharing interesting content that gets them involved. Encourage them to join discussions on social media, create their own content about your brand, and become fans who support you.
• Strengthening Brand Loyalty: Keep your customers coming back by giving them great experiences and surprises. Send them special offers and messages that feel personal, so they know you appreciate them and want them to stay.
• Monitoring and Measuring Performance: Keep an eye on how well your marketing plan is working by using tools that track what’s happening. Look at important signs like how many people know about your brand, how much they interact with it, and how many of them become customers. Then, use this information to make your plan even better.

Measurement and Evaluation in IMC

Measurement and evaluation are super important! They help us see if our marketing plan is working well or not. If we don’t track and analyze our efforts, we won’t know how well they’re doing. But when we look at performance numbers, we can find out what we’re doing right, what needs fixing, and what new things we could try. This helps us make smart choices to make our marketing even better!

• Key Performance Indicators (KPIs) for IMC:
• Understanding website traffic is essential for businesses to gauge their online performance. Tools like Google Analytics provide insights into website traffic, showing how many people visit the site, how many pages they view, and if they quickly leave (bounce). This information helps companies see how well their website engages visitors and turns them into customers.
• Conversion rates indicate how many website visitors take desired actions, like buying something or filling out a form. Platforms such as HubSpot and Kissmetrics track these rates, showing the percentage of visitors who convert. This helps businesses understand how effective their website is at turning visitors into customers.
• Customer acquisition cost (CAC) is the expense of getting new customers, including marketing and sales costs. CRM systems like Salesforce and Zoho CRM help calculate this, showing how much it costs to gain each new customer.
• Customer lifetime value (CLV) measures how much a customer is worth over their entire relationship with a business. CRM systems and marketing automation platforms help calculate CLV, helping companies prioritize efforts to keep valuable customers.
• Email open and click-through rates are crucial for assessing the effectiveness of email marketing campaigns. Platforms like Mailchimp and Campaign Monitor offer detailed reports on these rates, helping businesses optimize their email content for better engagement.
• Tools and Techniques for Monitoring IMC Effectiveness:
• Google Analytics is a tool that helps businesses understand their website visitors, what they do on the site, and if they make purchases or not.
• HubSpot is a software that helps businesses attract customers and manage their interactions with them. It also helps track how well marketing efforts are working.
• Salesforce is a tool that helps businesses keep track of their customers and leads. It also helps measure how effective marketing campaigns are.
• Hootsuite, Sprout Social, and Buffer are tools that help businesses manage their social media accounts. They can schedule posts, see how well posts are doing, and monitor what people are saying about their brand online.
• Mailchimp and Campaign Monitor are tools that help businesses send emails to their customers. They can see if people open the emails and if they click on any links inside.
• Brandwatch and Mention are tools that help businesses keep track of what people are saying about their brand online. They can see if people are talking about them in a positive or negative way.

Implementing Your IMC Strategy

Once you’ve made your integrated marketing communications (IMC) plan, the next big thing is putting it into action. This means making sure your plans happen like they should. You need to use your resources well, get all your marketing teams working together, and set up clear timelines and goals to make things run smoothly.

• Allocating Budget Resources

Allocating budget resources is a key step in making your integrated marketing communications (IMC) strategy work. This means deciding how much money to spend on each marketing channel and idea in your plan. Think about things like how much you might make back from what you spend (ROI), how much ads and promotions cost, and any other costs like making content, designing, or using technology. When your budget matches up with your goals and plans, you can make sure you’re using your money in a smart way that gets the best results possible.

• Coordination Among Marketing Teams

To make your IMC strategy work well, it’s super important for all your marketing teams to work together smoothly. That means everyone in charge of advertising, social media, content creation, and public relations should be on the same page and aiming for the same goals. Encourage them to talk to each other, work together, and share their ideas and tips. When everyone works together like this, it makes your marketing efforts stronger and more effective. So, break down those barriers between teams and get everyone collaborating – it’ll help your business succeed!

• Timeline and Milestones for Implementation

Setting a timeline and milestones for your IMC strategy is super important. This helps you stay on track and make sure you finish all the important stuff on time. Break down your plan into smaller steps and give each one a realistic deadline. Think about things like when your industry is busiest, when you’re launching new products, or when you’re running campaigns. Check how you’re doing against your milestones regularly, and if anything changes, adjust your timeline. By doing this, you keep your team on point and excited to get things done, making sure your IMC strategy works like a charm!

Adapting Your IMC Strategy for Different Industries

In the dynamic landscape of integrated marketing communications (IMC), versatility is key. Different industries present unique challenges, target audiences, and market dynamics, necessitating tailored approaches to achieve optimal results. Let’s delve into the intricacies of adapting IMC strategies for various sectors:

• IMC in B2B Marketing
• B2B Marketing: Buying stuff in business isn’t simple. Many people are involved, and it’s a big decision. So, to sell things, companies need to focus on making the people they’re selling to trust them and see them as experts.
• Content Marketing: Sharing helpful information is a big part of selling to other businesses. Things like reports, stories about how a product helped someone else, and papers explaining important industry topics help businesses understand and trust a brand.
• Talking Directly: Using websites like LinkedIn and special forums lets companies talk directly to other businesses. It’s important to speak to each business differently, addressing what they need specifically.
• IMC for Consumer Goods
• Creating a strong brand and making people feel connected: In the world of selling stuff to people, lots of companies are fighting for attention. To stand out, they need to make sure their brand feels special to customers. They can do this by telling stories that touch people’s hearts and make them feel something. This makes customers want to stick with the brand and buy more of its stuff.
• Using pictures and videos to tell stories: On platforms like Instagram and TikTok, companies can share stories using cool visuals. They can show off their products in fun and creative ways. By making interesting videos and posts, they grab people’s attention and tell them about their brand.
• Teaming up with famous people and customers: Working with influencers and getting customers to share their experiences can help brands spread their message to more people. When famous people or regular folks talk about how much they like a brand, it makes other people trust the brand more. This helps the brand grow and reach more customers.
• IMC Strategies for Service-Based Businesses

For service-based businesses, trust and credibility are super important. Since their offerings are often intangible, it’s crucial for them to show they’re reliable and trustworthy. They can do this by showing they know their stuff, being dependable, and giving customers great experiences.

One way they can show off their smarts is through content marketing. This means sharing helpful stuff like blogs, webinars, and how-to guides. These not only teach potential customers but also show that the business knows what it’s talking about. It helps people trust the brand more.

Another great way for service businesses to build trust is by sharing testimonials and case studies. These are like real-life stories of how the service helped someone. By showing these success stories, the business proves that it can deliver results, which makes people more likely to trust it.

Emerging Trends in Integrated Marketing Communications

In today’s fast-changing world of marketing, keeping up with the latest trends is super important for businesses. It helps them stay ahead of the competition. When businesses understand and use these trends well, they can connect better with their customers and make a real impact. Let’s explore some of the key emerging trends shaping the future of IMC.

• The Role of AI and Big Data

Artificial intelligence (AI) and big data analytics are changing how businesses do marketing and communication. With AI, companies can look at lots of data fast and learn about what customers like and do. This helps them make their marketing more personal and send the right messages to the right people. AI tools like chatbots and prediction programs are making marketing better and giving companies more for their money.

• Personalization and Customization Trends

Today’s consumers expect personalized experiences tailored to their individual needs and preferences. Personalization and customization are super important for good IMC strategies. They help brands connect better with their audience.

By using data and dividing people into smaller groups, companies can send them stuff that’s just right for them. This could be emails, social media posts, or ads that really match what they’re interested in. When brands understand their audience really well and give them what they want, it makes people more interested, loyal, and likely to buy stuff.

• Impact of Social Media on IMC Strategies

Social media is super important for IMC strategies. It helps brands connect with people instantly. Platforms like Facebook, Instagram, Twitter, and LinkedIn are great for making people aware of brands, building communities, and starting conversations.

Brands can do lots of cool things on social media, like working with influencers, sharing posts from users, and running ads. They can reach more people and make their message louder. Being active and talking with customers on social media helps brands make good relationships, learn from feedback, and change their strategies based on what they find out.

In conclusion, a smart marketing plan is crucial for success in today’s business world. Understand your audience, set clear goals, and keep your message consistent. Use both digital and traditional methods to reach people, and regularly check how well your plan is working. When everything in your marketing fits together, you’ll make a big impact and see your business grow.

• Q. What is an integrated marketing communications strategy?

An integrated marketing communications strategy aligns various marketing channels to deliver a cohesive brand message, enhancing brand awareness and engagement.

• Q. Why is an integrated approach important?

Integrating marketing efforts ensures consistency across channels, maximizing reach and impact while fostering stronger connections with the target audience.

• Q. How can I develop an effective strategy?

Understand your audience, set clear objectives, create consistent messaging, leverage multiple channels, and continuously evaluate and optimize your approach.

• Q. Which channels should I include in my strategy?

Consider a mix of digital and traditional channels like social media, email marketing, content marketing, SEO, PPC advertising, and public relations.

• Q. How do I measure the success of my strategy?

Track key performance indicators (KPIs) such as website traffic, social media engagement, email open rates, and conversion rates to evaluate performance and make informed adjustments.

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The impact of customer performance on IMC outcomes: firm size moderation in the inter-country context

Journal of Economics, Finance and Administrative Science

ISSN : 2218-0648

Article publication date: 19 November 2021

Issue publication date: 14 December 2021

Taking the customer-centric nature of integrated marketing communications (IMC), this article investigates the specific role of customer performance in IMC effectiveness in various size companies applying inter-country context.

Design/methodology/approach

The sample consists of the primary data from developed (Spain) and developing (Belarus) economies. A total of 540 manager respondents participated in the survey. The article uses structural equation modeling and multi-group analysis for analysis.

When taking into consideration, customer performance affects the IMC outcome on the market and financial performance. The customer performance role varies in firms of various sizes and small- and medium -sized enterprises (SMEs) operating both in developed and developing economies.

Research limitations/implications

The research underlines the significant role of customer performance in IMC implementation, which stimulates further investigation on the topic. It also closes the gap in the IMC outcomes analysis in SMEs operating in developed and developing economies.

Practical implications

Customer evaluation plays a vital role in the IMC outcomes for market growth and financial returns. SMEs and larger companies implement IMC with different levels of effectiveness. SMEs with IMC implementation can gain an advantage over larger rivals and improve their market position. Moreover, the study generalizes the results by applying inter-country context.

Originality/value

This is a pioneering study of the complex IMC outcomes model under firms' size moderate conditions. The research applies an inter-country context.

• IMC outcomes
• Customer performance
• Organizational performance
• Inter-country analysis

Butkouskaya, V. , Llonch-Andreu, J. and Alarcón-del-Amo, M.-d. (2021), "The impact of customer performance on IMC outcomes: firm size moderation in the inter-country context", Journal of Economics, Finance and Administrative Science , Vol. 26 No. 52, pp. 358-375. https://doi.org/10.1108/JEFAS-10-2021-0207

Emerald Publishing Limited

Copyright © 2021, Vera Butkouskaya, Joan Llonch-Andreu and María-del-Carmen Alarcón-del-Amo

Published in Journal of Economics, Finance and Administrative Science . Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode

1. Introduction

During the decades of studies on the integrated marketing communications (IMC) concept, there has been a continuous interest in its possible implementation towards enhancing organizational performance ( Einwiller and Boenigk, 2012 ; Kerr and Patti, 2013 ; Mulhern, 2009 ; Tafesse and Kitchen, 2017 ). The analysis from both customer and company perspectives underlines the strong positive effect of IMC on customer, market and financial performance, among others ( Butkouskaya et al. , 2020 ; Finne et al. , 2017 ; Mulhern, 2009 ; Reid, 2005 ; Shinkle et al. , 2013 ). Taken as a whole, the research confirms the positive impact of the IMC process on organizational outcomes at various strategic levels ( Butkouskaya et al. , 2021b ; Porcu et al. , 2017 ).

However, IMC is a customer-centric concept ( Kliatchko, 2008 ; Kliatchko and Schultz, 2014 ; Nowak and Phelps, 1994 ; Reid, 2005 ). Customer evaluation of the company's communications has a significant impact on the IMC effectiveness implementation. Recent research based on customer survey data by Butkouskaya et al. (2020) confirms the mediating role of customer satisfaction on the IMC effectiveness towards improving repurchase intention. The manager's survey data study also confirms customer performance mediation in the relationships between IMC, market and financial performance ( Butkouskaya et al. , 2021b ). In both cases, the customer performance neglects the direct effect of IMC on the firm's performance. Moreover, some previous research has claimed that the IMC outcomes may have a hierarchical level ( Butkouskaya et al. , 2021b ; Porcu et al. , 2017 ; Reid, 2005 ; Tafesse and Kitchen, 2017 ; Luxton et al. , 2015 ). Thus, to make more accurate conclusions about IMC consequences, a more complex model is needed. Following this, the study investigates the role of customer performance in IMC outcomes for market and financial performance.

Also, IMC outcomes may vary under the company size moderating conditions ( Einwiller and Boenigk, 2012 ; Christensen et al. , 2008 ; Nowak and Phelps, 1994 ; Reid, 2005 ). SMEs (Small and Medium-sized Enterprises) may be more effective in IMC implementation than larger companies ( Low, 2000 ). Smaller companies have a higher level of flexibility and fewer marketing communications ( Aragón-Sánchez and Sánchez-Marín, 2005 ; Evatt et al. , 2005 ). SMEs build closer relationships with customers, facilitating customer value creation ( Raju et al. , 2011 ; Somohano-Rodrigues et al. , 2020 ). By making more personalized offers, smaller companies can gain market share in the areas where bigger rivals are not specializing ( Einwiller and Boenigk, 2012 ; Halimi et al. , 2011 ). From another side, compared to larger rivals, SMEs may apply less technological innovations and have decentralized decision making ( Aragón-Sánchez and Sánchez-Marín, 2005 ; Evatt et al. , 2005 ; Ongori and Migiro, 2010 ). It may negatively impact the control function and neglect the IMC effectiveness. In SMEs, managers may see the IMC process implementation as a cost that exceeds the benefit ( Schreyögg and Kliesch-Eberl, 2007 ; Pantouvakis et al. , 2017 ). Thus, this study analyzes the possible variations in IMC outcomes and customer performance mediation role with the company size moderating effect.

Additionally, marketing research should consider the institutional context. Under the influence of an uncontrollable external environment, managerial decision-making may vary ( Cadogan, 2010 ; Scott, 2008 ). For example, the availability of data is essential for successful IMC implementation. Due to less market activeness, the lack of available data can negatively influence IMC implementation in the developing economy compared to the developed one ( Butkouskaya et al. , 2021b ; Li and Liu, 2014 ). In SMEs in a developing economy, fewer communications and smaller customer databases may limit their internal knowledge even more ( Einwiller and Boenigk, 2012 ; Low, 2000 ; Reid, 2005 ). However, more market information and fewer control levels in the developed economy may negatively impact SME integration effectiveness ( Evatt et al. , 2005 ; Ongori and Migiro, 2010 ; Somohano-Rodrigues et al. , 2020 ). Also, due to lower competitive intensity in developing economies, SMEs could gain market share easier. However, fewer network opportunities may hurt SMEs' capacity ( Butkouskaya et al. , 2020 ; Raju et al. , 2011 ; Shinkle et al. , 2013 ). Thus, this study compares the IMC outcomes effectiveness and customer performance mediation in SMEs in an inter-country context.

This paper investigates the specific role of customer performance in IMC outcomes in various size companies applying inter-country context. Taking the customer-centric nature of IMC, this research contributes to using marketing as an administrative discipline ( Salcedo, 2021 ). The study analyzes IMC outcomes in the complex IMC-performance model. Considering the customer-central nature of the IMC concept, the customer performance mediating role is analyzed. Recognizing that SMEs more often apply focus strategies to gain market leadership, the article examines the moderating role of company size on IMC outcomes. Following the need to generalize the marketing models, this research contributes to the international marketing research by applying inter-country comparative analysis of IMC outcomes in SMEs in a developed and developing market. From the managerial perspective, the results may help explain the specific role of customer performance in IMC implementation effectiveness towards improving market and financial performance. It additionally reveals the value of the company's flexibility and formalization level on IMC effectiveness. Moreover, the inter-country context provides a vision of possible obstacles for international companies.

2. Literature review

2.1 imc outcomes and customer performance role.

Both theoretical and practical-oriented studies support the customer-centric nature of the IMC concept ( Kliatchko, 2008 , Kerr and Patti, 2013 ; Porcu et al. , 2017 ; Kliatchko and Schultz, 2014 ; Nowak and Phelps, 1994 ; Reid, 2005 ). Previous research demonstrated customer data importance in improving communications and transforming them into a competitive advantage ( Butkouskaya et al. , 2021b ; Šeric et al. , 2015 ; Li and Liu, 2014 ). Expressly, the analysis from both customer and company perspectives underlines the strong positive effect of IMC on customer performance (CP), such as satisfaction, value creation, repurchase and intention to recommend ( Finne et al. , 2017 ; Mulhern, 2009 ; Reid, 2005 ). Message and channel consistency as the main component of the IMC concept facilitates customer perception of the communications, create more realistic expectations and reduces the possibility of cognitive dissonance when evaluating the purchase decision ( Butkouskaya et al. , 2021a ). Cross-functional coordination of the customer data within the company improves the decision-making process and the value creation process ( Butkouskaya et al. , 2021b ).

Customer performance mediates the IMC effect on organizational performance.

Customer performance mediates the IMC effect on market performance.

Customer performance mediates the IMC effect on financial performance.

2.2 The firm size moderating effect

IMC implementation effectiveness may vary in firms of different sizes ( Christensen et al. , 2008 ; Low, 2000 ; Reid, 2005 ; Einwiller and Boenigk, 2012 ; Nowak and Phelps, 1994 ; Raju et al. , 2011 ). SMEs have fewer customers and less complex brand hierarchies than larger firms ( Reid, 2005 ). It may facilitate message consistency and channel integration. Smaller companies may be more effective in IMC implementation due to lower levels of formalization and simplified organizational structures ( Einwiller and Boenigk, 2012 ; Christensen et al. , 2008 ; Low, 2000 ). Being more flexible, SMEs might perform cross-functional coordination and share information within the company easier. As a result, smaller firms can respond to market changes faster than larger rivals. But, from another side, lower formalization may negatively influence integration due to lower level of control ( Aragón-Sánchez and Sánchez-Marín, 2005 ; Evatt et al. , 2005 ; Somohano-Rodrigues et al. , 2020 ). It may happen due to the decentralized managerial approach typical of less formalized organizations. Also, a lower level of technology adoption in SMEs may harm IMC ( Ongori and Migiro, 2010 ). Tracking and keeping customer data organized can be easier with the implementation of specialized software. Additionally, in the case of more simple marketing activeness, smaller companies may less likely adopt processes consistent with IMC ( Low, 2000 ; Reid, 2005 ). Being specifically sensitive to resource availability, SMEs can see the IMC process implementation as a cost that exceeds the benefit ( Schreyögg and Kliesch-Eberl, 2007 ; Pantouvakis et al. , 2017 ). In other words, they might not be able to take full advantage of the IMC implementation due to the limited production and operating facilities. However, introducing unique products based on market information contributes to superior performance in SMEs ( Avlonitis and Salavou, 2007 ; Raju et al. , 2011 ).

The customer performance mediation effect on the IMC and organizational performance relationships is stronger in SMEs than in larger companies.

The customer performance mediation effect on the IMC and market performance relationships is stronger in SMEs than in larger companies.

The customer performance mediation effect on the IMC and financial performance relationships is stronger in SMEs than in larger companies.

2.3 SMEs in inter-country context

The IMC implementation in SMEs may vary in different economic types ( Butkouskaya et al. , 2020 ). The research on IMC underlines the importance of market data for IMC implementation ( Butkouskaya et al. , 2021a ; Šeric et al. , 2015 ). Access to information enhances the IMC as a capability. Companies operating in developed economies with a higher level of competition and more market activeness can implement IMC more successfully ( Li and Liu, 2014 ). While developing economies lacking available customer and competitor data, neglect the IMC effectiveness ( Butkouskaya et al. , 2021b ). In the case of SMEs, this may have even more negative consequences. Additionally, fewer communications and smaller customer databases limit the internal knowledge ( Einwiller and Boenigk, 2012 ; Low, 2000 ; Reid, 2005 ). It may happen, for example, because the company gets less feedback from customers. Fewer communications result in a lower effectiveness of marketing communications ( Einwiller and Boenigk, 2012 ; Trainor et al. , 2011 ). More specifically, with little information available, less up-to-date information about customer needs appears in the market. It slows down organizational learning and gaining experience ( Shinkle et al. , 2013 ; Zhou and Li, 2010 ).

The customer performance mediation effect on the IMC and organizational performance relationships is stronger in developed than in developing economies.

The customer performance mediation effect on the IMC and market performance relationships is stronger in developed than in developing economies.

The customer performance mediation effect on the IMC and financial performance relationships is stronger in developed than in developing economies.

Following the literature review mentioned above, Figure 1 groups all the hypotheses proposed for the graphical visualization and further testing.

3.1 Research design

The sample consists of the primary data from managers' surveys. To generalize the research results, it is based on the data from two data points: Belarus (developing economy) and Spain (developed economy) ( Cadogan, 2010 ). The reasoning for the country selection was to make an inter-country comparison of the results between different economic types. The basis for the choice was the level of market activeness, competitive intensity and the national entrepreneurship context. For Spain as a developed economy, it is a more typical higher level of marketing activeness and competition. Belarus represents a developing economy with fewer marketing investments and a low-to-medium level of competition ( Butkouskaya et al. , 2021b ). Also, the entrepreneurial context is more favorable in Spain than in Belarus ( Bosma et al. , 2019 ; Butkouskaya et al. , 2021a ).

3.2 Data collection

The data for the research were collected in the years, 2016 to 2017 . The original questionnaire in English was translated into the Russian language (for Belarus) and Spanish (for Spain). Before sending the survey, it has been pretested among theoretical and practical specialists. The questionnaire was distributed through email. A phone call to managers was made before sending the survey to obtain a higher response rate. All forms are guaranteed anonymously by the respondents. To avoid a bias in the sample, the respondents filled in the information on their age, gender, education. Also, the questionnaire included information about the company's profile (such as industry and business type, number of employees). Finally, based on the number of employees, this study classifies companies as SMEs (with 250 and fewer employees) and larger companies (with more than 250 employees). The final Sample is presented in Table 1 .

3.3 Measurement scales

The study uses the measurement scales previously approbated in the literature ( Appendix ). The 5-Likert scales are applied. The IMC concept is measured as a second-order construct consisting of five components: message consistency, channel consistency, customer data integration, long-term consistency and cross-functional coordination ( Butkouskaya et al. , 2021b ). The customer, market and financial performance are estimated as first-order constructs ( Vorhies and Morgan, 2005 ). Regarding the formative constructs, the data obtained in the study has no multicollinearity problems ( Table 2 ).

3.4 Analytical procedure

The research uses partial least squares structural equation modeling (PLS-SEM) for data analysis and hypothesis testing ( Chin et al. , 2003 ). PLS-SEM is appropriate in our case for several reasons: it is suitable for data samples with a small number of respondents (we have less than 250 for each subgroup); it shows fewer restrictions on data normality; it is also an accepted technique for international marketing studies ( Chin, 2010 ; Fornell and Bookstein, 1982 ; Hair et al. , 2019 ; Reinartz et al. , 2009 ).

The data was processed using SmartPLS 3.0 software ( Hair et al. , 2017 , 2021 ). The analysis confirms the global model fit based on the main recommended criterion such as the standardized root means squared residual (SRMR), the unweighted least squares discrepancy (duls) and the geodesic discrepancy (dg) ( Dijkstra and Henseler, 2015 ). The PLS model examination consists of two main stages: first, the estimation of the measurement model and second, the evaluation of the structural model. The measurement model was estimated on the construct reliability and validity parameters and the discriminant validity ( Henseler et al. , 2016 ). The items in the measurement model fulfilled the required critical criteria: Cronbach's alphas are above 0.7, composite reliability (CR) values are greater than 0.7, average extracted variance (AVE) values are above 0.5 and the outer loadings are higher than 0.7 ( Table 3 ). Then, the theoretical model is evaluated using the bootstrapping procedure ( Hair et al. , 2021 ). A three-step analysis of the measurement invariance of composite models (MICOM) by Henseler et al. (2016) was run as an essential procedure before multi-group analysis (MGA). Further, using the SmartPLS3 algorithm, the indirect effects were calculated to check the mediation ( Hair et al. , 2017 , 2021 ).

Table 4 presents the hypothesis testing results for the global data. The results confirm previous findings on the positive direct effect of IMC on customer performance (0.589; p  < 0.01) and of customer performance on both markets (0.743; p  < 0.01) and financial performance (0.802; p  < 0.01). Also, IMC direct effects on market and financial performance are not significant (0.051; p  > 0.1, and 0.012; p  < 0.1). However, through customer performance, IMC has an indirect positive effect on both the market (0.438; p  < 0.01) and financial performance (0.473; p  < 0.01). Also, the total effects of IMC on the market and financial performance are significantly strong (0.489; p  < 0.01, and 0.485; p  < 0.01). It approves the existence of the full mediation effect of the customer performance on IMC outcomes. Thus, H1a and H1b are supported, and H1 is supported.

Opposite to the expectations, further MGA does not confirm any significant differences in IMC effect on the customer performance between SMEs and larger companies ([df] = 0.057; p  > 0.1). However, the customer performance effect on the market and financial performance varies significantly in smaller and larger companies. Interestingly, the customer performance effect on the market performance is stronger in larger firms than in SMEs ([df] = 0.350; p  < 0.01). While the impact of the customer performance on financial performance, on the opposite, is stronger in SMEs than in larger rivals ([df] = 0.107; p  < 0.01).

Also, the customer performance mediation effect on IMC outcomes is different between SMEs and larger companies. Specifically, the direct effect of IMC on market performance is significantly different in various size companies. It is negative in larger companies but positive in SMEs ([df] = 0.481; p  > 0.01). And even the indirect effect of IMC on market performance is stronger in larger compared to SMEs companies ([df] = 0.169; p  > 0.01). But the total effect is stronger in SMEs compared to larger rivals ([df] = 0.272; p  > 0.01). There are also some significant differences between smaller and larger firms in a customer performance impact on IMC and financial performance relationships. But in this case, the direct effect of IMC on financial performance is not significant in larger firms and negative in SMEs ([df] = 0.127; p  > 0.01). The indirect effect of IMC on financial performance through IMC is stronger in SMEs compared to larger companies ([df] = 0.113; p  > 0.05). However, there are no significant differences in the total effect of IMC on financial performance ([df] = 0.014; p  < 0.01). Thus, H2a and H2b are supported, but H2 is rejected.

Additional MGA of the data from SMEs in inter-country context demonstrates significantly stronger impact of IMC on customer performance, and customer performance on market performance in Spain compared to Belarus ([df] = 0.113; p  > 0.01, and [df] = 0.113; p  > 0.01). However, there are no significant differences between developed and developing economies in the case of the customer performance effect on financial performance ([df] = 0.067; p  < 0.01).

The results of SMEs operating in developed and developing markets data analysis demonstrate the significant differences between Belarus and Spain. The direct effect of IMC on MP is positive in Belarus and not significant in Spain ([df] = 0.200; p  < 0.1). Meanwhile both indirect effect of IMC on MP through customer performance and total effect of IMC on MP is stronger in Spain compared to Belarus ([df] = 0.185; p  < 0.01, and [df] = 0.199; p  < 0.01). In this case, customer performance partially mediates IMC–MP relationships in Belarus and full mediation in Spain. Also, the IMC effect on financial performance is negative in Belarus and not significant in Spain ([df] = 0.137; p  < 0.01). In contrast, both the indirect effect of IMC on financial performance through customer performance and the total effect of IMC on financial performance is stronger in the developed economy compared to a developing one ([df] = 0.398; p  < 0.01, [df] = 0.422; p  < 0.01). In this case, customer performance has a suppression effect in developing economies and a full mediation effect in the developed ones. Thus, H3a and H3b are supported and H3 is supported.

5. Discussion

5.1 theoretical implications.

From the theoretical perspective , the results confirm previous findings on the positive effect of IMC on customer performance ( Einwiller and Boenigk, 2012 ; Kerr and Patti, 2013 ; Mulhern, 2009 ; Tafesse and Kitchen, 2017 ). Also, the data analysis proves the positive effect of customer performance on the market and financial performance ( Butkouskaya et al. , 2021b ; Porcu et al. , 2017 ; Reid, 2005 ; Tafesse and Kitchen, 2017 ; Luxton et al. , 2015 ). Moreover, as previously explained, this study supports the customer performance mediation effect of the IMC, market and financial performance relationships ( Butkouskaya et al. , 2021a ). However, IMC's indirect effect through customer performance confirms the hierarchical level of performance outcomes. Furthermore, the total IMC outcomes on the firm's performance are significant ( Butkouskaya et al. , 2021b ; Porcu et al. , 2017 ; Reid, 2005 ; Tafesse and Kitchen, 2017 ; Luxton et al. , 2015 ).

Additionally, the analysis of the company size moderation effect demonstrates the existence of significant differences in IMC outcomes between SMEs and larger firms ( Butkouskaya et al. , 2020 ; Christensen et al. , 2008 ; Low, 2000 ; Reid, 2005 ; Einwiller and Boenigk, 2012 ; Nowak and Phelps, 1994 ; Raju et al. , 2011 ). In particular, the research results reject the suggestion about the higher impact of IMC on customer performance in SMEs than in larger firms. So, contrary to the expectations, not SMEs but larger companies implement customer performance to enhance market performance more effectively. Nevertheless, in the case of the customer performance effect on financial performance, SMEs are more successful than larger firms. Moreover, there are significant differences in company size moderation effect on customer performance mediation. The mediating role of the customer performance in IMC and market performance relationships will be stronger in larger firms. In IMC and financial performance, relationships will be stronger in SMEs. Specifically, in SMEs, customer performance has a full mediation effect and eliminates the direct positive impact of IMC on market performance. In larger firms, customer performance has a suppression effect and compensates the direct negative influence of IMC on market performance, turning it positive ( MacKinnon et al. , 2019 ). Opposite, in the case of IMC and financial performance relationships, the customer performance has a full mediation effect and eliminates the IMC direct effect on financial performance in larger firms. In SMEs, customer performance has a suppression effect. Customer performance changes the negative impact of IMC on financial performance into a positive one. Interestingly, the total impact of IMC on market performance is significantly stronger in SMEs than larger rivals. Also, interestingly, there are no significant differences between SMEs and larger firms in the total IMC effect on financial performance.

Finally, the inter-country analysis of the SMEs' data confirms previous findings on the stronger IMC effect on the customer performance in SMEs operating in developed than developing economies ( Butkouskaya et al. , 2020 ; Einwiller and Boenigk, 2012 ; Li and Liu, 2014 ; Trainor et al. , 2011 ). Also, as suggested, in SMEs, the customer performance effect on market performance is stronger in developed than in developing economies ( Butkouskaya et al. , 2020 ). However, there is no significant difference in customer performance effect on financial performance between developed and developing markets. Also, as suggested, variations exist in SMEs' customer performance mediation effects in an inter-country context ( Cadogan, 2010 ; Scott, 2008 ). The customer performance mediation of the relationships between IMC and organizational performance (market and financial) is stronger in developed compared to developing economies. Specifically, in SMEs in developed markets, customer performance partially reduces the direct positive effect of IMC on market performance, while in developing economies, customer performance reduces it entirely. While, in SMEs in developing economies, customer performance has a suppression effect and compensates for the direct negative influence of IMC on financial performance. The positive customer evaluation turns a negative IMC effect into a positive one ( MacKinnon et al. , 2019 ). Also, the total impact of IMC on the market and financial performance is positive and significantly stronger in developed economies.

5.2 Managerial implications

This research supports the practical perspective that message consistency, customer data integration and cross-functional coordination positively influence customer satisfaction and value creation. Also, companies that pay more attention to customer satisfaction may increase their market share, growth and financial ratios. Nevertheless, customer evaluation of the company's activities may neglect the positive impact of IMC on the market and financial performance. Even though, by integration of market communications, firms may gain better market position and financial results. However, this effect will have a hierarchical nature and only be possible through customer performance. It additionally demonstrates the importance of customer performance in IMC implementation.

However, the IMC implementation effectiveness towards performance outcomes varies in firms of various sizes. Probably, there is a different nature of these variations. In the case of the IMC impact on customer performance, SMEs may gain over larger rivals because of higher flexibility, lower formalization and more simple integration due to fewer number communications ( Einwiller and Boenigk, 2012 ; Christensen et al. , 2008 ; Low, 2000 ; Reid, 2005 ). However, larger firms are compensating in IMC effectiveness towards gaining customer satisfaction due to higher-level resource availability, greater technology adoption, more control and centralized decisions ( Aragón-Sánchez and Sánchez-Marín, 2005 ; Evatt et al. , 2005 ; Ongori and Migiro, 2010 ; Somohano-Rodrigues et al. , 2020 ; Schreyögg and Kliesch-Eberl, 2007 ; Pantouvakis et al. , 2017 ). As a result, neither smaller nor bigger firms gain a distinctive advantage. Interestingly, SMEs lose over larger rivals to transfer customer satisfaction into higher market share and growth. Even being aware of the opportunities, SMEs do not have enough resources to react to market changes quickly. Also, when implementing a new market idea, SMEs are more vulnerable to imitation from larger rivals who dispose of more resources ( Avlonitis and Salavou, 2007 ; Raju et al. , 2011 ). Furthermore, curiously, opposite, SMEs are gaining the ability to transfer customer satisfaction towards improving financial outcomes. It may happen since, in smaller companies, the cost of IMC process implementation can be lower than in larger ones. Also, in SMEs, any minor change in financial outcomes would be more visible in overall numbers than in larger companies.

Additionally, the results confirm that customer performance plays a significant role in IMC outcomes both in SMEs and larger companies. Specifically, the IMC process implementation, together with the ability to build closer relationships with customers through unique and personalized offers, can be a distinct competitive advantage for smaller firms aiming to gain market position ( Aragón-Sánchez and Sánchez-Marín, 2005 ; Einwiller and Boenigk, 2012 ). Nevertheless, SMEs cannot gain over larger rivals in IMC towards enhancing financial results. Communication integration and cross-functional coordination require extra resources that are limited in SMEs. Thus, IMC implementation may hurt the company's financial results ( Schreyögg and Kliesch-Eberl, 2007 ; Pantouvakis et al. , 2017 ). However, by improving customer satisfaction and value through personalization and unique offer, smaller companies can compensate for the investments needed and even see a good financial outcome. In other words, even not being able to gain in financial outcomes, the final benefit of IMC may exceed the implementation costs.

Also, the inter-country context changes the ability of SMEs to implement IMC effectively. In the developing economy, the IMC-related decision-making process is more complicated due to lower market activeness and less market information available ( Butkouskaya et al. , 2020 ; Li and Liu, 2014 ; Šeric et al. , 2015 ). It negatively affects the IMC's effectiveness towards improving customer satisfaction and creating value for customers. Moreover, SMEs in developing markets are less effective in gaining market share. However, SMEs in both developed and developing economies would have the same effect on financial ratio outcomes. The possible reason might be the lack of institutional development and networking opportunities in developing markets ( Raju et al. , 2011 ; Shinkle et al. , 2013 ). Partnership with other SMEs in similar or supporting industries helps smaller firms add more uniqueness in their personalized offer and target a higher number of new customers. Also, the role of customer performance for IMC outcomes varies in inter-context. It additionally confirms that market information and networking are essential for the SME's success. Also, SMEs in developing economies with lower access to financial resources are more vulnerable than SMEs in developing markets ( Bosma et al. , 2019 ; Butkouskaya et al. , 2021a ; Jayaram et al. , 2015 ). Finally, less entrepreneurship support in developing markets creates barriers for the SME's success and survival.

5.3 Future research agenda

As with any research, this article has some limitations which may stimulate further research lines . It just focuses on the analysis of three performance outcomes (customer, market and financial). Further, studies can create a more complex model of IMC-performance relationships. The study only checks on the customer performance mediating role. However, Butkouskaya et al. (2021b) also suggested the possible mediating effect of market performance in IMC outcomes. The sample data includes respondents from different industries. A separate analysis could be applied, for example, for the service industry where customer evaluation plays a vital role. Also, the company size effect can be evaluated and compared between micro, small, medium and large companies. Other external moderators can be added to the analysis, such as entrepreneurship policies and networking opportunities. Finally, for further results’ generalization, the data from more countries can be compared.

6. Conclusions

This article provides both theoretical contributions and practical implementations. Following the research objective, this paper empirically confirms the vital role of customer performance in IMC effectiveness for market and financial performance. The lack of direct IMC outcomes proves the customer-centric nature of the IMC concept. Meanwhile, the IMC indirect effect on firms' results through customer performance confirms the hierarchical nature of IMC outcomes.

Also, it is pioneering research that applies the firm's size moderating effect in IMC outcomes analysis. The results close the gap on possible variations in IMC implementation effectiveness in firms of various sizes. It confirms the variation of the customer performance effect on IMC outcomes. The role of customer satisfaction is more vital in larger than in smaller companies in case of IMC impact on market performance. However, on the opposite, the customer performance effect is more potent in SMEs in the case of IMC and financial performance relationships. However, in the total IMC effect, SMEs can still gain an advantage over larger rivals. Applying IMC with a strong customer focus, SMEs can gain over larger rivals in market position and financial outcomes.

Moreover, the study contributes to the entrepreneurship and international marketing literature by investigating the variations of IMC outcomes in SMEs in an inter-country context. The results underline that SMEs in the developed economy are more effective in IMC than in developing ones. However, interestingly, the customer performance role in IMC-market performance relationships is more potent in developing economies. Meanwhile, the customer performance mediation effect on IMC-financial performance is more substantial in developing economies.

From the practical perspective, the study underlines that IMC implementation should be applied with a strong emphasis on customer performance management. Customer satisfaction may neglect the IMC effect in enhancing market position and financial results. Also, IMC effectiveness has a hierarchical nature, and through customer performance, the IMC has an indirect impact on firms' outcomes such as market share, growth and financial ratios. Also, the benefits of IMC implementations for the firms' outcomes vary in SMEs and larger companies. Larger companies having more resources can react faster to the increase in demand. Thus, from IMC implementations, larger companies would grow in the market share more than smaller ones. However, smaller companies would have more visible results from IMC implementation for the financial outcomes as the cost of IMC implementation for SMEs would be lower. Overall, SMEs with a strong focus on customer satisfaction, value and relationships can implement IMC as a distinctive advantage over larger rivals. However, the SMEs' capability to implement IMC will vary depending on the institutional environment. In developing markets, SMEs are less effective in channel and message integration due to less market information available, lacking resources and networking opportunities. It can be a point of reference for government organizations in developing markets. Facilitating networking and providing SMEs with extra information resources may help their decision-making and market position growth. Also, additional financial support may reduce the level of risk-avoidance. More support for SMEs may help their sustainable development. It is an important issue considering the critical role of SMEs in the overall economy and social wellbeing.

Hypotheses detail

Sample descriptive statistics