Integrated Marketing Communications (IMC) is the "practice of unifying all marketing communication tools-from advertising to packaging-to send target audiences a consistent, persuasive message that promotes company goals" (Burnet & Moriarty, p14).
As each element of the marketing mix sends a specific message to consumers, it is important for marketers to plan and coordinate the message that each element sends in accordance with the overall marketing and business objectives. IMC is a cost-effective practice because it coordinates and communicates price, product, distribution and communication.
The driving forces behind IMC are heightened global competition, technological advances and better-informed consumers who demand greater efficiency. More and more companies use IMC to create stronger customer loyalty, a globally transmitted and recognised image and greater impact.
However, for IMC to be successfully implemented in an organisation, the company must first have the appropriate structure to support its activities. The dynamics of moving to integrated marketing communication often requires changes in the organisation of the business. The most effective way to integrate marketing communication is to start by integrating the entire marketing function.
Many different strategies can be used to organise a company for IMC. The top-down management system proposes a communication expert, who has the power and authority to control various communications programmes, manage the integration. A bottom-up approach involves various stakeholders in partnerships or teams. Cross-functional management is a process by which teams oversee horizontal functions such as public relations, sales promotion, packaging etc.
An outside agency can also be used to manage an IMC programme. Adopting a general contractor approach, where an agency will develop an overall strategy and retain outside specialist agencies needed to carry out the plan, will allow an agency that does not have expertise in all areas of marketing communications tools to enlist specialist for each tool that must be integrated. Smaller agencies that do not have the resources to retain specialist expertise can compete for IMC business through strategic alliances. Strategic alliances are agreements between firms of different marketing specialties to complement each other's services and provide referrals.

J. Walter Thompson
J. Walter Thompson (JWT) is the aiming to be the world's first global communications company. JWT Specialised Communications is a full-service recruitment advertising and employment communications agency. Its Mature Market Group is a pioneer in developing tailored approaches to what has to be the "hottest" and fastest-growing consumer market niche.
The total solutions group is an organisation within JWT designed to get clients the right combinations of services to meet difficult communication problems in areas not covered by television or print. JWT offers access to specialized services capable of creating communications plans that go through any channel necessary. A sampling of these would include direct marketing, loyalty marketing, ethnic marketing, promotions, database development analysis and digital.
The Interactive Services Group, which specializes in the design and development of internet and intranet sites as well as an impressive range of all-singing, all-dancing Web advertising/marketing options that are, of course, enhanced by "totally out there" leading edge features. The Internet Media Group (12 dedicated people surfing the web all day every day - in search of the unheard of, the new and the different) develops electronic media strategies and plans.
JWT has developed integrated marketing programmes utilising all appropriate channels of advertising for Allan Thomas, DeBeers and NXCH.

Singapore Press Holdings
Singapore Press Holdings (SPH) is one of the region's largest publishers with its core business in newspaper publishing. SPH is also a premier information provider in Singapore and Asia. The company is listed on the main board of the Singapore Stock Exchange and has in its stable 11 newspapers in four languages and six magazines.
SPH was formed in August 1984 with the merger of three public-listed publishing companies: The Straits Times Press (1975) Limited, Times Publishing Berhad and Singapore News & Publications Limited. In October 1988, Times Publishing Berhad Singapore Press Holdings was demerged from the Group.
SPH AsiaOne Ltd, a subsidiary created in September 1999, took over SPH's Multimedia Division and Internet ventures, including the AsiaOne website.
MediaWorks, a subsidiary of SPH formed in June 2000, paved the way for SPH to become a full-fledged media company. MediaWorks focuses its business activities on broadcasting, content creation and distribution, as well as related broadband internet ventures. Its two new English and Chinese television channels, TV Works and Channel U, were launched in mid-2001.
The Group has an establishment of 3500 staff. Led by the Executive Chairman, the company is divided broadly into Operations and Support Services functions. The Operations arm publishes, produces, markets and distributes all SPH's newspapers and magazines. The Support Services provide services to the Operations division.
As can be seen from the organisational structure, SPH's marketing department is a separate unit and serves all its newspaper concerns. By organising the marketing functions of all its newspapers under a single unit, SPH can efficiently integrate its marketing communication efforts. Such a structure maximises the sharing of information and reduces "turf battles".
Media Corporation of Singapore
The Media Corporation of Singapore has more than 60 years of radio and 33 years of television experience. As one of the region's most established broadcasters, MediaCorp plays a key role in developing Singapore as a broadcasting and media production hub in Asia.
With the aim of being the leading media and broadcasting company in Asia, the MediaCorp Group is positioned as The Choice for talent, discerning consumers and advertisers and shrewd investors. A vibrant and dynamic corporation, MediaCorp is committed to achieving new heights of excellence in the world of media and broadcasting.
The MediaCorp Group comprises MediaCorp Televsion, Radio, News, Press, Publishing, Studios and Interactive.
In the face of a rapidly changing media environment, the challenges arising from the convergence of computers, communications and media technologies have spurred MediaCorp to streamline its various business units. Now, the strategic business units not only share the MediaCorp brand name, each individual unit also enjoys the autonomy and flexibility of seizing any opportunities quickly. With this synergy, the resources of the individual units can be harnessed and the combined strengths of the Group capitalised on to take on the competition and develop new markets, products and services.
MediaCorp's organisational structure has been reengineered, a process that businesses use to break down rigid, departmentalised structures to create more fluid and flexible organisation that can respond quickly to marketplace challenges.
Conclusion
A lack of coordination in marketing communication leads to conflicting messages being sent to consumers by different marketing communication tools and different contact points. A coordinated marketing effort is not only a more efficient use of resources, the planned messages reinforce, complement and support each other to create greater impact on consumers and leave a lasting impression.