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True Synergy for Real Effects: How to Control Integrated Marketing Successfully

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Suggested Citation

Naik, P., & Peters, K. (2015). True Synergy for Real Effects: How to Control Integrated Marketing Successfully. NIM Marketing Intelligence Review, 7(1), 34-41. https://doi.org/10.1515/gfkmir-2015-0005

Year

2014

Authors
Prasad A. Naik,
Kay Peters
Publication title
True Synergy for Real Effects: How to Control Integrated Marketing Successfully
Publication
NIM Marketing Intelligence Review
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True Synergy for Real Effects: How to Control Integrated Marketing Successfully

Keywords

Crossmedia, Synergy, Advertising, Online and Off-line Media, Integrated Marketing, Advertising Effects, Media Planning, Budget Allocation

 

Abstract

In integrated marketing, the effectiveness of each activity depends upon all other branding activities when synergies are sought. Synergies arise from each of the four areas: combining different media types, scheduling their in-phase or out-phase timing, using consistent formal designs, and creating integrated content across media types. Using a proper mix of multiple media and synchronizing their spending patterns over time are more important than creating and designing advertising content when generating media synergies. In some cases the effectiveness of one medium increases because of repetition of the brand’s message in a different medium. In other cases synergies occur because the target segment gets to read, understand and elaborate on the advertised content, thereby reinforcing the brand’s message.

Synergies not only have effects on the effectiveness of advertising but also on budgeting. As synergy increases, the optimal total media budget increases as well, and the proportion of the media budget allocated to the more effective medium decreases, while that allocated to the less effective medium increases. Sometimes the effects are surprising and individual activities need to be seen in a completely different light in combination with others. Managers are well advised to monitor synergies of their activities and reflect them in their budgets.

Authors

  • Prasad A. Naik, Professor of Marketing, Graduate School of Management, University of California, Davis, U.S.A., panaik@ucdavis.edu
  • Kay Peters, Professor of Marketing, Business School, University of Hamburg, Germany, Visiting Assistant Professor of Marketing, GSM, University of California, Davis, U.S.A., kay.peters@uni-hamburg.de
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