探討不同策略層級的整合行銷傳播—以飛利浦小家電為例

Abstract

在行銷教科書以及探討整合行銷傳播的既有文獻中，絕大多數都在探討整合行銷傳播在行銷功能層次的議題，然而隨著行銷環境的變化，廠商間競爭加強，行銷傳播策略如何向上支援組織策略以達到組織目標變得愈來愈重要。本研究特別針對組織策略與行銷傳播作業間的垂直向策略整合做深入的探討，希望了解不同策略層次整合程度的IMC類型，其驅動因素有何差異？以及各自需要運用、建構哪些組織資源？又受制於那些組織資源？ 研究結果發現：(一)較低策略整合層次的IMC類型是以促成短期的交易行為為主要目的，而愈高策略整合層次的IMC類型其目的愈聚焦在長期的組織發展，兩者皆不能偏廢。(二)跨事業群的IMC活動必須以公司層級來發動，並且成立跨事業的常設部門或任務型專案小組來執行協調與整合。(三)在組織結構與工作負荷允許的情況下，由同一位行銷經理或由同一單位來同時負擔經營責任與溝通任務能夠達成垂直策略整合的IMC。(四)行銷經理對於市場資料的分析與判讀能力對於事業層級發動的IMC類型成功與否非常重要。(五)組織會同時考量需求強度與成本，漸進式取得新資源，通常會先尋求外部合作，再考慮內部發展與持有。 本研究的貢獻在於，透過探討組織如何透過資源的運用與建構達成策略目標為分析構面，來分析不同策略整合程度的IMC類型，希望能夠作為組織在進行不同類型的行銷活動時的參考依據，避免關鍵考量因素的闕漏，並且達到戰術配合策略的目標。

A great majority of studies and marketing textbooks have discussed about Integrated Marketing Communication (IMC) at the function level. However, the competitions between firms become much stronger within the rapid change of marketing environment and it becomes more and more important for a firm to align their marketing communication strategies upwards with the organization’s strategies to achieve organizational goals. This study especially focused on vertical objectives integration between the organization’s strategy and the marketing communication strategy for further discussion about the discrepancies in different typologies of IMC, which are involved in different strategy hierarchies. Taking Philips domestic appliances as our studying case, we would like to figure out what kind of driving forces kick off the IMC activities. Beside, this study tried to identify which organizational resources should be utilized and constructed separately to achieve the integrations, as well as the constraints the existing resources bringing to the firm. The result of this paper has shown that : 1. IMC typology at lower level of strategies were to make short-term sales as the main purpose, and the IMC typology at higher level of strategies aimed on the corporate long-term development, while both of them couldn't be neglected. 2. IMC activities across business groups had to be launched by corporate level, and coordinated by establishing cross-business units or task-based project groups. 3. Under proper organizational structure and workload circumstances, using the same marketing manager or the same unit to take both the operation responsibilities and communication activities could fulfill vertical IMC integration. 4. Market data analysis and interpretation capabilities of marketing managers were very crucial for the success of IMC typology at business-level. 5. Companies will take the demands and costs into consideration when they need new resources, and tend to obtain resources incrementally. They usually seek external cooperation in advance, and then consider the internal development and holdings. This study contributes to find how organizations attain strategic objectives in different IMC typologies from the dimensions of the utilization and construction of resources, hoping this result would be the reference for organizations while processing different types of marketing campaigns as well as avoiding the leakage of considering key factors, therefore, it would accomplish the alignment of tactics and strategies.