The Reality of IMC Implementation

I sit in a class from 50 minutes a day, three times a week, jotting notes down from a lecture that is, essentially, how the "perfect" IMC implementation should go. I am taught the ins and outs of what goes into planning the "perfect" IMC campaign. I have all of the tools and knowledge stored in my brain, but I seem to forget that marketing never goes as smoothly as I think it would.

I have this preconceived notion that the marketing world is this place that works in a cohesive manner and produces the best of the best campaigns. However, I've recently learned that this marketing "utopia" doesn't exist. The reality of IMC implementation is that there are barriers occurring and IMC organizations are struggling. What are some of these barriers? They all fall under a term known as the managerial cognition. The first problem found in this managerial cognition is the organizational structure. Basically,  the IMC organization isn't function as a cohesive unit and silos began to develop, eventually causing a lack of communication. Next is the organizational culture. Here, there is a collision of cultures between the headquarters and other branches of the organizations. Another barrier is information technology. Although it is reported that information technology can remove some implementation barriers, it can greatly impact the free and timely flow of IMC-relevant information. I only mentioned a few, but if the organization as a whole isn't communicating effectively, then how is a IMC campaign going to successfully get their message across to consumers?

There's also many mental models that affect how an IMC organization operates. Different people think differently, which could cause just another barrier in the communication between the organization. Some people may think through an efficiency model, which means they are quantitative people who conduct their work without creativity. Then, there are people who think like the effectiveness model. They tend to have a more strategic coordination and aim for optimal effectiveness. People could think in a quality model manner. These people are more focused on the creativity of their work. Lastly, someone may think like the impact model. These people focus on feelings and actions. Since all of these people think differently and set different goals for themselves, it makes sense as to why barriers exist in IMC implementation. Certain people want to produce creative work, while others may want to create effective work. I believe the campaign that can understand and work through those barriers, are the ones that succeed into big brand names.

It is interesting to understand that even though I see an effective advertisement on any media outlet, that there was most likely many issues that led up to it. So, the next time I see an outstanding Nike "Just Do It" advertisement or a Taco Bell "Live Mas" advertisement, I will know to think that there were barriers affecting the implementation of those campaigns.