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A process view of the role of integrated marketing communications during brand crises

A process view of the role of integrated marketing communications during brand crises PurposeThis paper aims to explore the internal processes that can enable firms to identify and effectively respond to brand crises, with various groups coordinating and cooperating with each other, and also propose a guiding framework relevant for both managers and researchers.Design/methodology/approachA grounded theory methodology was adopted. Data collection included open-ended interviews with 13 executives representing the integrated marketing communications (IMC) function, the integrated corporate communications function and external agencies supporting firms while navigating crises.FindingsResults revealed a three-stage process of internal coordination efforts during crises: sensing or scanning the environment and gathering insights regarding crises, informing or disseminating these insights throughout the organization to create transparency and responding or reacting to the event via a coordinated effort.Research limitations/implicationsThe framework does not directly incorporate input from consumers or customer contact employees, both of which may be relevant.Practical implicationsFindings offer direction for managers to establish processes that prepare for and potentially reduce crises’ negative consequences. In addition, this study reveals the importance of decision-makers being vigilant regarding social media’s influence on such a process.Originality/valueThe conceptual framework moves beyond previous brand crisis research, provides insight into the processes firms use to successfully manage crises and reveals the relevant factors related to internal coordination. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Qualitative Market Research: An International Journal Emerald Publishing

A process view of the role of integrated marketing communications during brand crises

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1352-2752
DOI
10.1108/QMR-10-2016-0097
Publisher site
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Abstract

PurposeThis paper aims to explore the internal processes that can enable firms to identify and effectively respond to brand crises, with various groups coordinating and cooperating with each other, and also propose a guiding framework relevant for both managers and researchers.Design/methodology/approachA grounded theory methodology was adopted. Data collection included open-ended interviews with 13 executives representing the integrated marketing communications (IMC) function, the integrated corporate communications function and external agencies supporting firms while navigating crises.FindingsResults revealed a three-stage process of internal coordination efforts during crises: sensing or scanning the environment and gathering insights regarding crises, informing or disseminating these insights throughout the organization to create transparency and responding or reacting to the event via a coordinated effort.Research limitations/implicationsThe framework does not directly incorporate input from consumers or customer contact employees, both of which may be relevant.Practical implicationsFindings offer direction for managers to establish processes that prepare for and potentially reduce crises’ negative consequences. In addition, this study reveals the importance of decision-makers being vigilant regarding social media’s influence on such a process.Originality/valueThe conceptual framework moves beyond previous brand crisis research, provides insight into the processes firms use to successfully manage crises and reveals the relevant factors related to internal coordination.

Journal

Qualitative Market Research: An International Journal – Emerald Publishing

Published: Jun 10, 2019

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