Please read the abstract in the section 00front of this documentThesis (DCom)--University of Pretoria, 2006.Marketing ManagementDComUnrestricte

Ehlers, Lene

Thesis (DCom)--University of Pretoria, 2006.Please read the abstract in the section 00front of this documentMarketing ManagementDComUnrestricte

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THE DEVELOPMENT OF A FRAMEWORK FOR STRUCTURINGINTEGRATED COMMUNICATION IN SOUTH AFRICANORGANISATIONS.© University of Pretoria     This thesis is dedicated to my husband, Tienieand my daughters, Chante and Marti.   I would like to express my sincere gratitude towards the following people without whom thisdoctoral thesis would not have been possible.• The Lord Jesus Christ whose love and support has been with me every day,encouraging me to believe in the talents He has given me.• My promoter, Professor Flip du Plessis, for his continuous motivation, support, adviceand friendship during this project as well as the returning of reviewed material withina very short time.• Professor van Zyl and especially Rina Owen from the Department of Statistics at theUniversity of Pretoria for their advice and assistance during the empirical part of thestudy.• My family, friends and colleagues for their continuous interest and support during mystudies.• My parents, Herman and Dalena, who made it possible to utilise my God-given talentsthrough their moral and financial support during the years.• My two daughters, Chante and Marli, who had to make sacrifices without evenknowing it. Thank you for always being little angels.• My loving and supportive husband, Tienie, for his advice, encouragement andcontinuous love that made this study possible. Thank you for believing in me.   Organisations need to re-evaluate the way in which the communications function waspreviously organised and structured, and focus on a more integrated approach that will ensuremaximum effectiveness. No framework exists which incorporates all communication in anorganisation as no research has been done and published that investigated organisations inSouth Africa with regard to the integration of communication. It was therefore necessary toinvestigate the concept of integrated communication further and propose a framework forstructuring integrated communication that can be applied by different organisations.The primary objective of this study was to investigate empirically how successful SouthAfrican organisations are addressing the issue of integrated communication in terms oforganisational structures. This, together with an extensive investigation into the relevantliterature, was used to develop a framework for structuring the communication functionwithin South African organisations to encourage integration and enhance organisationaleffectiveness.Some of the secondary objectives included in this study pertained to the relationship betweenthe marketing and public relations function in successful organisations as well as theintegration of dialogic public relations through organisations' websites.This research study is exploratory in nature to gain insight into the research problem. Themeasunng instruments consisted of a self-administered questionnaire, selected in-depthinterviews and a content analysis of participating organisations' websites. The populationselected comprised of the top 250 South African organisations.The major findings included: marketing and public relations are mostly considered to be equaland separate but with overlapping functions with marketing being the dominant function; andsuccessful South African organisations do not integrate dialogic public relations through theirwebsites.   A framework for structuring integrated communication was developed and it wasrecommended that the validity of this framework be tested in future research.It was, inter alia, recommended that South African organisations familiarise themselves withthe two-way symmetrical model of communication and apply appropriate strategies in theircommunication function; strategise their communication functions and activities as anintegrated function to address stakeholders' needs; and organisations should use the fullpotential of the Web to enable its integrative communication efforts.   1.1 Introduction 11.2 The organisation of the future 31.3 A changing paradigm for organisational success 61.4 The organisation of the public relations function 111.5 The relationship between public relations and marketing 151.6 Integrated Communication 201.7 Corporate World Wide Web 231.8 Definition of the research problem 251.9 Purpose of the study 261.9.1 Primary research objective 261.9.2 Secondary research objectives 271.10 Method of study 271.11 Outline of the thesis 281.12 Summary 30CHAPTER 2ORGANISATIONAL STRUCTURE AND THE FUTURE OFORGANISATIONSManagement theory and evolution of organisations2.2.1 The classical approaches2.2.2 Contemporary approachesThe future of organisations2.3.1 Changes in managerial hierarchies   2.3.2 Alternatives to bureaucracy2.3.3 The "old" and the "new" model of organisationsOrganising and structuring2.4.1 Organisational design2.4.2 Organisational structure2.4.3 Structural alternatives2.4.4 Emerging structuresDefining public relations3.3.1 Definitions, metaphors, and philosophies of publicrelations3.3.2 Characteristics, assumptions and effects of currentdefinitions3.3.3 Other terms for public relationsMarketing4.2.1 Development of marketing orientation4.2.2 The evolution of marketing focus111114116   4.3.1. The marketing communication mix4.3.2 Evolution of the IMC concepts4.3.3 Models ofIMC and IC122127143DEFINING THE PROBLEM AND DEVELOPMENT OFPROPOSITIONS5.1 Introduction 1835.2 Problem formulation 1845.3 Objectives of the study 1865.3.1 The primary objective of this study is 1865.3.2 The secondary objectives of this study are 1865.4 Research propositions 1875.4.1 Proposition 1 1875.4.2 Proposition 2 1885.4.3 Proposition 3 1905.4.4 Proposition 4 1915.4.5 Proposition 5 1925.4.6 Proposition 6 1935.4.7 Proposition 7 1935.4 Conclusion 194The research design6.2.1 Classification6.2.2 Exploratory research195196198Methodology6.3.1 Source of data6.3.2 Data collection format6.3.3 Sampling plan6.3.4 Measurement and measurement scales199199201208212   6.4 Data Analysis 2216.4.1 Editing and coding 2226.4.2 Data processing, basic analysis and evaluation of results 222230230231232254266270272273273274275276277279280282285286287288289292293295Results of the questionnaire on a question-by-question basis7.4.1 Section A7.4.2 Section B7.4.3. Section C7.4.4 Section D7.4.5 Section E7.4.6 Section FContent analysis of websites7.5.1 Codes in category 1: Operations7.5.2 Codes in category 2: Advertising/organisation specific7.5.3 Codes in category 3: Advertising/product7.5.4 Codes in category 4: Direct Marketing7.5.5 Codes in category 5: Sales Promotion7.5.6 Codes in category 6: Public relations7.5.7 Codes in category 7: Web site/issues7.5.8 Codes in category 8: Website/two-way communications7.5.9 Codes in category 9: Response7.5.10. Codes in category 10: Website/interactive-customised7.5.11. Codes in category 11: Repeat Visits7.5.12. Codes in category 12: Websites targeted audiencesInterpretation of the interviews7.6.1 Interview 1: Organisation A7.6.2 Interview 2: Organisation B7.6.3 Interview 3: Organisation C7.6.4 Interview 4: Organisation D   7.6.5 Interview 5: Organisation E 2977.6.6 Interview 6: Organisation F 2997.6.7 Main findings from interviews 3017.8 Acceptance or rejection of propositions formulated for this study. 3087.8.1 Proposition 1 3097.8.2 Proposition 2 3107.8.3 Proposition 3 3107.8.4 Proposition 4 3127.8.5 Proposition 5 3137.8.6 Proposition 6 3147.8.7 Proposition 7 315CONCLUSIONS, IMPLICATIONS AND RECOMMENDATIONS8.1 Introduction 318Major findings, conclusions and implications8.2.1 Findings based on the empirical research8.2.2 Findings based on the literature review318319327Limitations8.5.1 Limitations based on the literature review8.5.2 Limitations of the empirical research phase of the study344345345APPENDICESAppendix 1Appendix 2Appendix 3QuestionnaireCode sheet and glossaryAlphabetical list of organisations   PageTable 1.1: Shifting paradigm for organisational success 7Table 1.2: Old economy versus new economy 9Table 1.3 Characteristics of the four models of public relations 15Table 2.1: Some contrasting features of the "Oldand the new 52models of organisationTable 2.2: Framework for taking action in the "new" 53organisationTable 3.1: Five stages in the development of 73public relationsTable 3.2: Summary of history and trends of public relations 78Table 3.3: A stakeholder map 100Table 3.4: Types of publics who may interact with an 104organisation's websiteTable 4.1: Three different ways in which the focus in marketing 116is evolvingTable 4.2: Transactional versus relationship marketing 119Table 6.1 Differences between exploratory and conclusive 197researchTable 6.2 A comparison of primary and secondary data 201Table 6.3: Classification of measurement scales 212Table 6.4: Scale types 214Table 6.5: The linkage between the questions, research 220objectives and propositionsTable 6.6: The linkage between the sections, questions, question 221formats and different scale typesTable 7.1: The realisation rate 227   PageTable 7.2: Classification of responsibilities 230Table 7.3: Industry classification 231Table 7.4: Number of employees in the marketing (m) and the 232communication/pr (c) departmentTable 7.5: Responsibility for function/activity 234Table 7.6 Department name 236Table 7.7: Corporate hierarchy 238Table 7.8: Line or staff function 240Table 7.9: Job title of senior officer 242Table 7.10: Job title of person which the senior officer reports to 244Table 7.11: Structuring and organising functions/departments 246Table 7.12: Different approaches in structuring/organising 247functions/departmentsTable 7.13: Model of communication used 248Table 7.14: Purpose of database 252Table 7.15: Familiarity with integrated communications 255Table 7.16: Viewpoints on integrated communications 256Table 7.17: Statement 1: Communications should be conducted 258from the viewpoint of he stakeholder (outside - inapproach)Table 7.18: Statement 2: Customers are the most important 258stakeholder when it comes to communicationTable 7.19: Statement 3: Research is necessary to gain insight into 259thoughts and behaviours of each stakeholderregarding their communication needs   PageTable 7.20: Statement 4: Effective communication requires anoptimal mix of sending tools for each identified group 259of stakeholders (tools may be drawn from anycommunication discipline)Table 7.21: Statement 5: The communication vehicle that will 260prove to be the most successful in a given situationshould be used irrespective of where it hastraditionally been locatedTable 7.22: Statement 6: Stakeholders should be the focus of 260integrated communicationTable 7.23: Statement 7: All communication functions should be 261integrated and coordinated through the publicrelations departmentTable 7.24: Statement 8: Communication departments should be 261structured horizontally according to the most strategicstakeholders for an organisationTable 7.25: Statement 9: People and resources should be 262reassigned to new communication programmes whennew strategic stakeholders appear and others declinein influence (a team approach)Table 7.26: Statement 10: The relevant situation should dictate the 262resources needed for a given communicationprogrammeTable 7.27: Statement 11: All public relations/corporate 263communication functions should be integrated into asingle department rather than to subordinate them underother departmentsTable 7.28: Summation of question 10 results: Overall viewpoint 263on integrated communicationTable 7.29: Integrated communication practices 264Table 7.30: Name of integrated communication department 265Table 7.31: Ways to integrate communication 266Table 7.32: The relationship between marketing and public 267relations   PageTable 7.33: A different relationship between marketing and 268communicationTable 7.34: The ideal situation between marketing and public 269relationsTable 7.35: Responsibility of integrated communications 271Table 7.36: Reporting relationship of integrated communication 272functionTable 7.37: Web presence 273Table 7.38: Advertising/ organisation specific 274Table 7.39: Advertising/product 275Table 7.40: Direct marketing 276Table 7.41: Sales promotion 277Table 7.42: Public relations 278Table 7.43: Environmental policy 279Table 7.44: Website issues 280Table 7.45: Website/two-way communications 281Table 7.46: Contact information 282Table 7.47: Response 283Table 7.48: Number of days (Response) 284Table 7.49: Responsibility of managing website 284Table 7.50: Usage of intranet 285Table 7.51: Website/interactive-customised 285Table 7.52: Repeat visits 287Table 7.53: Website targeted audiences 288Table 8.1: Linking of secondary research objectives, research 344questions and main findings   PageFigure 1.1: A descriptive model ofthe relationship between 18marketing and public relationsFigure 2.1: Different types of cross-functional teams 42Figure 2.2: Characteristics of open and closed organisations 46Figure 2.3: The human organisation 56Figure 2.4 Relationships among the contingency factors of 58organisational designFigure 2.5: The environment as part of the contingency theory 61of organisational designFigure 3.1: Departmentalisation of organisation and the public 96relations departmentFigure 4.1: The marketing communications continuum 131Figure 4.2 Marcom management structure 135Figure 4.3: Market focused organisation 136Figure 4.4: Market segment management 137Figure 4.5: Revision to brand management 138Figure 4.6: Models of possible relationship between marketing and 141public relationsFigure 4.7: Integrated marketing communications planning model 143Figure 4.8: Evolutionary integrated communications 147Figure 4.9: The traditional models of marketing communications 152and public relationsFigure 4.10: A proposed integrated communications model 154Figure 4.11 The three dimensions of integrated communications 168Figure 4.12 The brand equity equation 175   Figure 4.13:Figure 4.13:Figure 5.l:Figure 6.1Figure 8.l:Figure 8.2:Value fieldDrivers of brand relationshipsThe research processPrimary data collection methodsThe evolution of marketing and public relationsA framework for structuring integrated communication176177184201330337   

The development of a framework for structuring integrated communication in South African organisations

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The development of a framework for structuring integrated communication in South African organisations

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