In right track. First, it is essential for

In order to take full advantage of IMC, HEIs
must build up effective strategies as well as frequently assess its value to
assure that their application is on the right track.  First, it is
essential for academics to investigate to build logical theoretical structures
leading research toward key questions and the research agenda should embrace
macro issues, namely the intention of corporate communication in the new
business paradigm; its contribution to organizational success; scope of
delivery; strategy development and alignment; functional integration; return on
investment; and the core competencies, processes and structures needed to
enhance performances (Butschi & Steyn, 2006). Then, HEIs should point out
and implement appropriate strategies as Schüller and Chalupský (2012) stated
that not having such strategies will result in detrimental effect on the
quality of IMC. Study by Trim (2003) revealed that “by adopting both a
relationship and a strategic marketing approach, senior management in
educational institutions will find it possible to devise and implement
effective strategies that meet customer expectations and result in the desired
degree of strategic positioning” (p. 67). Especially, Djordjevic and Cotton (2011)
emphasized the need for a highly coherent and logical communication strategy
through two-way communication and a democratic approach (i.e., the alignment of
institutional strategies is reinforced through dialogues and work from a
comprehension of the contextual issues are more prone to be successful than
attempts to impose changes). Findings from Higgins’ (2017) research at private,
nonprofit HEIs added that the four stages of IMC (as mentioned above) together
with the criteria of the excellence theory of PR Institutions, i.e.:

PR departments are excellent when the operation of PR is
empowered to have access to key decision makers of the organization, when the
top PR employee plays a strategic managerial role, when the PR function is
integrated among various departments, and when two-way communication is
modeled. (Grunig, 1992; Grunig et al., 2002, cited in Higgins, 2017, p. 94),

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can be applied to HEIs and
used as guidelines when considering reconstructing, adjusting, or creating PR
and marketing departments. Additionally, according to Schüller and Chalupský
(2012), although there is not sufficient finance, human and other resources,
thorough awareness of the control process should be accentuated with the key
role of the measurement of aims. Sharing the same view, Edmiston (2007)
asserted the critical need to evaluate and measure the outcomes, not simply the
outputs, of marketing communication through the establishment of metrics.

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