IMC strategies in new high technology product launches

Abstract

Purpose The purpose of this paper is to provide empirical evidence on the use of IMC in new high technology product launches among companies that operate in different fields of business, yet providing similar innovation to the same market. Design/methodology/approach A qualitative case research methodology is applied. Multiple sources of evidence are gathered. These include interviews with key informants and documentary data, and IMC mini audits. Concerning the theoretical approach, the related literature in IMC, new product launch and high technology marketing is reviewed. Findings IMC is vital to high technology marketers launching new products and services. The analyses reveal that IMC practices vary across firm size, industry type, product/service orientation, and customer orientation. Practical implications Companies of different types can be on an equal footing in their integration efforts. Whether service‐ or product‐oriented companies, business‐to‐consumer or business‐to‐business marketers, companies from all backgrounds can achieve higher levels of IMC. What matters most is customer‐centricity, i.e. having a close interaction with customers and being responsive to their feedback. Originality/value The study contributes to the integrated marketing communications research field in several important respects. First, it focuses on IMC usage among firms in different industries. Second, it takes a genuinely refreshing view on studying IMC strategies by focusing on usage of IMC as part of new high technology product launch strategy.

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