Project Report - A Study On Developing Integrated Marketing and Communication Strategy For Professional Services Organizations

A PROJECT REPORT ON
A Study on Developing Integrated Marketing and Communication Strategy for Big Four Professional
Services Organizations
AT
Deloitte India Ltd.,
A PROJECT REPORT SUBMITTED TO
Institute of Management Technology
Ghaziabad
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS
FOR THE AWARD OF THE DEGREE IN
MASTERS OF BUSINESS ADMINISTRATION
SUBMITTED
BY
_________________________________
_______________________________
Institute of Management Technology; Ghaziabad
20176-2018
DECLARATION
I the undersigned solemnly declare that the report of the summer training work
entitled study on “Developing Integrated Marketing and Communication Strategy for
professional Services Organizations” is based on my work carried out during the course of my
study under the supervision of ________________________________ ,
_____________________________________& Mrs_______________________________,
Faculty, Department of Management.
I assert that the statements made and conclusions drawn are an outcome of the
project work. I further declare that to the best of my knowledge and believe the project
report does not contain any part of any work which has been submitted for the award of any
other degree/ diploma/ certificate in this university or any other university.
_______________________
(Signature of the student)
DATE:
PLACE:
ACKNOWLEDGEMENT
I am extremely grateful to Principal Dr. XXXXXXXX and the Department of M.B.A for giving me
the opportunity of learning through this research project. It has been an excellent and
rewarding experience, and has immensely increased my knowledge.
I wish to express my sincere gratitude and appreciation to my project guide and mentor,
Ms.____________________, Head of Department, Department of Business Administration,
for her support, guidance and encouragement.
I would also like to extend special thanks to my family and friends who have been a constant
source of support and encouragement. Without them, this project would not have been
materialized.
_______________________
(Signature of the student)
DATE:
PLACE:
Table of Contents
Chapter – I : Introduction
Objectives of the Study
Need of the Study
Scope of the Study
Statement Problem
Limitations of the Study
Chapter – II Theoretical Framework
Chapter – III Research Methodology
Chapter – IV Company Profile & Industry Profile
Chapter – V Data Analysis & Interpretation
Chapter – VI Findings & Recommendations
Chapter – VII Conclusion
Bibliography
Annexure
Abstract
I take this responsibility to express my profound and sincere gratitude to IMT CDL for
providing me the opportunity to explore the corridors of corporate world and gather valuable
knowledge and practical experience via Project. I take the privilege of offering a deep sense
of gratitude and indebtedness to XXXXXXXXX (Senior Manager-Marketing), Deloitte . for
providing me guidance and inspiration to complete the Report.
Mr. XXXXXXX (Manager-Marketing – Pricewaterhouse Coopers) who guided me how to carry
on with the project. Her able guidance and support have been constant source of knowledge
and motivation for me. Last but not the least; I would like to thank the employees of ERNST &
YOUNG, Deloitte, KPMG and Pricewaterhouse Coopers. for their valuable suggestions and
constant encouragement. The expertise in this study belongs to those listed above. Any
errors are mine.

Chapter – I
Introduction
Introduction to IMC:
Nicolas Hayek, CEO of Swatch, says, "Everything we do, and the way we do everything,
sends a message." And that’s where Integrated Marketing Communications comes in.
Integrated marketing communications is a process that manages all of a company or
brand's interactions with customers and other key stakeholders. Its premise is that
everything a company does, and sometimes what it doesn't do, sends a message.
In the marketplace of the 21st century ... the driving force is not a company with
products to sell but customers controlling what, where, and how they want to buy.
Thanks to the Internet, 24-hour toll-free phone numbers, credit cards, and express
delivery services, consumers are accessing information on demand and seeking out the
products and services that interest them.
Gone are the days when a company determined where, when, and how it sells its
product. This new approach not only changes the way we make our purchasing
decisions, it also revolutionizes how companies market to their customers. For most
companies to win, they must replace outdated mass-marketing tactics with a targeted,
customer-focused approach.
Integrated marketing communications (IMC) is one such customer-centric, data-driven

method of communicating with consumers. Nestle, IBM, Sprint, Microsoft, Apple
computers, Nike and many other companies have adopted the IMC approach.
Definition of IMC:
As per American Association of Advertising Agencies
'The concept of marketing communications planning that recognizes the added value of
a comprehensive plan that evaluates the strategic role of a variety of communication
disciplines - for example, general advertising, direct response, sales promotion, and
public relations - and combines these disciplines to provide clarity, consistency and
maximum communications impact'.
According to Don Schultz, Integrated marketing Communications is a new way of looking

at the whole, where once we only saw parts such as advertising, public relations, sales
promotion, purchasing, employee communications, and so forth. It is realigning
communications to look at it the way the customer sees it - as a flow of information from
indistinguishable sources.
A successful IMC campaign requires that the firm find a right combination of promotion
tools and techniques, defines their roles and the extent to which they can or should be
used, and coordinate their use.
In the words of Duncan and Everett, Integrated Marketing Communications may be

defined as “The strategic coordination of all the messages and media used by an
organization to influence the perceived brand value”
The focus here is on two aspects:
1) Being present at all the contact points

2) Managing the communications well that your brand speaks one language. As
Nowak and Phelps say - your brand should have ‘One voice’ reaching to your
customers, may it be by any number of channels.
If this does not happen:
a) You may miss out on some of the contact points where your customer awaits your
communications but he does not find you and he abnegates the brand.
b) You may reach different contact points but different communications (including the
intangibles) speak differently, your customer gets confused as to what he should
associate with your brand.
Thus the first aspect creates awareness and the second aspect creates and maintains
loyalty.
Introduction to Professional Services Organization:
Professional services are occupations in the tertiary sector of the economy requiring special
training in the arts or sciences. Some professional services require holding professional
licenses such as architects, auditors, engineers, doctors and lawyers. Other professional
services involve providing specialist business support to businesses of all sizes and in all
sectors; this can include tax advice, supporting a company with accounting, IT services or
providing management advice.
Many industry groupings have been used for academic research when looking at professional
services firms, making a clear definition hard to attain. Some work has been directed at
better defining professional service firms (PSF). In particular, Von Nordenflycht generated a
taxonomy of professional service firms, defining four types:

1. Classic PSFs (e.g. law and accounting firms): characterised by a high knowledge
intensity, a professionalised workforce, and low capital intensity
2. Professional campuses (e.g. hospitals): characterised by a high knowledge intensity, a
professionalised workforce, and high capital intensity
3. Neo-PSFs (e.g. management consultants): characterised by a high knowledge intensity
and a low capital intensity
4. Technology developers (e.g. R&D firms, biotechs): characterised by a high knowledge
intensity and a high capital intensity
Frameworks such as this aid the ability of managers and academics to better understand how
such firms manage themselves and how to judge benchmark practices.
Professional services can be provided by sole proprietors, partnerships or corporations. A
person providing the service can often be described as a consultant. In law, barristers
normally organize themselves into chambers. Businesses in other industries, such as banks
and retailers, can employ individuals or teams to offer professional services for their
customers. Major cities such as London and New York are leading global centers for
professional services firms
Objectives of the Study:
1. To know insights about integrated marketing communications and its application in a
Professional Services Organizations like Deloitte, KPMG, Pricewaterhouse Coopers,
and ERNST & YOUNG Companies.
2. To know about the effective strategy of communicating customer value that creates
brand equity in a real life scenario.

3. To know about how company design and manage integrated marketing
communications to establish a strong band in that industry.
4. To find out the relevance and application of the theoretical knowledge in practical
scenarios.
5. To prepare a report based on the experience that I gain.
Need of the Study:
Integrated marketing communication (IMC) has emerged as a new concept in marketing in
the twenty-first century. IMC is mostly thought of, taught and written about as simply the
integration of advertising and promotional activities. IMC can be seen as a new paradigm in
marketing, equipped with central concepts that apply to many business environments. One
of the major reasons for the growing importance of IMC is the major role it plays in the
process of developing and sustaining brand identity and brand equity. Marketing
communication represents the ‘voice’ of the brand. It is the vehicle in which companies can
establish a dialogue with customers concerning their product offerings and it is the
integrating factor around which all marketing and communication should be built. Marketing
communications allow companies to link their brand to other people, places, events, brands,
experiences, feelings, and things. They can contribute to brand equity-by establishing the
brand in memory and creating a brand image-as well as drive sales and even affect
shareholder value and hence I feel that this would be apt topic to do my Project work and
developing and Integrated Marketing and Communication strategy for Professional Services
Companies.
Scope of the Study:
The Scope of the Study Includes Big Four Auditors Professional Services companies like
Deloitte, KPMG, ERNST & YOUNG and Pricewaterhouse Coopers. The Study is been carried
out in Hyderabad offices of mentioned companies. The study is on developing the integrated
communication and Marketing strategy for Professional Services companies based on the
Inputs, Primary and secondary data Provided by the representatives of the Companies.
Statement Problem:
Marketing in professional services organization is at times very complex due to the nature of
services they offer. People working in professional services provide specialist advice to their
clients. This includes things like providing tax advice, supporting a company with accounting
or providing business advice etc. Due to the nature of the work they do they cannot solicit
clients like most product/services based company. Given the limitations how can we create
effective marketing strategy for professional services organization
Limitations of the Study:
While working and preparing this report I faced some limitations. These are:
 Difficulty in having access of information and getting data because of company
confidentiality since I worked there as an intern.
 There are lack of market data available (journal, publications, company magazines
etc.) related to my topic in terms of Professional Services company.

 Time constraint is another limitation of this report.
 The Data Analysis is based on Questionnaire where there is chance of Bias
Chapter – II
Theoretical Frame Work
The Concept of IMC:
Modern marketing calls for more than developing a good product, pricing it attractively and
making it accessible. Companies must also communicate with present and potential
stakeholders and the general public. Therefore, the question is not whether to communicate
but rather what to say, how and when to say it, to whom, and how often. To effectively reach
and influence target markets, marketers are creatively employing multiple forms of
communications. Before going to the analysis of how Professional Service Companies IMC to
develop their brand, the theoretical aspects of Integrated Marketing Communications in
present phenomena are describe below:
The Role of Marketing Communications:
Integrated marketing communication (IMC) has emerged as a new concept in marketing in
the twenty-first century. IMC is mostly thought of, taught and written about as simply the
integration of advertising and promotional activities. IMC can be seen as a new paradigm in
marketing, equipped with central concepts that apply to many business environments. One Commented [BS(-H1]: This is being repeated from the ’Need
for study’ section
of the major reasons for the growing importance of IMC is the major role it plays in the
process of developing and sustaining brand identity and brand equity. Marketing
communication represents the ‘voice’ of the brand (Kotler and Keller 2006). It is the vehicle in
which companies can establish a dialogue with customers concerning their product offerings
(Keller 2001) and it is the integrating factor around which all marketing and communication
should be built (Schultz 1998). Marketing communications allow companies to link their
brand to other people, places, events, brands, experiences, feelings, and things. They can
contribute to brand equity-by establishing the brand in memory and creating a brand image-
as well as drive sales and even affect shareholder value.
Marketing Communications, Brand Equity and Sales: Formatted: Font: Bold
Recently, IMC has evolved from being a mere "inside-out" device that brings promotional
tools together to being a strategic process associated with brand management. Following
Schultz (2004a), I define IMC strategy as a set of processes that include the planning,
development, execution, and evaluation of coordinated, measurable, persuasive brand
communications programs over time with consumers, customers, prospects, employees,
associates, and other Integrated Marketing Communications of Professional Services
Companies as a part of the Study.

targeted, relevant external and internal audiences. Therefore, effective IMC is an integral
pare of an effective brand equity strategy. Furthermore, effective IMC potentially enhances
the effectiveness of the firm's portfolio of brands, and hence, could positively influence brand
equity. As such IMC leads to total marketing communication strategy aimed at building
strong customer relationships by showing how the company and its products can help
customers solve their problems.
Marketing Communications Mix
The eight major modes of marketing communications mix are:
1. Advertising
2. Sales Promotion
3. Events and Experiences
4. Public relations and publicity
5. Direct marketing
6. Interactive marketing
7. Word-of-mouth marketing
8. Personal selling
Company communication goes beyond these specific platforms. Hence, every brand contact
delivers an impression that can strengthen or weaken a customer’s view of a company.
Marketing communications activities contribute to brand equity and drives sales in many
ways: by creating awareness of the brand, linking the right associations to the brand image in
consumer’s memory, eliciting positive brand judgments and feelings, and facilitating a strong
consumer-brand connection.
IMC Strategy Development
There are certain steps for IMC strategy development that firm follows. These steps to
develop effective communication are: Integrated Marketing Communications of Professional
Services Companies.
Steps of IMC Strategy development:
For a Professional Services companies like Deloitte, KPMG, ERNST & YOUNG, and
Pricewaterhouse Coopers in preparing marketing communications the marketers’ first task is
to identify the target audience and its characteristics. Next, the marketers’ must have to
determine the communication objectives and define the response sought, whether it be
awareness, knowledge, liking, preference, conviction or purchase. Then, a message should be
constructed with an effective content and structure. Media must be selected, both the
personal and non-personal communication. The marketers must find highly credible sources
to deliver meassages. Finally, the marketers must collect feedback by watching how much of
the market becomes aware, tries the product, and is satisfied in the process.
Planning and Implementing Brand marketing Program
Integrated marketing communications can produce stronger meassage consistency and help
to build brand equity and create greater sales impact. It forces management to think about
every way to customer comes in contact with the company, how the company communicates
its positioning, the relative importance of each vehicle, and timing issues. IMC should
improve the company’s ability to reach the right customers with the right messages at the
right time and in the right place. Building brand equity requires creating a brand that
consumers are sufficiently aware of and with which they have strong, favourable and unique
brand associations. Knowledge building process depends on three factors –
i. The initial choices for the brand elements or identities making up the brand.
ii. The marketing activities and supporting marketing program and the manner by which the
brand is integrated into them.
iii. Other associations indirectly transferred to the brand by linking it to some other entity
(e.g. the company, country of origin, channel of distribution or another brand).
For company involved in Professional Service, the brand marketing programs, they have to
consider on these three elements with extra focus.
1. Choosing Brand Elements Carefully
2. Integrating the Brand into Marketing Activities and the Supporting Marketing Program
3. Leveraging Secondary Associations
Managing and Evaluating IMC Programs
In assessing the collective impact of an IMC program, the marketer’s overriding goal is to
create the most effective and efficient communications program possible.

Chapter – III
Research Methodology
The report is completed by taking information from different relevant sources and through a
theoretical frame work on the topic. Some data hads been taken by observing and working
with the company itself and also from company previous records. However, tThe report is
also consissting of information obtained from mainly primary data and few secondary data.
Secondary Sources:
Companies previous records, data, journal, report, brochure etc.
Companies website, internet, newspaper and various other sources provided by the company
and academic teacher.
Books, article, literature, research related to the industry and the respective topic.
Primary Sources:
On the job experience obtained while working for the company and by observing real work
scenario. Talking with supervisor, senior personnel, office staff and also the in-hand data.
Data from attending meetings, visiting the factory and retail shops.
The method that I applied to prepare the report is an effective method that helpeds me to
finish the project successfully. Through observing and working with the real life scenario as
well as analyzing various internal and external data the report is prepared.
Tools for Analysis:

Sample Size – 50
Questionnaire Seize – 15 Commented [BS(-H2]: We list 20+ questions in the data

analysis section. Lets update this to 20.
Tools: Percentage Method, Mean, Median, Mode and Chi Square Analysis.
Chapter – IV
Industry Profile
Industry Profile:
The professional services industry has continued a steady rise, however slowing growth
suggests global macro, technology and sector trends are due to impact on future increases, a
new report has confirmed.
Based on an analysis of over 400 professionals services firms, the ‘2017 Professional Services
Maturity Benchmark’ produced by Service Performance Insight (SPI) commissioned by Deltek
seeks to understand the shifting challenges and changing make-up of the global consulting
industry.
While the authors noted that every year brings change to the professional services industry,
they cited a new wave of political unrest, protectionism, and global turmoil last year as
meaning the people-based professional services industry is likely to be faced with juggling
continuing upheavals. Firms are dealing with disruptions in healthcare, taxation and the
ability to employ non-resident workers all while dealing with ongoing business model
evolution.
Importantly as with technology-based consulting growing fastest, tech companies will likely
be faced with unique challenges including adapting to new accounting standards, embracing
hybrid business models with a myriad of billing options, and meeting new compliance
requirements.
According to Fergus Gilmore, Vice President and Managing Director Central Europe at Deltek,
“While the backdrop for the professional services industry is quite bright, the challenges
associated with sustaining and managing growth have never been more daunting.”
Revenue growth
The report findings highlight the global professional services industry is still experiencing
strong growth. Headcount growth grew at a rate of 6.5% last year, as companies continued
to expand operations to meet growing client needs, while revenue growth subsequently
stood at an impressive 9%, however, both rates of increase were reduced from previous
figures. Headcount growth reached a four-year low, having fallen from 7.8% in 2015, in what
seems to be a downward trend from 2014’s 8.9%.
Revenue growth meanwhile slowed from 10.2% in 2015 to 9% in 2016. This is the first time
since the recessionary year of 2010 that overall professional service (PS) sector revenue
growth has dipped below 10%. Breaking the ominous result down geographically, after years
of tepid growth, Europe appears to be making a recovery with improving revenues expanding
from 6.5% in 2015 to 10.3% in 2016. These results mirror overall GDP growth with the
Eurozone, outpacing the U.S. at 1.7% compared to 1.6% for the first time since 2008.
Elsewhere, the prospects were less positive, with Asia-Pacific also experiencing a decline in
revenue growth from 10.1% to 9.4%, while the Americas saw the worst decrease, capping a
year of economic and social uncertainty with consulting revenue growth slowing from 11.7%
to 8.6%.
While revenue growth shows signs of peaking though the numbers are too fresh to interpret
deeply without a further year’s context. The decline in headcount growth, however, is clearly
a consistent trend. One reason that headcount growth has slowed significantly is in large part
due to a growing talent shortage. To combat the lack of skilled consultants, firms are using a
host of creative recruiting and skill-building strategies to squeeze ever higher levels of
efficiency from their workforce. This in turn drives productivity improvements as new
systems and technological strategies drive down costs.

As the global economy sluggishly grows at less than 2%, organisations in every industry are
having to work harder to achieve higher productivity, without adding substantial expenditure
to their budgets. “Every year, professional services revenue growth exceeds headcount
growth, meaning the industry as a whole is continually ratcheting up output in part thanks to
automation and more intelligent internal systems and processes, which subsequently means
fewer new additions to head-count are needed,” explained Gilmore.
IT consultants leading the way
This downward trend in headcount is not a uniform decrease however, and predictably in an
industry increasingly focused on technology to drive down costs, IT-based consultancies
headcounts were less phased by the overall trend. Organisations focused on the cloud,
security, analytics and artificial intelligence all experienced significant growth then, with IT
consultancies still down from 12.3% in 2015 but standing at 10.6%, while Software as a
Service advisors also saw growth remain above ten points, at 12.7%, down from 15.8% last
year. More traditional consulting segments of accounting, architecture and networking
meanwhile saw consolidation and price pressure meant revenue growth declining to 7.1%,
having fallen for two years straight from 2014’s 11.7%.
The authors advise professional services firms to look at their portfolio and services, to
capitalise on fast growing tech segments. The boom in the digital transformation industry
recently reached an estimated $23 billion, and the sector looks set to continue growing
rapidly. “Now is the time for all PSOs to carefully evaluate their markets and market
positioning to ensure they stay ahead of the curve and to seize emerging market
opportunities before they become mainstream and commoditised,” Gilmore said.
Billable hours and revenue per consultant
One real bright spot for the wider consultancy industry in 2016 was the fact that revenue per
consultant improved to the highest level in four years, jumping by more than 4%, in part on
the back of higher chargeability with more advisors staffed on projects allowing firms to
charge their clients. The increase in revenue can also be attributed to decreased time spent
on administration and non-billable client hours. Revenue per employee also improved
meanwhile, driven by reduced levels of non-billable headcount combined with higher
consultant productivity and reduced per capita discretionary spending.
“Many other leading indicators experienced significant improvement with project backlog,
the size of the sales pipeline and the number of projects delivered on-time all making positive
gains”, confirmed Gilmore.
Recent figures published by an analyst firm revealed that UK’s consulting market grew by
8.2% last year, from £6.02 billion to £6.79 billion. The report also found that the Big Four
Auditors (Deloitte, EY, KPMG and PwC) outperformed the market, growing 11.5% to £2.55
billion – a position bolstered by a busy regulatory environment, especially in financial
services, and a large presence in the booming digital transformation segment.
While these benchmarks also point towards exceptionally healthy, albeit slowing, growth in
headcount and revenue for the professional services industry though, profits last year
actually declined.
PS players saw overall net profits fall from 15.5% in 2015 to 14.2% in 2016. This could
highlight that the pricing structures of larger firms are under pressure, as a result of
increasing numbers of mid-tier competitors, or changing levels of client scrutiny on fees –
with many UK SMEs in particular feeling short changed by external expertise they hired.
However, according to authors, the primary catalyst for lower professional services profit
came from an unexpected source. Firms increased the percentage of top line revenue
derived from subcontracting – using third-party resources to ramp up their own consulting
teams on projects, which created substantial pass-through revenue. In the case of IT
consultancies meanwhile, this pass-through was the result of the resale of hardware,
software and other products.
Contrary to the aim of outsourcing then, the researchers stated, “This pass-through revenue
had a negative impact on overall profit as these revenue sources produced less margin than
direct labour margins.”
At the same time, non-billable travel and marketing expenses increased, further eroding net
profit margins. Independent consultants meanwhile experienced a moderate decrease in
profitability, moving from 13.6% to 11.5%, with IT and management consultancies both
seeing a decline. Embedded SaaS, hardware and networking PSOs also reported a decline in
profitability while enterprise software PSOs saw their contribution margin increase from
19.9% to 23.6%, making them the most profitable segment of the global PS industry.
Cautious optimism
Looking ahead, Gilmore paints an optimistic picture as despite growing global uncertainty,
the outlook for the landscape is relatively bright. “Unless the world goes into an unforeseen
tail spin, 2017 should be a very good year in professional services.”
However, despite primarily good news and positive improvements in the size of the sales
pipeline and project backlog, some issues demand consideration. Across the benchmarks
studied, many of the client relationship metrics declined. Particularly the bid to win ratio
which has fallen to its lowest level since 2012 signifies heightened competition along with
declining scores for sales, marketing and solution development effectiveness. “In a global
market with new entrants springing up daily to challenge the status quo, all PSOs must
improve their sales, marketing and solution development capabilities,” said Gilmore.
Caution is therefore urged, as along with these risks, the age-old issue of work-force attrition
is on the rise, while an intense war for top talent means skilled employees are increasingly
leaving their current employers to move to greener pastures. “Now more than ever before,
professional services organisations must establish their brand and culture as a great place to
work so they can attract and retain the skilled resources they need to grow revenues and
delight their customers”, Gilmore warned.
To help leaders in the professional services industry remain competitive in the changing
landscape, Deltek has produced a range of best practice reports on winning bids, managing,
delivering and measuring projects and developing professional services talent. The reports
can be downloaded from the firm’s special.
These are tough times for firms in the management consulting industry, who must embrace
change and quickly adapt to the changing landscape in order to retain clients in a newly
digitised world.
Management consulting is a client-driven industry, and as clients’ needs change, the sector –
and the consulting firms within it – must adapt quickly in terms of services, structure and
operations. The past few years have seen significant transition, particularly in terms of
technology and legislation, and management consulting firms have had to respond rapidly,
while maintaining their competitive edge and ensuring their own long-term growth.
On the surface, things are looking good for the UK management consulting industry. Figures
published recently by Source Global Research, a provider of market intelligence on the
sector, revealed that UK consulting grew almost four times faster than the economy in
2015, up 8.2% from £6.02 billion to £6.79 billion. The report also found that the Big Four
Auditors (Deloitte, EY, KPMG and PwC) outperformed the market, growing 11.5% to £2.55
billion – a position bolstered by a busy regulatory environment, especially in financial
services.
The consulting market in the US also enjoyed good growth in 2015, growing at a healthy 7.7%
to reach almost $55 billion (£45 billion). Within Europe, Source Global Research identified the
countries making up the DACH region (Germany, Austria and Switzerland) as being the most
attractive for consulting firms. Here, the sector has grown by €1 billion to a value of €8.7
billion (£7.5 billion) over a two-year period.
Commented [BS(-H3]: Why are we including a graph on UK

market?
Challenges to the consulting industry
However, the sector also faces challenges that cannot be ignored, not least the growing
division of the market into two increasingly distinct parts: a low-cost, commoditised part, and
a high-value, more classic management consulting part.
Edward Haigh, a director at Source Global Research, says: “This is forcing consulting firms to
think about how they can address both markets, which is necessary if they are going to
capture a share of the lucrative digital transformation market. This then leads to discussion
about the consulting business model, pricing and brand architecture.”
The pace of development in digital technologies is also creating new business models at a
faster speed than many current company structures are able to cope with. To deal with this
challenge, consulting companies must develop a comprehensive digital strategy and rethink
their business and operating models in order to deliver it. There must be cross-channel
connectivity and continuous engagement with all stakeholders; but, crucially, the strategy
has to be about C-level leadership, and innovation and differentiation through the business
and operating models.
Learning from mistakes
“Innovation cannot be achieved purely by investing large sums,” says Marco Amitrano, UK
head of consulting at PwC. “We need to adopt that ‘fail fast’, agile mentality that is seen to
work so well in small businesses; we need to learn from our mistakes. As an industry we can
often have low acceptance of failure, and end up valuing accuracy over creativity. It’s
important to recognise this as a barrier to reinventing the way we operate, develop our
people and, ultimately, provide our clients with greater value.”

Alongside this, the recruitment and retention of talent remains a perennial issue. “As this
issue becomes greater, consulting firms are forced to think more about offering services and,
increasingly, products that don’t rely on their ability to sell people,” says Haigh.
Nevertheless, talent is a prize asset, and many organisations seeking talent are casting their
nets beyond the traditional top universities, and focusing on the skills someone has, rather
than where they acquired them. At Grant Thornton, recruiting a diverse workforce will
continue to be one of the most crucial priorities. People and culture leader Stephanie
Hasenbos-Case says: “Three years ago, we were one of the first to identify the opportunity to
be more representative of wider society, and we made some fundamental changes to the
way we attract talent.
This year, Grant Thornton saw a 47% increase in applications for our school-leaver
programme, with trainees joining the firm across 20 different office locations. Our recent
analysis also found that employees who would not have met the previous academic hurdles
are performing just as strongly as those who did.”
Working together
Another key challenge facing the management consulting industry in the next two or three
years involves multi-sourcing: working with other firms when niche or complementary
expertise is required. And this isn’t just about large generalists working with small specialists;
consulting firms are increasingly forming partnerships with people outside the consulting
industry, including digital agencies, academics and technology companies.
Andrew Moore, director at DAV Management, says: “SMEs are inherently agile and flexible
and have always been good collaborators, whereas larger management consultancy firms
haven’t tended to be. Smaller firms typically specialise and have strengths in specific areas
(e.g. attracting talent) and naturally collaborate with other firms where there is a shared
need. In such relationships there are mutual dependencies and relationships built on trust,
whereby all parties are, collaboratively, focused on performing in the best interests of the
client. This is more difficult for larger management consultancies, as they typically want to be
in control and will protect their position, are less collaborative and often see smaller firms as
a threat.”
Disruptive business models, for example digital and innovations such as crowdsourced
consulting firms, are also emerging and impacting the sector, driven both by new
technologies and by ever-smarter clients.
“Crowdsourcing for consulting provides the ability to source specific consulting expertise
from small firms or freelancers who can react quickly and provide a particular service from
anywhere in the world, with little or no overhead,” says Moore. “For analytical-type
consulting services, crowdsourcing looks to be a good way forward. For longer-term
professional services and programmes, small specialist firms are a real threat to the bigger
players, especially around aspects such as quality, trust and price.”

Valuing expertise
A further issue for the consulting industry to face is a growing perception of consulting as a
series of more commoditised, transactional interactions. Paul Heugh, CEO of strategy
implementation consultancy Skarbek Associates, says: “As technical work becomes
commoditised and margins fall, comprehensive expertise in consultants will be more valued.
There will be an outflow of purely technical staff into other industries, as consultancies
promote those with a greater knowledge of the industry, geography and the customer.”
Recent geo-political developments have led to increased uncertainty in the market; however,
many organisations are already identifying and preparing for potential threats and
opportunities, often with consultancy support. In order to meet this demand, Peter
Richardson, managing director of Protiviti UK, advocates management consulting firms
developing specialist teams that understand the intricacies of their clients’ businesses and
sectors, as well as the opportunities and challenges they face.
He says: “They should also continue to move away from the traditional time-and-materials
model of pricing and towards a commercial proposition based on defining and delivering
outcomes, and sharing their clients’ risks and rewards.”

Commented [BS(-H4]: Please remove this
If they are to remain competitive in the future, management consulting firms will need to
find innovative ways of retaining clients and solving their increasingly complex business
problems, while diversifying their own product offerings and attracting the consultants of
tomorrow.
Company Profile:
Deloitte Touche Tohmatsu Limited commonly referred to as Deloitte, is a UK-
incorporated multinational professional services network. Deloitte is one of the "Big Four
Auditors" accounting organizations and the largest professional services network in the world
by revenue and number of professionals.
Deloitte provides audit, tax, consulting, enterprise risk and financial advisory services with
more than 263,900 professionals globally. In FY 2017, the network earned a record $38.8
billion USD in aggregate revenues. As of 2016, Deloitte is the 6th-largest privately owned
organization in the United States.
As per reports in 2012, Deloitte had the largest number of clients amongst FTSE
250 companies in the UK and in 2015, Deloitte currently has the highest market share in
auditing among the top 500 companies in India. Deloitte has been ranked number one by
market share in consulting by Gartner, and for the fourth consecutive year, Kennedy
Consulting Research and Advisory ranks Deloitte number one in both global consulting
and management consulting based on aggregate revenue
KPMG: Seated in Amstelveen, the Netherlands, KPMG employs 189,000 people and has three
lines of services: financial audit, tax, and advisory. Its tax and advisory services are further
divided into various service groups.
The name "KPMG" stands for "Klynveld Peat Marwick Goerdeler." It was chosen when KMG
(Klynveld Main Goerdeler) merged with Peat Marwick in 1987.
Each national KPMG firm is an independent legal entity and is a member of KPMG
International Cooperative, a Swiss entity registered in the Swiss Canton of Zug. KPMG
International changed its legal structure from a Swiss Verein to a co-operative under Swiss
law in 2003.
This structure in which the Cooperative provides support services only to the member firms is
similar to other professional services networks. The member firms provide the services to
client. The purpose is to limit the liability of each independent member.
Bill Thomas is KPMG's Global Chairman. He was formerly Senior Partner and CEO of KPMG
LLP, the KPMG member firm in Canada.
Some KPMG member firms are registered as multidisciplinary entities which also provide
legal services in certain jurisdictions.
KPMG is organised into the following three service lines (the 2016 revenue shares are listed
in parentheses):
 Audit (40%)
 Advisory (38%)
 Tax (22%)
Tax arrangements relating to tax avoidance and multinational corporations and Luxembourg
which were negotiated by KPMG became public in 2014 in the so-called Luxembourg Leaks
Ernst & Young (doing business as EY) is a multinational professional services firm
headquartered in London, England. EY is one of the largest professional services firms in the
world and is one of the "Big Four" accounting firms.
EY operates as a network of member firms which are separate legal entities in individual
countries. It has 250,000 employees in over 700 offices around 150 countries in the world. It
provides assurance (including financial audit), tax, consulting and advisory services to
companies.
The firm dates back to 1849 with the founding of Harding & Pullein in England. The current
firm was formed by a merger of Ernst & Whinney and Arthur Young & Co. in 1989. It was
known as Ernst & Young until 2013, when it underwent a rebranding to EY. The acronym "EY"
was already an informal name for the firm prior to its official adoption.
In 2017, Fortune magazine ranked EY 29th on the 100 Best Companies to Work For list. In
2016, EY was the 11th largest privately owned organization in the United States.
EY has the following four main service lines:
 Assurance (38% of revenue in 2016): comprises Financial Audit (core assurance),
Financial Accounting Advisory Services and Fraud Investigation & Dispute Services.
 Tax (26% of revenue in 2016): includes Transfer Pricing, International Tax Services,
Business Tax Compliance, Human Capital, Global Trade, Indirect Tax, Tax Accounting &
Risk Advisory Services, Transaction Tax.
 Advisory (26% of revenue in 2016): consisting of four subservice lines: Actuarial, IT Risk
and Assurance, Risk, and Performance Improvement.
 Transaction Advisory Services (TAS) (9% of revenue in 2016): deals with companies'
capital agenda – preserving, optimizing, investing and raising capital.
 The firm was also placed among the top 50 places in the "Where Women Want to Work"
awards for 2007.
 The firm was ranked No. 1 in BusinessWeek's annual list of "Best Places To Launch a
Career" for 2008.
 The firm was ranked No. 44 in the Fortune list of "100 Best Companies to Work For", and
the highest among the "Big Four", for 2009.
 The firm was No. 34 in Computer World's "100 Best Places To Work For In IT" for 2009.
 EY was ranked 4th in Universum's America's "Ideal Employers" list 2011 and 3rd in its
Global Top Employers list.
 EY was ranked No. 1 in Forbes magazine's "The Best Accounting Firms to Work For" in
2012, which claimed that EY treats its employees better than other large firms do. It was
ranked 57 overall.
 The firm was named as one of the "10 Best Companies for Working Mothers" by Working
Mothers magazine in 2012 for the 7th straight year.
 In early 2012, it was reported that EY had 10,000 staff in mainland China and Hong Kong,
which has quadrupled in a decade. It has about 11,200 staff in the UK.
 In 2012, the firm was ranked number 1 in the "Stonewall Top 100 Workplace Equality
Index", a list of Britain's top 100 gay-friendly employers. In 2013, the firm was ranked
number 6 in the same Workplace Equality Index.
 In 2013, EY earned 100% rating on the "Human Rights Campaign Corporate Equality
Index".
 In 2013, EY was named one of Diversity Inc magazine's Top 50 companies for diversity.
 In 2013, EY was ranked 4th in "Universum Top 100 IDEAL™ Employer", a survey that
reveals perception of future employers among business students in the U.S. by an
employer branding firm.
 In 2014, EY was ranked 2nd in Universum World's Most Attractive Employers, a survey
that reveals perception of future employers among business students by an employer
branding firm.
 In 2015 Forbes ranked the company #230 of America's Best Employers, and #216 of
Canada's Best Employers.
 In 2016, EY was ranked 3rd in Universum World's Most Attractive Employers, and ranked
1st in area of professional services employers, in a survey that reveals perception of
future employers among business students by an employer branding firm.
 Forbes list EY as one of the Best Management Consulting Firms for 2017
PricewaterhouseCoopers (doing business as PwC) is a multinational professional
services network headquartered in London, United Kingdom. It is the second largest
professional services firm in the world, and is one of the Big Four auditors, along
with Deloitte, EYand KPMG. Vault Accounting 50 has ranked PwC as the most prestigious
accounting firm in the world for seven consecutive years, as well as the top firm to work for
in North America for three consecutive years.
PwC is a network of firms in 158 countries, 743 locations, with more than 236,000 people. As
of 2015, 22% of the workforce worked in Asia, 26% in North America and Caribbean and 32%
in Western Europe. The company's global revenues were $37.7 billion in FY 2017, of which
$16 billion was generated by its Assurance practice, $9.46 billion by its Tax practice and
$12.25 billion by its Advisory practice. PwC provides services to 422 out of 500 Fortune
500 companies.
The firm was formed in 1998 by a merger between Coopers & Lybrand and Price
Waterhouse. Both firms had histories dating back to the 19th century. The trading name was
shortened to PwC in September 2010 as part of a rebranding.
As of 2016, PwC is the 5th-largest privately owned company in the United States.
Chapter – IV
Data Analysis & Interpretation
1. Age Group
A. 25 – 30 B. 30 – 35 C. 35 – 40 D. Above 40
Age Group
Expected Chi Square
Sl No Option Observed (O) % O-E (O - E)2
€ (O - E)2/E
1 25 - 30 14.4 12 24% -2.4 5.76 0.40
2 30 - 35 20.4 17 34% -3.4 11.56 0.57
3 35 - 40 16.8 14 28% -2.8 7.84 0.47
4 Above 40 8.4 7 14% -1.4 1.96 0.23
Total 60 50 100% -10 100 1.67
Age Group
14%
24%
28%
34%
25 - 30 30 - 35 35 - 40 Above 40
Interpretation: The reason behind considering Age Groups is to ensure the maturity levels and hands
on experience at different levels will give responses which will help me to do deep study and in this
the Chi Value is 1.67 which is a Positive value considering 1/5th as the expected and the variance. The
age between 25 – 30 consists of 24%, the age group between 30 – 35 – 34%, 35 – 40 Age group 28%
and above 40 years 14% are the mix of respondents. The 14% respondents are from top level persons
who are in strategic decision making positions and 24% youngsters who are enthusiastic and
equipped with latest trends and technologies and 62% middle aged and middle level position
respondents who are in typical positions who works on analytics, designing and Implementation of
the strategies.
2. Education Level
A. Graduate B. Post Graduate C. Diploma D. Doctorate
Age Group
Sl No Option Expected € Observed (O) % O-E (O - E)2 (O - E)2/E
1 Graduate 29.25 26 52% -3.25 10.5625 0.36
2 Post Graduate 16.875 15 30% -1.875 3.515625 0.21
3 Diploma 3.375 3 6% -0.375 0.140625 0.04
4 Doctorate 6.75 6 12% -0.75 0.5625 0.08
Total 56.25 50 100% -6.25 39.0625 0.69
Qualification
6%
12%
52%
30%
Graduate Post Graduate Diploma Doctorate
The Educational levels are very important, as the experience and subject knowledge are correlated
with the education and hence the maturity levels with respect to academics are important for the
study and I have considered 52% graduation, 30% Post graduation, 6% Diploma and 12% Doctorate.
As the Digital Media Platform, Marketing and Communication Systems and Industry chosen for Study
is filled with graduates and that is the reason for considering half of the respondents from graduation
level and even the expertise is also required and I have considered 12% with Doctorate level.
3. Total Years of Experience
A. 5 – 10 B. 10 – 15 C. 15 – 20 D. Above 20
Total Experience
1 5- 10 14.4 12 24% -2.4 5.76 0.40
2 10 - 15 33.6 28 56% -5.6 31.36 0.93
3 15 - 20 8.4 7 14% -1.4 1.96 0.23
4 Above 20 3.6 3 6% -0.6 0.36 0.10
Total 60 50 100% -10 100 1.67
TOTAL EXPERIENCE
56%
24%
14%
6%
Series1
5- 10 10 - 15 15 - 20 Above 20
For any study the responses from mixed levels of experience is crucial as they share their views based
on their experiences. I have taken the frequencies of 5 – 10 years of experience with the respondents
percentage of 24% and the respondents with 10 – 15 Years constitute 56% and the senior level
executives with 15 – 20 Years experience with 14% are considered and 6% constitute above 20 Years
experience. I have not considered below 5 years experience as the topic chosen for the study is to
design Integrated marketing and communication strategy for Professional services company and the
there should be minimum experience for the respondents which will enable me to complete the task
successfully.
4. Experience in Current Company in Years
A. 1 – 3 B. 4 – 8 C. 8 – 15 D. Above 15
Experience in Current Company

1 1-3 6.857142857 6 12% -0.85714 0.734694 0.11
2 4-8 34.28571429 30 60% -4.28571 18.36735 0.54
3 8 - 15 11.42857143 10 20% -1.42857 2.040816 0.18
4 Above 15 4.571428571 4 8% -0.57143 0.326531 0.07
Total 57.14285714 50 100% -7.14286 51.02041 0.89
Experience in Current Company

60%
70%
60%
50%
40% 12% 20%
30%
8%
20%
10%
0%
1-3 4-8 8 - 15 Above 15
Consistency is the key for success and the reason for choosing the question i.e., from how
long associated with current company is to get the accurate response which should be
inculcated with the topic chosen for the study and to reach the objective. The
Respondents working in the current company less than 3 years are 12% and the
respondents associated between 4 – Years is 60% and this 60% frequency is Important
because any professional if he is consistent and professional he or she will definitely
associate with minimum 3 – 5 years and in this case between 4 – 8 years, I have got 30
respondents out of sample size of 50. The rest 8 – 15 Years is 20% and above 15 Years 8%.
5. Your Designation fall in:
A. Sr. Level B. Middle Level C. Junior Level D. Top Level
Designation
1 Sr. Level 10.8 9 18% -1.8 3.24 0.30
2 Middle Level 36 30 60% -6 36 1.00
3 Jr. Level 10.8 9 18% -1.8 3.24 0.30
4 Top Level 2.4 2 4% -0.4 0.16 0.07
Total 60 50 100% -10 100 1.67
Designations
60%
70%
60%
50% 18%
18%
40%
30% 4%
20%
10%
0%
1 2 3 4
The experience levels and the expertise of the respondents with respect to their
designations or the management levels selected for this study will enable me to get the
Information which is necessary for completion of my study or the Project. I have considered
mixed management levels right from Junior level to the top level decision making leaders
and the blend of this frequency matches with the number of respondents. I have considered
18% respondents from senior level, 60% respondents are from middle level management,
18% respondents are from Junior level management and top level leadership management
consists of 4% of total responses and respondents.

6. Gender
A. Male B. Female C. Transgender
Gender
1 Male 34.875 31 62% -3.875 15.01563 0.43
2 Female 19.125 17 34% -2.125 4.515625 0.24
3 Transgender 2.25 2 4% -0.25 0.0625 0.03
Total 56.25 50 1 -6.25 19.59375 0.69444444
Gender
4%
34%
62%
Male Female Transgender
The gender classification might not be that Important but the study is been carried out in
India but the topic i.e., Designing Integrated Communication and Marketing Strategy for
Big four Professional Services companies which are having their operations across the
globe and the levels of understanding varies from gender to gender and hence I have
considered the gender Impact also by involving all genders in this study by gathering
Information and making them part of the respondents. The Male percentage out of total
respondents is 62%, Female consists of 34% and the transgender constitute 4%.
7. The Company you work for
A. Deloitte B. E & Y C. KPMC D. PWC
Companies
1 Deloitte 31.5 28 56% -3.5 12.25 0.39
2 KPMG 13.5 12 24% -1.5 2.25 0.17
3 PWC 7.875 7 14% -0.875 0.765625 0.10
4 E&Y 3.375 3 6% -0.375 0.140625 0.04
Total 56.25 50 100% -6.25 39.0625 0.69
Companies
56%
60% 24%
14%
40%
6%
20%
Series1
0%
Deloitte KPMG PWC E&Y
The Study is been framed for big four Professional services companies like Deloitte, Ernst
& Young, KPMG and Price water cooper house. All mentioned companies are world’s top
four professional services companies which has got their offices and operations across the
globe. I am working in Deloitte and I could get maximum respondents from Deloitte and I
too have contacts and friends in all other mentioned companies. Out of total respondents
56% respondents are from Deloitte, responses from KPMG consists of 24%, Price water
cooper house 14% and Ernst & Young 6%.

8. The Brand Building, Reputation of the Company and ensuring the retaining the clients and
stake holders is the cross functional responsibility.
A. Strongly Agree B. Agree C. Disagree D. Strongly Disagree E. Don’t Know
IMC Responsibility
1 Strongly Agree 10.125 9 18% -1.125 1.265625 0.13
2 Agree 23.625 21 42% -2.625 6.890625 0.29
3 Disagree 5.625 5 10% -0.625 0.390625 0.07
4 Strongly Disagree 7.875 7 14% -0.875 0.765625 0.10
5 Don't Know 9 8 16% -1 1 0.11
Total 56.25 50 100% -6.25 10.3125 0.69444444
IMC RESPONSIBILITY
42%
18% 16%
14%
10%
Series1
Strongly Agree Agree Disagree Strongly Disagree Don't Know
Building the reputation of the brand and retaining the clients by ensuring the high quality
service deliveries within turnaround times is the collective responsibility of the all
departments across levels, designations and locations. 18% of the respondents feel that retaining
the clients and reputation of brands is cross functional responsibility and 42% of the respondents
agree where as 10% disagree, 14% strongly disagree and 8% don’t know. Out of total respondents
60% agree the fact of cross functional responsibility of client retention etc.,
9. The team who manages your communication system and programs have enough
knowledge and they are equipped with all marketing tools
IMC Knowledge
1 Strongly Agree 33.6 28 56% -5.6 31.36 0.93
2 Agree 12 10 20% -2 4 0.33
3 Disagree 1.2 1 2% -0.2 0.04 0.03
5 Don't Know 9.6 8 16% -1.6 2.56 0.27
Total 60 50 100% -10 38.32 1.666667
IMC Knowledge
16%
6%
2%
56%
20%
The team or the members who designs the communication and marketing strategies should
be equipped with all marketing tools which should also Include internal and external barriers
like geographical, religious, etc., factors. 56% of the respondents strongly agree, 20% agree,
2% Disagree, 6% strongly Disagree and 16% don’t know but the maximum proportion 76% of
the respondents accept that the team who are focused and deployed on designing and
implementation of marketing strategies are equipped with marketing tools etc.,

10. All employees across the locations will beare briefed about the objectives, targets and
marketing strategies, client retention strategies and Marketing Programs
L&D
1 Strongly Agree 10.125 9 18% -1.125 1.265625 0.13
2 Agree 3.375 3 6% -0.375 0.140625 0.04
3 Disagree 3.375 3 6% -0.375 0.140625 0.04
5 Don't Know 32.625 29 58% -3.625 13.14063 0.40
Total 56.25 50 100% -6.25 15.25 0.694444
L&D
18%
6%
58% 6%
12%
As discussed in earlier questions the retention of clients is the cross functional responsibility
and all the employees need to be briefed across levels, function and locations about the
marketing and communication strategies which were designed by the respective companies
for respective periods. It has been observed that 58% of the respondents don’t know about
the marketing and communication strategies of their companies and they are focusing on
delivering the services within timelines. Whereas 18% strongly agree and 6% agree, total 24%
of the respondents are aware of the mentioned strategies and they are from senior level.
11. The frequency of meeting (discussing about the activities, metrics etc.,) with Marketing
and communication agencies will be more in your company
Meeting with Agencies

O-
Sl No Option Expected € Observed (O) % (O - E)2 (O - E)2/E
E
1 Strongly Agree 3.6 3 6% -0.6 0.36 0.10
2 Agree 7.2 6 12% -1.2 1.44 0.20
3 Disagree 8.4 7 14% -1.4 1.96 0.23
5 Don't Know 30 25 50% -5 25 0.83
Total 60 50 100% -10 32 1.666667
6%
12%
50%
14%
Strongly Agree
Agree
Disagree
Strongly Disagree
Don't Know
18%
The Marketing and communication channel for marketing for getting new business is the
corporate strategy. Designing and Implementation of these strategies of mentioned
companies at maximum times happens from their global corporate offices and when it comes
to meetings and discussions with agencies who develops the strategies for respective
companies will be maintained at corporate office and only national and the business heads
only aware of these meetings and even from responses 50% of the respondents don’t know,
32% of the respondents disagree and only 18% of the respondents aware of the meetings
and their frequencies etc.,

12. Do you feel think that there is a strategic balance between one on one media and mass
Media in your communication marketing strategy and Implementation

Media Proportion
Sl
Option Expected € Observed (O) % O-E (O - E)2 (O - E)2/E
No
1 Strongly Agree 6.75 6 12% -0.75 0.5625 0.08
-
2 Agree 10.125 9 18% 1.125 1.265625 0.13
-
3 Disagree 10.125 9 18% 1.125 1.265625 0.13
-
4 Strongly Disagree 16.875 15 30% 1.875 3.515625 0.21
-
5 Don't Know 12.375 11 22% 1.375 1.890625 0.15
Total 56.25 50 100% -6.25 8.5 0.694444
Don't Know 22%
Strongly Disagree 30%
Disagree
18%
Series1
Agree 18%
Strongly Agree 12%
0% 5% 10% 15% 20% 25% 30%
As per Marketing and Market philosophy the brand name has to be created and the same
need to be maintained which is very crucial. The major proportion of respondents is from
India and many of them are Indian Nationals. There should be always balance between mass
media coverage and one on one media but again this philosophy varies from Industry to
Industry for Instance FMCG etc., needs mass media but when it comes to Professional
services companies this strategy varies and that is the reason 22% of the respondents say
they don’t know, 30% of the respondents agree and 48% of the respondents don’t agree that
there is balance in media strategy.

13. Are there any Grievance cells for addressing Clients concerns and Complaints Commented [BS(-H5]: This is a yes or no question.
Grievance Cell
1 Strongly Agree 33.6 28 56% -5.6 31.36 0.93
2 Agree 19.2 16 32% -3.2 10.24 0.53
3 Disagree 3.6 3 6% -0.6 0.36 0.10
5 Don't Know 1.2 1 2% -0.2 0.04 0.03
Total 60 50 100% -10 42.16 1.666667
56%
60%
50%
40% 32%
30%
20%
10% 6% Series1
4%
0% 2%
Strongly
Agree Series1
Agree Disagree
Strongly
Disagree Don't Know
Grievance redressals of customers or the clients are key for success for any company
irrespective of the Industry segment. Especially incase of professional services companies
where there is tremendous competition across the globe and client retention is very big
challenge. The grievance redressals cells and the resolution of the grievances through proper
mechanism is available with all companies which is evident from the responses. 86% of the
respondents agree that there is proper grievance handling mechanism is available in their
respective companies only 10% of the respondent disagree and 2% don’t know as they may
be junior level who are not aware of escalation matrix etc.,

14. Does Is the satisfaction levels being checked monitored and response to clients
feedback is been measured
Client Satisfaction
Sl
No
1 Strongly Agree 13.71428571 12 24% -1.71429 2.938776 0.21
2 Agree 9.142857143 8 16% -1.14286 1.306122 0.14
3 Disagree 3.428571429 3 6% -0.42857 0.183673 0.05
5 Don't Know 26.28571429 23 46% -3.28571 10.79592 0.41
Total 57.14285714 50 100% -7.14286 15.55102 0.892857
46%
50%
45%
40%
35%
30% 24%
25% Series1
16%
20%
8%
15% 6%
10%
5%
0%
Strongly Agree Agree Disagree Strongly Don't Know
Disagree
As discussed in earlier question about the Grievance redressals mechanism we also
should consider the effectiveness of the mechanism. Unless there is proper mechanism
to measure the effectiveness of any mechanism there will not be any use with the
systems. In this case also 24% of the respondents strongly agree and 16% agree that
there is proper mechanism for measuring client satisfaction by resolving the issues with
in time lines where as 6% disagree and 8% strongly disagree and 46% of the respondents
don’t know. The Don’t know has got 46% it might me because there respondents have
the mix with designations, levels etc., where they might not be aware of the mechanism.
15. The Vision, Mission and Values clearly resembles represents your communication and
marketing strategy
Values Vs Marketing Strategy

1 Strongly Agree 14.4 12 24% -2.4 5.76 0.40
2 Agree 9.6 8 16% -1.6 2.56 0.27
3 Disagree 10.8 9 18% -1.8 3.24 0.30
4 Strongly Disagree 12 10 20% -2 4 0.33
5 Don't Know 13.2 11 22% -2.2 4.84 0.37
Total 60 50 100% -10 20.4 1.666667
22% 24%
Strongly Agree
Agree
Disagree
Strongly Disagree
20% Don't Know
16%
18%
Any successful business can sustain only if they do follow ethical business models. The
mentioned big four companies are multinational companies who strongly believes in moral
values and ethics and their Vision, Mission and the Values can be seen is every aspect of the
business. The Integration and designing of the marketing strategies should clearly focus on
the values, vision and the mission of the company and the same has been collected as
opinion from the respondents in this question. 40% of the respondents stated that the vision,
mission and values of the company are integrated in marketing strategies where as 38%
disagree and 22% of the respondents don’t know about this.

16. Are your corporate philanthropic efforts are concentrated in specific areas of your
communication and Marketing programs
Corporate Efforts
1 Strongly Agree 14.625 13 26% -1.625 2.640625 0.18
2 Agree 13.5 12 24% -1.5 2.25 0.17
3 Disagree 2.25 2 4% -0.25 0.0625 0.03
5 Don't Know 22.5 20 40% -2.5 6.25 0.28
Total 56.25 50 100% -6.25 11.34375 0.694444
40% 40%
30% 26%
24%
20%
10% Series1
4% 6%
0%
Strongly
Agree Series1
Agree Disagree
Strongly
Disagree Don't Know
The designing and Implementation of Marketing and communication should be inline with
philosophy and the values of the company where the corporate teams should work on it and
there efforts should be visible at all levels. 26% of the respondents strongly agree that the
corporate philanthropic efforts are seen in few areas of marketing and communication
channels where 24% agree, 4% of the respondents strongly disagree, 6% of the respondents
disagree and 40% of the respondents don’t know about this. 40% of the respondents might
not be aware of this because the corporate team members work on these strategies at group
corporate head quarters hence many of the respondents don’t know about this.
17. There is a specific mechanism to measure the effectiveness of Communication and
Marketing Strategy programs
Effectiveness of Communication and Marketing Channel

1 Strongly Agree 14.4 12 24% -2.4 5.76 0.40
2 Agree 21.6 18 36% -3.6 12.96 0.60
3 Disagree 7.2 6 12% -1.2 1.44 0.20
5 Don't Know 7.2 6 12% -1.2 1.44 0.20
Total 60 50 100% -10 24.16 1.666667
12% 24%
16%
Strongly Agree
Agree
Disagree
Strongly Disagree
12% Don't Know
36%
This is an Hypothetical question where the respondents might have responded in general. In
general this question can be answered by any graduate with experience where the
effectiveness of Marketing program can be measured, but when it comes to specific aspect
like marketing programs of professional services companies which are mentioned in this
study are effective or not and is there any mechanism for measuring the same. 24% strongly
agree and 36% agree that there is proper mechanism for measuring the effectiveness of the
marketing programs and 28% disagree and 12% are aware of this.
18. You are very careful about the Pricing strategy and the levels of completion of the tasks
and the projects with in TAT
Pricing Strategy
Sl
No
1 Strongly Agree 15.166667 13 26% -2.16667 4.694444 0.31
2 Agree 21 18 36% -3 9 0.43
3 Disagree 5.8333333 5 10% -0.83333 0.694444 0.12
5 Don't Know 12.833333 11 22% -1.83333 3.361111 0.26
Total 58.333333 50 100% -8.33333 18 1.190476
22%
26%
Strongly Agree
6%
Agree
Disagree
Strongly Disagree
10%
Don't Know
36%
It is not necessary that all the respondents should know about the Pricing strategy as
maximum number of respondents in this study will be not be directly or Indirectly Involved in
this Pricing strategy but when it comes to delivering the tasks with in time lines shall retain
the business and the clients which will also helps to get new clients, business and Projects
and we can consider the responses for analysis of this question. 26% Strongly and 36% agree
that they are careful in completing the Projects and tasks with in timelines where 22% of the
respondents don’t know and 16% of the respondents disagree.

19. SWOT Analysis will beis carried as and when required before Planning the
Communication and Marketing Strategy
SWOT Analysis
Sl
No
1 Strongly Agree 25.2 21 42% -4.2 17.64 0.70
2 Agree 21.6 18 36% -3.6 12.96 0.60
3 Disagree 1.2 1 2% -0.2 0.04 0.03
5 Don't Know 9.333333333 8 16% -1.33333 1.777778 0.19
100
Total 59.73333333 50 % -9.73333 32.57778 1.590476
50% 42%
40% 36%
30%
20%
10% 16% Series1
2% 4%
0%
Strongly
Agree Series1
Agree Disagree
Strongly
Disagree Don't Know
Strength, Weakness, Opportunities and Threats (SWOT) Analysis is common methodology of
analysis which will be carried out by all companies in major aspects of business decision
making and even the mentioned companies will do the same and it varies based on internal
and external factors. 42% strongly agree and 36% of the respondents total 78% of the
respondents agree that SWOT Analysis will be done while designing the Marketing Plan. 6%
disagree and 16% of the respondents don’t know about this.

20. PESTLE Analysis will beis carried inline with reference to the geographical
communication and Marketing Plan design
PESTLE Analysis
1 Strongly Agree 2.25 2 4% -0.25 0.0625 0.03
2 Agree 13.5 12 24% -1.5 2.25 0.17
3 Disagree 10.125 9 18% -1.125 1.265625 0.13
5 Don't Know 21 18 36% -3 9 0.43
Total 57 50 100% -7 13.84375 0.873016
40%
36%
30% 24%
20% 18%
18%
10% 4%
Series1
0%
Strongly
Agree Series1
Agree Disagree
Strongly
Disagree Don't Know
In designing any Strategy in Business Environment the external and Internal factors like
Political, Economical, Social, Technological, Legal and Environmental (PESTLE) factors need to
be considered before designing any strategy and taking any decision. The PESTLE Analysis is
very Important for mentioned companies as they do business and operating in many
countries where there will be many issues which varies from country to country. Many of the
respondents were not aware as they were not made as the part of analysis or designing and
the responses of 36% is the evident for this and only top level decision making managers will
be part of the analysis and they will be aware of this and 28% of the respondents agree
where 36% of the respondents disagree.

21. You effectively utilize the communication and Marketing tools which symbolized your
organization strengths which will retain the existing clients as well as for attracting the
new clients Commented [BS(-H6]: I did not understand this question
Organizational Strengths Vs ICM

1 Strongly Agree 26.25 21 42% -5.25 27.5625 1.05
2 Agree 25 20 40% -5 25 1.00
3 Disagree 3.75 3 6% -0.75 0.5625 0.15
4 Strongly Disagree 5 4 8% -1 1 0.20
5 Don't Know 2.5 2 4% -0.5 0.25 0.10
Total 62.5 50 100% -12.5 54.375 2.5
8% 4%
6% 42%
Strongly Agree
Agree
Disagree
Strongly Disagree
Don't Know
40%
The challenge in Analyzing this question is generic way of answering this particular question
as the recruitments are continuously going on in the mentioned companies and even the
existing employees are completely engaged with their day to day tasks and if unless the
organizations strengths are not inculcated with ICM Strategy they could not get new clients
and the retaining the existing clients and hence 82% of the respondents agree with the ICM
strategy is been inculcated with strengths of the Organization.

22. Your Organization has separate Budget allocation for communication and Marketing
Plans across locations
Marketing Budgets
1 Strongly Agree 4.5 4 8% -0.5 0.25 0.06
2 Agree 6.75 6 12% -0.75 0.5625 0.08
3 Disagree 3.375 3 6% -0.375 0.140625 0.04
5 Don't Know 39.375 35 70% -4.375 19.14063 0.49
Total 56.25 50 100% -6.25 20.15625 0.694444
Don't Know 70%
Strongly Disagree 4%
Disagree 6% Series1
Agree 12%
Strongly Agree 8%
0% 10% 20% 30% 40% 50% 60% 70% 80%
The Information on basic things about the organization has to be shared with all employees
to make them aware about latest happenings with in the organization across the globe like
the Amounts spent on Marketing and Communication channels etc., and it has to be drived in
such a way to make them understand the importance of client and how many efforts are
Involved in getting a Client based on which the employees will have a cause of concern and
sense of responsibility towards organization and retaining the clients by deliveting superior
quality services by completing tasks with in time lines and when it comes to responses 70% of
the respondents don’t know about the Budgets etc.,

23. The overall objective of any Marketing and communication plan is to create and
nourish profitable relationships with Clients and stakeholders by strategically
controlling the various barriers like Location, Competitors, etc.,
Barriers
1 Strongly Agree 21.6 18 36% -3.6 12.96 0.60
2 Agree 27.6 23 46% -4.6 21.16 0.77
3 Disagree 6 5 10% -1 1 0.17
5 Don't Know 1.2 1 2% -0.2 0.04 0.03
Total 60 50 100% -10 35.52 1.666667
50% 46%
36%
40%
30%
20%
10% 10% Series1
0% 6%
2%
Strongly
Agree Series1
Agree Disagree
Strongly
Disagree Don't Know
This question is focused on general opinion rather than understanding the strategy on the
situation in their respective companies as I felt that the majority part of the respondents will
not be the part and they might not have any idea but when it comes to general
understanding of the concept of this question 82% of the respondents strongly agree and
agree that The overall objective of any Marketing and communication plan is to create and
nourish profitable relationships with Clients and stakeholders by strategically controlling the
various barriers like Location, Competitors, etc.,

24. Your Company does any study on Language, Location, Culture and language etc.,
sensibility factors before framing the Communication and Marketing Plans.
Barriers
1 Strongly Agree 9 8 16% -1 1 0.11
2 Agree 11.25 10 20% -1.25 1.5625 0.14
3 Disagree 13.5 12 24% -1.5 2.25 0.17
5 Don't Know 10.125 9 18% -1.125 1.265625 0.13
Total 56.25 50 100% -6.25 7.96875 0.694444
18% 16%
20%
22% Strongly Agree
Agree
Disagree
Strongly Disagree
Don't Know
24%
Any company before starting its operations in new location or country they have to do
feasibility study which Includes cultural, linguistics, cultural etc., barriers even the mentioned
companies also they might have also done the same and it is one time activity but when it
comes to doing study on mentioned barriers at the time of designing the marketing and
communication strategy it is a continuous study where there will be changes technology and
changing tastes and preferences, changing clients expectations etc., 36% of the respondents
agree where as 46% of the respondents disagree and 18% of the respondents don’t know.
25. Your company have has separate communication and marketing strategy for maintaining
long term relationship with existing clients
Separate Strategies
1 Strongly Agree 9.6 8 16% -1.6 2.56 0.27
2 Agree 14.4 12 24% -2.4 5.76 0.40
3 Disagree 10.8 9 18% -1.8 3.24 0.30
5 Don't Know 18 15 30% -3 9 0.50
Total 60 50 100% -10 22 1.666667
30% 30%
24%
20% 16% 18%
10% 12%
Series1
0%
Strongly
Agree Series1
Agree Disagree
Strongly
Disagree Don't Know
All big companies especially professional services companies maintain separate marketing
and communication strategies for existing clients as well as getting new clients. Many of the
associates or the employees might not be aware of the same as only top level leadership
teams will be aware of this separate strategy.16% of the respondents strongly agree and
24% of the respondents agree which constitute total 40% where as 30% of the respondents
don’t know about this separate marketing plan strategy and 30% of the respondents disagree
that there will be separate marketing Plans for existing and for new clients.
Chapter – VI
Findings & Recommendations
Findings:
Maximum employees of Big Four companies accept that the retention of clients and
keeping the Brand Image of Companies lies with employees and it is cross functional
responsibility.
The teams of all mentioned companies who are associated with communication and
marketing system design and Implementation are equipped with Marketing tools and
they have enough knowledge.
It has been observed that in all big four companies the basic knowledge pertaining to
objectives, targets and marketing and communication systems were was not drivend
across locations and levels of the employment.
There will be frequent meetings with the agencies with reference to designing and
Implementation of marketing and communication channels.
There is blend of One on one media and mass media circulation while designing the
strategy.
There were well established grievance cells to address and resolving the grievances of
Clients which plays major role in retention of existing customers.
The measuring of effectiveness of the Marketing and Communication Channels were
not available to full extent.
The measurement mechanism for measuring clients satisfaction levels is in place but
the results were not shared with all employees across all locations.
The Marketing and communication channel and the Marketing Programs were
designed Iin line with the Vision, Mission, Values and the objectives of the
Professional Services companies with reference to Big Four companies but again the
message need to be circulated across the locations and the employees.
The SWOT and PESTLE analysis were not being done to full extent.
The basic knowledge on Pricing strategies is available only with top level teams.
The budget allocation for Marketing programs etc., is not been circulated to all
employees.
The strengths of the respective companies are playing major roles in getting new
clients as well as retaining the existing clients.
The Analysis on cultural barriers, linguistic, religious etc., barriers is not been done to
fullest extent.
Generally the companies outsource the IMC to agencies as it would be one stop
solution for the companies but the control on measuring the effectiveness of the
programs and mechanism for measuring new client generation, retaining existing
clients etc., which will be a joint responsibility of agency as well the company.
The Agencies ability to understand the Brand Image of the Company’s Vision, Mission,
Values, Strengths etc., and designing the Marketing and communication strategy
which should resemble the philosophy of the business model which is not in place in
all big four companies.
IMC Audit procedure is not seen in any of the companies which were taken for my
Project work.
The Customer database and the contact details are available with only top leaders of
the organizations.
The levels of Integration of the Marketing plans with communication channels need
to be worked more effectives the advantages and the disadvantages study on current
integration is not been done.
The Planning of marketing and communication plans with respect to reach short term
and long term objectives should be streamlined. The strategies for retaining existing
clients is not been observed only the strategies were focused for getting new clients.
Recommendations:
1. The first and foremost thing is Internal branding and promotion of the Brand is
Important first.
2. There should be Proper Planning along with the agencies as there are challenges
which were observed.
3. The objectives of the marketing plans, current clients and new clients data should be
circulated to all the employees as it will create a sense of attribute towards the
organization.
4. The data pertaining to Budget allocations for marketing across the locations should be
shared with all the employees. and it has to be drives in such a way how much
companies are spending on marketing and what is the competitors etc., which has to
It creates a sense of responsibility towards create an Importance of client retention
and lead to through delivering the tasks with in time lines with accurate and high end
service levels of satisfaction of clients.
5. The mechanism for measuring Clients satisfaction levels should be Improved.
6. The effectiveness of Integrated Marketing and Communication Programs should be
measured through scientific approach.

7. The grievance resolution data with reference to all locations should be shared. The
record of grievances registrations should be kept on lower side which has to be
circulated to all offices which will create a competition of keeping the recorded
grievances at lower side.
8. The SWOT Analysis and PESTLE Analysis should be done location wise as there will be
so many external and Internal barriers which will Influence the Marketing and
Communication Programs and the strategies.
9. The IMC Audit with Proper mechanism with defined frequencies should be in Place.
10. Structural and the functional issues must be considered while designing and
Implementation IMC.
11. IMC Program is such a program which will not allow the concept of “One – Size – Fit –
All” as the companies mentioned in this Project are operating across the countries
where there are so many barriers which need to considered along with organizational
culture.
Chapter – VII
Conclusion
The IMC Strategy is the key business factor in present day business scenario. The effective
IMC strategy is very crucial when it comes to Professional services companies who are
operating their business across the globe need to be much more focused on designing and
Implementing the IMC Strategy in a measurable and strategic way. There are so many
barriers which effects the Designing and Implementation of IMC for the companies which are
operating across the globe. The CEOs are the major driving factors for IMC design and
Implementation. IMC is a concept which should be evaluated with defined frequencies where
the concept of IMC has to be Implemented systematically and simultaneously across all
locations and functions of the Company. The concept of IMC has became prominent from
last decade and the it is been coping up with technology which has brought tremendous
changes in business environment. In a business environment where all four mega trends
effect the way we go to market, following the IMC principles of knowing your customers,
building your brand and measuring effectiveness will put companies one
step ahead of the competition. The companies considered in this Project are the Professional
services companies and they are world’s top four in their respective services. They are
Operating in many countries and the IMC strategies frequency and design should be separate
for different countries as there are many barriers internal and external which Impacts the
effectiveness of the program even the program or IMC design may technically competent.
The IMC concept is now impacting on the economy, revenues of the companies which is
directly impacting on the economy of the country.

Bibliography
Schultz, D.E., Tannenbaum, I &Lauterborn, - Integrated Marketing
Communication:Putting it together & making it work.
Advertising Age, October 1993: Don Schultz, “ Maybe we should start all
over with an IMC organization”,
1Source: Council for the Advancement and Support of Education CURRENTS
Magazine, 1998
Communication World - Reich, Ken (1998) "IMC: Through the looking glass
of the new millennium,"
Schultz, Don (1998), "Invest integration". Industry Week, 247:10, May 18
Mike, R., Luxton, S., and Mavondo, F., (2005), The relationship between IMC; Market
orientation and Brand orientation, The Journal of Advertising; American Academy of
Advertising, Vol.-34, no.-4, pp. 11-23
Madhavaram, S., Badrinarayanan, V., and McDonald, R.E, (2005), Integrated Marketing
Communication (IMC) and Brand Identity as Critical Components of Brand Equity Strategy,
The Journal of Advertising; American Academy of Advertising, vol.-34, no. - 4, pp. 69-80
www.ey.com/in/en/home
www.kpmg.com
www2.deloitte.com/
https://en.wikipedia.org/wiki/PricewaterhouseCoopers
https://en.wikipedia.org/wiki/KPMG
https://en.wikipedia.org/wiki/Deloitte
https://en.wikipedia.org/wiki/Ernst_%26_Young
Annexure
1. Age Group
A. 25 – 30 B. 30 – 35 C. 35 – 40 D. Above 40
2. Education Level
A. Graduate B. Post Graduate C. Diploma D. Doctorate
3. Total Years of Experience
A. 5 – 10 B. 10 – 15 C. 15 – 20 D. Above 20
4. Experience in Current Company in Years
A. 1 – 3 B. 4 – 8 C. 8 – 15 D. Above 15
5. Your Designation fall in:
A. Sr. Level B. Middle Level C. Junior Level D. Top Level
6. Gender
A. Male B. Female C. Transgender
7. The Company you work for
A. Deloitte B. E & Y C. KPMC D. PWC
8. The Brand Building, Reputation of the Company and ensuring the retaining the clients and
stake holders is the cross functional responsibility.

9. The team who manages your communication system and programs have enough knowledge
and they are equipped with all marketing tools
10. All employees across the locations will be briefed about the objectives, targets and
marketing strategies, client retention strategies and Marketing Programs
11. The frequency of meeting (discussing about the activities, metrics etc.,) with Marketing and
communication agencies will be
12. Do you feel that there is a strategic balance between one on one media and mass Media in
your communication marketing strategy and Implementation
13. Are there any Grievance cells for addressing Clients concerns and Complaints
14. Does the satisfaction levels be checked and response to clients feedback is been measured

15. The Vision, Mission and Values clearly resembles your communication and marketing
strategy
16. Are your corporate philanthropic efforts are concentrated in specific areas of your
communication and Marketing programs
17. There is a specific mechanism to measure the effectiveness of Communication and
Marketing Strategy programs
18. You are very careful about the Pricing strategy and the levels of completion of the tasks and
the projects with in TAT
19. SWOT Analysis will be carried as and when required before Planning the Communication and
Marketing Strategy
20. PESTLE Analysis will be carried inline with reference to the geographical communication and
Marketing Plan design

21. You effectively utilize the communication and Marketing tools which symbolized your
organization strengths which will retain the existing clients as well as for attracting the new
clients
22. Your Organization has separate Budget allocation for communication and Marketing Plans
across locations
23. The overall objective of any Marketing and communication plan is to create and nourish
profitable relationships with Clients and stakeholders by strategically controlling the various
barriers like Location, Competitors, etc.,
24. Your Company does any study on Language, Location, Culture and ;language etc., sensibility
factors before framing the Communication and Marketing Plans.
25. Your company have separate communication and marketing strategy for maintaining long
term relationship with existing clients

Project Report - A Study On Developing Integrated Marketing and Communication Strategy For Professional Services Organizations

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A PROJECT REPORT ON

Deloitte India Ltd.,

A PROJECT REPORT SUBMITTED TO

Institute of Management Technology

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS

FOR THE AWARD OF THE DEGREE IN

MASTERS OF BUSINESS ADMINISTRATION

Institute of Management Technology; Ghaziabad

entitled study on “Developing Integrated Marketing and Communication Strategy for

study under the supervision of ________________________________ ,

Faculty, Department of Management.

other degree/ diploma/ certificate in this university or any other university.

(Signature of the student)

rewarding experience, and has immensely increased my knowledge.

Ms.____________________, Head of Department, Department of Business Administration,

for her support, guidance and encouragement.

(Signature of the student)

Objectives of the Study

Need of the Study

Scope of the Study

Limitations of the Study

Chapter – II Theoretical Framework

Chapter – III Research Methodology

Chapter – IV Company Profile & Industry Profile

Chapter – V Data Analysis & Interpretation

Chapter – VI Findings & Recommendations

Chapter – VII Conclusion

of gratitude and indebtedness to XXXXXXXXX (Senior Manager-Marketing), Deloitte . for

providing me guidance and inspiration to complete the Report.

Mr. XXXXXXX (Manager-Marketing – Pricewaterhouse Coopers) who guided me how to carry

errors are mine.

Integrated marketing communications (IMC) is one such customer-centric, data-driven

As per American Association of Advertising Agencies

According to Don Schultz, Integrated marketing Communications is a new way of looking

used, and coordinate their use.

In the words of Duncan and Everett, Integrated Marketing Communications may be

The focus here is on two aspects:

1) Being present at all the contact points

intangibles) speak differently, your customer gets confused as to what he should

associate with your brand.

Introduction to Professional Services Organization:

providing management advice.

taxonomy of professional service firms, defining four types:

intensity, a professionalised workforce, and low capital intensity

2. Professional campuses (e.g. hospitals): characterised by a high knowledge intensity, a

professionalised workforce, and high capital intensity

3. Neo-PSFs (e.g. management consultants): characterised by a high knowledge intensity

and a low capital intensity

4. Technology developers (e.g. R&D firms, biotechs): characterised by a high knowledge

intensity and a high capital intensity

such firms manage themselves and how to judge benchmark practices.

Professional services can be provided by sole proprietors, partnerships or corporations. A

professional services firms

Objectives of the Study:

1. To know insights about integrated marketing communications and its application in a

Professional Services Organizations like Deloitte, KPMG, Pricewaterhouse Coopers,

and ERNST & YOUNG Companies.

brand equity in a real life scenario.

communications to establish a strong band in that industry.

5. To prepare a report based on the experience that I gain.

Need of the Study:

Integrated marketing communication (IMC) has emerged as a new concept in marketing in

effective marketing strategy for professional services organization