The role of strategic communication in driving Received

02nd February 2024

marketing decision-making
Revised
18th June 2024
Accepted
11th July 2024

Mirko Olivieri - Lala Hu - Alessia Anzivino

Abstract

Framing of the research: In recent years, the academic literature has focused on
the topic of strategic communication as an emerging field of knowledge encompassing
public relations, organizational communication and marketing communications.
In this research stream, scholars interpret strategic communication as a discipline
that embraces complexity and interdisciplinarity, with the aim of fully grasping the
different nuances of the organization without neglecting strategy, orientation, and
organizational objectives.
Purpose of the paper. The aim of this study is to investigate the role of strategic
communication in the marketing decision-making process.
Methodology. We conducted a qualitative multiple-case study analysis involving
five companies operating in the food industry. Specifically, we collected qualitative
data from seven semi-structured interviews with key informants operating in the case
companies, company visits, and secondary data. Using multiple methods to collect
qualitative data from various sources was useful to avoid bias from a single method
and to obtain robust results.
Findings. The results highlight that strategic communication plays an increasingly
central role in the marketing decision-making process of companies. Specifically, our
analysis reveals that, on the one hand, strategic communication influences product
policy, while on the other, it fosters the innovation of marketing communications.
Research limits. This study presents limitations related to the generalizability of
the results, as it adopts a qualitative perspective. Future studies could include the
consumer perspective by adopting quantitative methodologies.
Practical implications. The analysis presents a series of implications for
communication and marketing professionals, and in particular for corporate
communication directors, identifying the potential of their role in the company’s
strategic decisions.
Originality of the paper. This study contributes to the management literature
by clarifying the ways in which strategic communication influences the marketing
decision-making process. To the best of our knowledge, this is the first study depicting
a framework summarizing how strategic communication influences companies’
product policy and marketing communications.

Key words: strategic communication; marketing decision-making; marketing

communications; multiple-case study.

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1. Introduction

Vol. 42, Issue 3, 2024 In recent years, a series of disruptive events, including the Covid-19
pandemic and ongoing wars, have made the economic situation at
the global level particularly uncertain. The recent geopolitical crises
complicated the international scenario, with strong repercussions for
inflation and consumption dynamics (Istat, 2023).
In this scenario, corporate communication has changed profoundly,
playing an increasingly central role not only in developing the company’s
reputational capital but also in organizational decision-making and
strategic processes, bringing out paradigms based on co-creation
mechanisms between firms and stakeholders (Siano et al., 2022). In
fact, these unexpected events have led to a reinterpretation of corporate
communication and the recognition of its role in achieving a competitive
advantage in a new communication scenario (Ceccotti et al., 2019).
According to a recent study by EY Italy (2022), 54% of Italian companies
increased their attention toward the communication function over the
last 3 years, and for 64% of firms, the communication function took on
an increasingly strategic role, which was adequately recognized in the
company.
Corporate communication, therefore, has become central to both
the functioning and development of the company as a support for its
various components, and represents a necessary tool for integrating
those same components (Invernizzi and Romenti, 2015). More generally,
corporate communication has taken a strategic role in the management
of relationships with the markets and in the governance of the company
in terms of management of the corporate structure (Zerfass et al., 2018).
In this vein, the strategic communication approach involves continuous
processes ranging from construction, presentation, implementation,
negotiation, and reconstruction of the company strategy (Van Ruler,
2018), overcoming communication models focused on conversations
and relationships, which are no longer sufficient (Falkheimer and Heide,
2023). Therefore, strategic communication was conceptualized as “an
agile management process in which the focus is on feeding the arenas in
which meanings are presented, negotiated, constructed, or reconstructed
for strategy building and strategy implementation, and on testing strategic
decisions by presenting and negotiating these in a continuous loop” (Van
Ruler, 2018, p. 379).
Given this scenario and considering the complex and multidimensional
nature of strategic communication, it is necessary to reconsider its role in
business decisions and in the marketing approach (Collesei, 2012). Although
scholars have conducted many studies on strategic communication in
recent years (i.e., Argenti, 2017; Falkheimer, 2014; Rudeloff et al., 2022), it
remains necessary to investigate how communication affects the definition
and implementation of business strategies by influencing the marketing
decision-making process. Hence, we pose the following research question:
RQ. How does strategic communication affect decision-making
processes in marketing?

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 To address this RQ, we investigated the role of strategic communication Mirko Olivieri
Lala Hu
in companies from the food and beverage (F&B) industry, exploring how Alessia Anzivino
The role of strategic
corporate communication could influence companies’ activities, impacting communication in driving
marketing decision-making
innovative business decisions in light of modern society’s transformations.
The remainder of the paper is organized as follows. Section 2 reviews
the academic literature on strategic communication, highlighting the
various definitions and interpretations of the concept, while in Section 3,
the methodology adopted to address our research aim is explained-i.e.,
a multiple-case study analysis. The findings are presented in Section 4,
and the discussion and conclusion are reported in Section 5, focusing on
both the theoretical contribution and the managerial implications of this
research. Finally, limitations and future research directions conclude the
manuscript.

2. Literature review

2.1 Strategic communication in academic literature

The concept of strategic communication began to spread in management

and communication studies in the second decade of the twenty-first century
(Holtzhausen and Zerfass, 2015). Previously, this concept was known
within national governments and armed forces (Farwell, 2012). Nowadays,
particularly in the United States and Europe, strategic communication
has been introduced in universities by linking it to the fields of marketing
and corporate communication, public relations, financial communication,
etc. (Holtzhausen and Zerfass, 2015). However, strategic communication
today is understood by scholars as a distinct approach focused on the
communication process, opening new spaces for interdisciplinary research
(Argenti, 2017).
Indeed, over the past few decades, the academic literature has focused
on the topic of strategic communication as the omnidirectional diachronic
ongoing process of meaning construction (Macnamara, 2018; Sandhu,
2009; Van Ruler, 2018; Zerfass and Huck, 2007), emphasizing the role of
communication departments in complex organizations. In this process,
the importance of communication alignment between organizational
objectives, vision, brand, and identity emerged (Botan, 2018).
In general terms, strategic communication is defined as an “emerging
field of knowledge bridging established research fields such as public
relations, organizational communication and marketing communications”
(Falkheimer and Heide, 2023, p. 15)-i.e., an interdisciplinary paradigm
(Werder et al., 2018). In this vein, Heide et al. (2018) interpreted
strategic communication as a discipline that embraces complexity and
interdisciplinarity, with the aim of fully grasping the different nuances of the
organization without neglecting strategy, orientation, and organizational
objectives.
One of the first definitions of strategic communication proposed
by Hallahan et al. (2007) interprets the concept as the purposeful use of
communication by an organization to fulfill its mission. However, this

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definition has been superseded by other theorizations of the concept,
which focus on how strategic communication can support an organization
Vol. 42, Issue 3, 2024 in fulfilling its mission (Volk and Zerfass, 2018). In this perspective,
strategic communication has been defined as an overall strategy to
improve the strategic positioning of an organization (Argenti et al., 2005).
Accordingly, Zerfass et al. (2018, p. 493) defined strategic communication
as “the purposeful use of communication by an organization or other entity
to engage in conversations of strategic significance to its goals.” In this
definition, therefore, strategic communication refers to both messaging
and listening activities, including dialogues with stakeholders, social
media monitoring, and information from employees. In other words,
this new role of communication is considered strategic when it becomes
substantial or significant for the development, growth, identity, or survival
of the organization (Zerfass et al., 2018). To achieve these objectives,
strategic communication requires an integrated and multilevel approach
in which each organizational function achieves specific objectives through
the most appropriate and effective channels. In fact, to make this strategic
communication approach effective, all channels must be personalized
with respect to the specific objective to be achieved, but at the same
time consistent with both each other and the company’s overall strategy
(Argenti et al., 2005).

2.2 The role of strategic communication in achieving business objectives

According to the management literature, strategic communication

offers a concrete contribution to the decision-making organizational
process in an evolving business context (Invernizzi et al., 2012), as it
represents a critical organizational management process (Romenti and
Invernizzi, 2011; Falkheimer, 2014).
In general terms, according to Volk and Zerfass (2018), the common
thread of strategic communication studies is the emphasis on the notion of
purposeful, intentional, or objectives-driven. Falkheimer et al. (2017), for
example, argued that this concept is key for the development of effective
business strategies, as strategic communication can contribute to business
success. To achieve this business aim, Argenti et al. (2005) showed that
strategic communication requires an integrated, multilevel approach.
According to this framework, each communication function achieves
specific objectives through the most appropriate channels.
Particularly, Invernizzi and Romenti (2015) identified four contributions
of strategic communication for organizations, namely alignment,
energizing, visionary, and constitutive roles. These two authors interpreted
strategic communication as a support to the organization to achieve
alignment with external expectations, and particularly for monitoring the
activities and the organizational context, capable of providing key inputs
to align corporate strategies with stakeholders’ expectations and ensure the
organization’s survival and legitimacy. More specifically, Jarzabkowski et
al. (2007) identified a link between discourse and the social practice of
strategy, defining this practice as a set of interactions and negotiations of
multiple actors they draw upon in accomplishing that activity.

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 However, recent academic studies have highlighted that strategic Mirko Olivieri
Lala Hu
communication is not managed only internally by the organization, but Alessia Anzivino
The role of strategic
for the achievement of its strategic objectives, it also includes external communication in driving
marketing decision-making
actors and practices, such as the so-called “strategic social media influencer
communication.” For example, according to Enke and Borchers (2019),
strategic social media influencer communication is playing an increasingly
key role, both in strategic communication studies and in business practices.
Social media influencers represent third-party actors who have considerable
influence on organizational stakeholders through the production and
distribution of content and interaction with stakeholders (Freberg et al.,
2011). Hence, in this perspective, strategic social media communication is
conceptualized as the strategic use of communication in which influencers,
on the one hand, perform activities of strategic relevance to organizational
goals, and on the other, take an active part in interactive processes on
topics relevant to the organization, adopting a moderating role (Enke and
Borchers, 2019).
More generally, the role of digital channels is increasingly central to the
strategic communication debate. A recent study by Wuersch et al. (2024)
revealed that both the technical nature of the organizational system, such as
digital platforms, and social digital elements-i.e., the corporate culture-are
interconnected at all levels of communication. In this scenario, companies’
ability to communicate and interact independently on digital platforms
has become a critical area for the strategic management of communication
(Valentini et al., 2012). As a result, new strategic communication practices
are required for organizations (Pekkala and Erkkilä, 2024), such as
identifying new ways to increase user engagement on social media
(Triantafillidou and Yannas, 2024).
In conclusion, strategic communication has a multidirectional and
complex nature that must be managed in harmony with the organizational
context (O’Connor and Shumate, 2018). In this perspective, strategic
communication involves the interconnection of organizations, messages,
and stakeholders, and plays a key role in creating and maintaining business
relationships between the parties (Knudsen and Lemmergaard, 2014; Merz
et al., 2009). Indeed, recent strategic communication studies have adopted
a multidimensional network perspective, which allows scholars to analyze
the diverse types of networks that strategic communication helps create,
maintain, and dissolve.
In this regard, O’Connor and Shumate (2018, p. 400) revealed that “both
the network strategies created, and the outcomes of those strategies are
described in network terms.” According to them, as the affiliation network
around an organization increases, so does the number of actors who share
the organization’s message. In summary, three factors determine the results
of a company’s engagement efforts: (1) the prior state of the affiliate network,
(2) the effectiveness of the organization’s network strategies, and (3) the
effects of the strategies network of other organizational actors (O’Connor
and Shumate, 2018). In addition, a study by Young and Pieterson (2015)
showed that strategic communication professionals should also leverage
the capital derived from the composition and structure of the interpersonal
network to facilitate information flows in networks. It is believed that

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networks are beneficial for accessing unique and non-redundant sources
of information.
Vol. 42, Issue 3, 2024

3. Methodology

The objective of this research is to investigate how strategic

communication influences the marketing decision-making process
of organizations. In pursuing this research objective, we considered a
constitutive view of strategic communication-i.e., the intentional and
purposeful use of communication that contributes to the achievement
of business objectives (Invernizzi and Romenti, 2015; Volk and Zerfass,
2018).
Due to the exploratory aim of this paper and following previous
studies on strategic communication (i.e., Besley et al., 2016; Bîră et al.,
2018; Nothhaft, 2016; Rudeloff et al., 2022), we conducted qualitative
research. In particular, we opted for the case study methodology (Baxter
and Jack, 2008; Eisenhardt, 1989; Yin, 2009). Specifically, a multiple-case
study analysis was conducted, as “the evidence from multiple cases is often
considered more compelling, and the overall study is therefore regarded
as more robust” (Yin, 1984, p. 48). By conducting a multiple-case study,
researchers can bring together several patterns and draw a more complete
theoretical picture (Eisenhardt, 1989). This methodology allows for an
in-depth study of the phenomenon that is the object of our analysis-i.e.,
the role of strategic communication in the marketing decision-making
process-thereby increasing its theoretical understanding (Eisenhardt and
Graebner, 2007).
In this research, five Italian companies operating in the food and
beverage (F&B) industry have been analyzed. According to Eisenhardt
(1989), between four and 10 cases usually suffice for multiple-case studies.

3.1 Research context

The study analyzes the F&B sector because of its economic importance
worldwide and its strong cultural influence on communications
(Appelbaum and Halliburton, 1993). At the global level, the projected
market volume of the F&B market will reach US$3.80bn by 2027 (Statista,
2024). F&B companies adopt communications, using both traditional and
digital tools, to communicate their sustainability actions to consumers and
other stakeholders as communication reflects firm values (Belyaeva et al.,
2020; Reilly and Heinan, 2014). Moreover, Tseng et al. (2020) have recently
found that persuasive communication effectively used by F&B companies
can help convince consumers to address a sustainable consumption
transition. Thus, the F&B industry is an adequate setting for investigating
our research question.

3.2 Case studies selection and data collection

To select our case studies, we opted for the theoretical sampling

method (Mason, 2002). We chose five different cases operating in the
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Italian F&B industry. To ensure heterogeneity in our sample, we selected Mirko Olivieri
Lala Hu
companies of different sizes-i.e. Firms A, D, and E are SMEs, while Firms Alessia Anzivino
The role of strategic
B and C are multinational organizations-with a consequent diversity of communication in driving
marketing decision-making
corporate communication departments. In addition, as reported in Table
1, the five companies offer different products in the food and beverage
sector. Therefore, these case studies, with their differences and similarities
(Cucino et al., 2024; Eisenhardt and Graebner, 2007), were considered
particularly interesting for the explorative purpose of this paper.
Within the five case studies, we identified seven key informants
with extensive professional experience and knowledge of the corporate
communication and marketing strategies of their organizations, including
communication directors, corporate communication managers, and
marketing managers (Table 1).

Tab. 1: Companies’ overview and interviewed key informants

Company Product Key informants’ Headquarters Foundation

category role region year
Firm A Cured meat 1. Marketing manager Lombardy, Italy 1812
Firm B Packaged F&B 2. External communication manager Lombardy, Italy 1866
3. Corporate communication and
digital specialist
4. Corporate communication manager
Firm C Tomato sauce 5. Corporate communication director Emilia Romagna, 1899
Italy
Firm D Olive oil 6. Communication and image director Umbria, Italy 1920
Firm E Fruits and 7. Founder Emilia Romagna, 2015
vegetables Italy

Source: Authors’ elaboration

In particular, semi-structured interviews were carried out with the seven

key informants face-to-face, via phone, or MS Teams, between February
and October 2023. The semi-structured interviews lasted 45 minutes on
average and were conducted in Italian. All the interviews were audiotaped,
and the registrations were then transcribed and analyzed through content
analysis (Neuman, 1997) performed by the researchers involved in the
interpretation process.
We used semi-structured questions to allow the interviewees to answer
as completely as possible. Moreover, subsequent discussions were informal
and facilitated by supporting questions. Specifically, the interviews followed
an interview protocol developed by the researchers based on the literature
review. The protocol covered the following topics:
1. The role of strategic communication in the organization;
2. The definition process of the business strategy, with a focus on the
contribution of strategic communication; and
3. The specific activities of the marketing and communication
departments, and the synergies between the two.
Moreover before or after the interviews, the key informants or other
professionals working in the analyzed companies shared additional
documents with the researchers that could be useful for the purpose of this
research, such as corporate presentations, articles on the communication

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campaigns they promoted, and materials relating to specific communication
projects. We guaranteed anonymity to the organizations involved in the
Vol. 42, Issue 3, 2024 research to reduce social pressure and ensure that the data collected could
not be traced back to individual respondents (Krosnick and Presser, 2010;
Coffelt, 2017).
Furthermore, data collection included the participation of researchers
in company events and visits. These data were collected in parallel, and
the various sets of results were interpreted concurrently to draw valid
conclusions regarding the research problem.

3.3 Data analysis

For the data analysis of the case studies, the researchers identified the
commonalities rather than the case differences, as the analysis process
was guided by insights applicable across all the firms (Hu and Olivieri,
2021). According to Eisenhardt (1989), multiple cases represent a powerful
means of creating theory because they allow replication and extension
between individual cases. In this methodology, the former is considered
crucial, starting from individual cases, and is useful for corroborating
specific propositions. In this way, random associations are eliminated, and
the findings produce more nuanced and complex theories (Eisenhardt,
1989). Following Yin’s (2009) approach, if the outcome of the replication
was contradictory to the initial proposition, then we reviewed the data and
again tested the proposition with other cases.
More specifically, for the data analysis in this study, we adopted an
abductive approach-i.e., a non-linear research process that continuously
compares data and theory. According to this process, the theoretical
framework was modified based on the empirical findings derived from
the data analysis, after which the new framework was elaborated. In this
systematic combining approach (Dubois and Gadde, 2002), matching
between theory and data is crucial; that is, going back and forth comparing
the theoretical framework, data sources, and analysis.
In particular, for the analysis of the transcripts of the semi-structured
interviews, we followed the recommendations made by Corbin and Strauss
(1990), opting for an open, axial, and selective coding strategy. Then, we
identified the key points found in the interview transcripts and labeled
them as codes. The ones with thematic affinity were grouped and formed
the categories that were correlated with each other in the last phase. In this
way, the thematic subcategories were defined.
Finally, to increase the robustness of the study, as recommended by
Yin (2013), the data collected from the semi-structured interviews were
triangulated with secondary data (i.e., trend reports, social media accounts,
analysis of communication campaigns, corporate websites, etc.).

4. Findings

The results show the critical role of strategic communication in driving

marketing decision-making processes. In particular, it emerges from the

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analysis of the five case studies that strategic communication has become Mirko Olivieri
Lala Hu
a structural component of corporate strategic and operational processes, Alessia Anzivino
The role of strategic
with particular reference to marketing strategies. More specifically, the communication in driving
marketing decision-making
competence of communication departments has become central in the
decision-making and coordination activities of both product policy and
marketing communications. On the one hand, corporate communication
plays an increasingly central role in defining and innovating a product
policy capable of satisfying consumer needs. On the other, corporate
communication plays a strategic role in activating relationships with the
market-i.e., in marketing communications.

4.1 The contribution of strategic communication for defining and innovating

product policy

The results highlight that strategic communication influences the

product policy and product development of the analyzed companies. The
founder of Firm E explained: “Communication comes even before the
product development. It has an impact on the development of the market.”
Specifically, in the case of Firm E, communication was crucial to give
credit to the product and move away from a bucolic product narrative to a
different and more strategic communication that highlighted the product’s
characteristics and the ecosystem around the offering system. Through
investment in communication, an attempt was made to work on the product
itself, which also became the bearer of industry-related values related to
a specific profession. Products’ storytelling has also become essential to
intercept new segments of consumers, particularly younger ones.
Regarding the role of communication in the definition of the product
policy, the corporate communication director of Firm C declared that his
department detected from consumers the need to diversify the offer by
using new raw materials. This need, after careful analysis supervised by top
management, resulted in the expansion of their marketing offer. In 2019,
Firm C included, among its products, a yellow tomato sauce made with
the yellow datterino tomato, which was highly appreciated by consumers.
In this vein, the marketing manager of Firm A highlighted that through
communication, they are able to intercept new and different targets. In
recent years, in line with the newest consumption trends related to food,
they decided to develop a new pure product line. The pure line guarantees
products with a natural taste resulting from the choice of high-quality raw
materials and a supply chain that respects animal welfare at every stage.
In particular, these products are defined as pure because they have no
preservatives or antibiotics and because they come from a controlled and
certified supply chain. In the same product line, in consideration of the
consumer feedback that the Firm A communication department detected on
various channels, gluten-free, lactose-free, without added polyphosphates,
and without added glutamate products have been introduced, broadening
the marketing offer.
Corporate communication also played a key role in the development of
new products within Firm B. In this case, the communication department,
among its activities, identified the consumption trends at an early stage

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to adapt the product portfolio in collaboration with the marketing
department. For example, Firm B recently capitalized on vegan and
Vol. 42, Issue 3, 2024 vegetarian trends by leveraging its classic brands. Therefore, the product
offering was expanded to include coffee creamers and dairy-free ice creams
in the United States, plant-based drinks in Brazil, and products similar to
meat but of plant origin in Europe. Finally, through recent acquisitions of
new brands, Firm B rapidly expanded its offering of natural, organic, and
plant-based products in Latin America, the United States, and the United
Kingdom. The external communication manager of Firm B affirmed, “Our
promise is supporting and speeding up the transition to a regenerative food
system, focusing on accessible and sustainable nutrition”. To meet these
new consumer trends linked to the theme of sustainability, in addition to
considering the characteristics of the product, Firm B, also paid attention
to packaging using environmentally friendly materials and communicating
this choice on various offline and online channels.
It emerges from our data analysis that in some case studies, such
as Firms A, B, and E, packaging represented a tool to communicate
sustainability to their stakeholders. In particular, for Firm E, packaging was
also a way to communicate some social sustainability issues, such as issues
related to prevention, genomics, and healthy lifestyles. Consistent with
the company’s mission and its focus on prevention issues-which was also
made concrete through constant funding for entities involved in scientific
research-through the communication of its products, the company sought
to bring its targets closer to issues that until now had been disclosed only
by doctors or specialists in the field, but using simpler language.

4.2 The role of strategic communication in innovating marketing

communications

Our study reveals that strategic communication plays a key role in

innovating campanies’ marketing communication strategies. For example,
in Firm B, the department of corporate communication noted the need to
make its marketing communication strategy more inclusive and oriented
toward the diversities of its target. The corporate communication manager
of Firm B stated, “Considering that the Italian population is very varied and
that we have a portfolio of brands and products for all Italian families, (...)
we need to be careful when writing copy, therefore from the point of view
of marketing communication.” To make its marketing communication
strategy more appropriate in the current social context, in consideration
of the diversity of consumers, Firm B also promoted a series of internal
communication activities addressed to all employees. For example, various
workshops were held to raise employee awareness of the topic of diversity
and inclusion. According to the corporate communication manager of
Firm B, the company has taken this path rather than imposing guidelines
on inclusive language on its employees because it is necessary to promote a
cultural change naturally reflected in marketing communication strategies.
Similarly, Firm C, in line with the digital communication paradigms,
launched an online communication campaign dedicated to international
markets using the levers of the advergame to increase brand awareness and

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strengthen the bond between users and the brand. The objective of this Mirko Olivieri
Lala Hu
campaign was to involve and entertain consumers, informing them about Alessia Anzivino
The role of strategic
the life cycle that the tomato goes through and explaining the processing communication in driving
marketing decision-making
techniques that allow the brand to preserve the preciousness and freshness
of the raw material. In particular, the campaign was made up of three mini-
games through which the user comes into contact with the many varieties
of tomato and chooses which one to grow, respecting the rhythms of
nature, and concluding the experience with the harvesting of the fruits that
have reached maturation.
Through this communication campaign, Firm C described the processes
of its supply chain in an innovative way, with reference to the processing
phases that characterize its products, highlighting the Italian tradition to
international consumers.
Furthermore, the role of corporate communication is increasingly
central to communicating business strategy, such as the adoption of a
sustainable approach. In this regard, the founder of Firm E declared:

“We invest a lot in sustainability. We were the first to adopt the

compostable films, and without the communication, the message
would not have reached the consumer and it is an important
message to give awareness to the consumer, but also to make him
understand the costs linked to this type of choice. Therefore, [it
is] a communication that also helps to make company choices
understood.”

Collected data has also shown that for Firm E, communication was
crucial not only in informing customers about its strategic decisions, but
also in highlighting its partnerships with other sustainability-oriented
companies from various sectors. Additionally, the company’s emphasis
on communication has helped it establish a unique market position in an
industry that appears to be highly competitive.
Likewise, the role of the communication department was key for Firm
C in communicating organizational choices regarding social sustainability.
Its corporate communication director said that his company decided for
several years to purchase raw materials only from companies that respect
some parameters that protect workers, preventing them from being
exploited to obtain greater results. Firm C also introduced an anonymous
system to report suppliers that did not respect these parameters. To convey
to stakeholders and consumers the importance of these social sustainability
initiatives, the role of corporate communication was fundamental and
influenced the marketing strategy.

5. Discussion

From our research, it emerges that strategic communication drives

the marketing decision-making processes of companies, particularly in
relation to their product policy, and marketing communications. Figure
1 represents a framework focusing on how strategic communication

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influences the marketing decision-making process of the analyzed
organizations.
Vol. 42, Issue 3, 2024
Fig. 1: Framework

STRATEGIC COMMUNICATION

Marketing-decision making

PRODUCT POLICY MARKETING COMMUNICATIONS

process

• Communicating corporate values

• Defining new products-new product lines
• Communicating initiatives addressing
• Innovating existing products
societal challenges (e.g.,
• Designing new products for different and
D&I, sustainability, etc.)
new targets
• Nurturing relationships between brands
• Identifying new and more sustainable raw
and consumers
materials (rethinking supply chain)
• Increasing the distinctiveness of brand
• Innovating product packaging
offering

Source: Authors’ elaboration

With regard to product policy, the results of our analysis reveal that
strategic communication plays a key role in product innovation that is
implemented to meet consumers’ needs. Consistent with the study by
Falahat et al. (2020), our findings highlight the importance of product
innovation capabilities within companies to obtain a competitive
advantage. To this end, our key informants reiterated, for example, that
strategic digital communication campaigns allowed them to interact
with consumers in a more direct way, to constantly monitor consumers’
reactions and feedback related to their products, such as in the case of
the communication campaign of Firm C dedicated to international
consumers. In this vein, as argued by Enke and Borchers (2019), strategic
communication assumes a central role in business practices-i.e., product
innovation. Indeed, the analyzed companies have adapted their products
considering the consumers’ reactions, suggestions, and comments. The
case companies have innovated existing products, such as introducing
more sustainable raw materials or investing in sustainable packaging.
Moreover, companies have launched new product lines in existing markets
or have developed new products for international markets. From a strategic
perspective, firms that leverage communications as a key resource react
faster and gain a competitive advantage.
In addition, data analysis has shown that companies, through
appropriate strategic communication processes, develop new offerings
(Anzivino, 2021; Durmusoglu et al., 2022) considering the diverse targets
of consumers, and succeed in making their brands more inclusive and
acceptable, such as in the case of Firm A, which developed a new product
line to intercept a broader target with different needs. Indeed, according
to Invernizzi and Romenti (2015), strategic communication also plays
an alignment role of values both between the different departments
of organizations (internal level) and the company and its stakeholders
(external level). With regard to marketing communications, our research
confirms that strategic communication plays a crucial role in several
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objectives. For example, strategic communication helps firms spread Mirko Olivieri
Lala Hu
corporate values among stakeholders and, in general, fulfill the corporate Alessia Anzivino
The role of strategic
mission (Hallahan et al., 2007). In addition, our results demonstrate communication in driving
marketing decision-making
that strategic communication is key to successfully addressing societal
challenges (Colleoni et al., 2022; Zerfass et al., 2018). The communication
activities implemented by the analyzed firms express corporate values and
give visibility to their actions. For example, it has emerged that strategic
communication drives business decisions about diversity, equity, and
inclusion topics, including gender (Cowart and Wagner, 2021; Zayer et
al., 2019) or ethnicity (Peñaloza, 2018; Strebinger et al., 2018). Companies
have recently adopted more inclusive marketing communications toward
different targets, both externally and internally. Externally, institutional
communications related to companies’ sustainability actions toward the
environment or workers contribute to improving the overall corporate
image. Internally, several communications activities promote companies’
welfare initiatives and employees’ well-being. Also, from a consumer
perspective, internal communication improves the overall corporate
reputation.
Moreover, our findings show that strategic communication in F&B
companies is taking on an increasingly important role in strengthening
existing business relationships, identifying new key players, and, in
general, developing effective business strategies. According to Falkheimer
et al. (2017), strategic communication can contribute to the success of
organizations if effectively adopted in an integrated manner into company
processes.
In line with the latest research, it emerges from our analysis that there
is a need for more research on the role of practitioners in making decisions
about diversity and inclusion (Windels, 2016), and meeting the needs of
minorities-limitedly considered by most firms in the past.

5.1 Theoretical contribution

At the theoretical level, this study responds to the need for more empirical
research in the field of strategic communication (Falkheimer, 2014) by
providing an original study in the context of the F&B industry. Specifically,
our findings highlight the central role of strategic communication in
driving the marketing decision-making process of companies operating in
the F&B industry. Indeed, although previous studies have focused on the
influence of corporate communication on marketing strategies (Invernizzi
et al., 2009), this research highlights the areas of the marketing decision-
making process impacted by strategic communication that are product
policy and the development of marketing communications. With this
research, we contribute to the management literature clarifying how the
marketing decision-making process is strongly influenced by strategic
communication. On the one hand, the product policy of the companies
is affected by strategic communication, which is crucial to designing new
product lines, innovating existing products, and adopting more sustainable
raw materials, as requested by the emerging sustainable and ethical
trends of consumption (Illia et al., 2017). On the other hand, strategic

33
sinergie
italian journal of management
communication is key in innovating marketing communications, and
specifically to nurturing the relationship between brands and consumers
Vol. 42, Issue 3, 2024 and other stakeholders, increasing the distinctiveness of the offering and
communicating corporate values.

5.2 Managerial implications

This study presents a series of practical implications for marketing

and communication professionals. This research represents a key
contribution in the F&B context to consolidating the knowledge of
strategic communication practices that influence the marketing decision-
making process within companies. In particular, in the Italian market,
many traditionally managed F&B companies are still lagging in terms
of communication. After the Covid-19 pandemic, companies still
allocate limited budgets to marketing and communication departments.
Professionals who operate in these business areas, therefore, face challenges
in developing digital communication campaigns (Harvard Business
Review Italia, 2023).
Specifically, it emerged from our analysis that communication
managers should embrace meaning-making processes that go beyond the
transmission of messages and address appropriate strategies for achieving
the organization’s strategic objectives (Invernizzi et al., 2009).
The communication departments of companies play an increasingly
central role in the marketing decision-making process and are fundamental
both for defining product policy and for innovating marketing
communication. Communication professionals should focus more on
consolidating the relationship between brands and consumers and on
identifying new consumers by communicating the product offering, the
characteristics of the products that meet their needs, the strategy, and the
company approach-i.e., one oriented toward sustainability.
In other words, through concrete actions, both marketing and corporate
communication professionals can support effective business strategies in
this evolving context and address societal challenges (Colleoni et al., 2022).
To date, the companies involved in this study seem to be making a concrete
effort to meet the needs and to satisfy the expectations of heterogeneous
targets, such as consumers from international markets or from different
cultural backgrounds (Crick et al., 2020; Oliveira et al., 2023). The role of
the communication professional is crucial in this effort.

6. Conclusions, limitations, and future research directions

This study investigated the role of strategic communication in the

marketing decision-making process. It emerged from our analysis that
within this process, strategic communication plays a central role in defining
product policy and marketing communications strategies. In this regard,
the study presented both an original contribution to the academic debate
on the topic of strategic communication within companies operating in
the Italian context, and useful managerial implications for professionals

34
and entrepreneurs who deal with communication and marketing in Mirko Olivieri
Lala Hu
organizations. Alessia Anzivino
The role of strategic
However, this research suffers from some limitations, therefore it suggests communication in driving
marketing decision-making
future research directions in the marketing and strategic communication
fields. First, we adopted a qualitative multiple-case study involving five
companies operating in the same industry (food and beverage) and market
(Italy), thereby limiting the generalizability of the results. Future research
could extend the analysis by considering other sectors and countries to
investigate the role of strategic communication in the marketing decision-
making process. Broadening the sample of companies, including other
countries’ firms and other industries, to be compared to the Italian F&Bs
would increase the generalizability of the results.
Second, our research did not consider the perspective of other
external stakeholders-i.e., consumers, partners, industry experts-and
their perception of the communication strategies of the analyzed firms.
Researchers could therefore, in the future, adopt the theoretical perspective
of consumer behavior and psychology and investigate how strategic
communication messages influence their decision-making process.
Third, we adopted a qualitative approach, collecting semi-structured
interviews with professionals operating in the five case companies. To favor
methodological diversity, other qualitative methodologies-i.e., qualitative
content analysis or ethnographies-or quantitative research methods-i.e.,
questionnaires-could be employed in future studies.
Finally, our research did not focus on the evolution of companies’
communication strategies over time. Future studies could adopt a
longitudinal perspective to analyze the case studies to identify how the role
of strategic communication is evolving within organizations.

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Academic or professional position and contacts

Mirko Olivieri
Postdoc Research Fellow of Marketing
Cattolica del Sacro Cuore University - Italy
e-mail: [email protected]

Lala Hu
Senior Assistant Professor of Marketing
Cattolica del Sacro Cuore University - Italy
e-mail: [email protected]

Alessia Anzivino
Assistant Professor of Marketing
Cattolica del Sacro Cuore University - Italy
e-mail: [email protected]

sinergie
italian journal of management

ISSN 0393-5108
ISSN 2785-549X
DOI 10.7433/s125.2024.02
pp. 21-40

FONDAZIONE

CUEIM
S I
MA
Italian Society of
MANAGEMENT

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