tion of media opportunities and the splintering of audiences has led to a reappraisal of the communications strategies used by organizations and a reformulation of their promotional and media mixes. By reducing their reliance on above-the-line media and by attempting to move towards the use of media-neutral mixes to deliver consistent messages that cut through the increasing clutter, Starbucks has moved, if unintentionally, towards some form of integrated marketing communication activity.
             Agreeing a definition of IMC is proving elusive but one of the more popular, simple and intrinsically satisfying views of IMC is that the messages conveyed by each of the promotional tools should be harmonised in order that audiences perceive a consistent image of a product or organisation. One interpretation of this perspective is that the key visual triggers (design, colours, form and tag line) used in advertising should be replicated across the range of promotional tools used, including Point-of-Purchase (POP) and the sales force. At another level IMC is about the integration of some of the promotional tools. One such combination is the closer alliance of advertising with public relations. Increasing audience fragmentation means that it is more difficult to locate target audiences and communicate with them in a meaningful way. By utilising the power of public relations to stimulate word-of-mouth communication about brands and advertisements.
             Basically, we see that Starbucks' success was built on two things: the store experience (Starbucks' image) and the quality of its product - it really is a better cup of coffee The first one is so sacred that on Starbucks employees initiative the chain even prohibited smoking in its stores in Vienna, where cigarettes and coffee are inseparable, because Starbucks doesn't want anything to interfere with the seductive scent of fresh-brewed espresso. That's why top-management of Starbucks deeply believed that em...