consumer are both involved in brand communication. Implementing IMC is a flexible process due to the changing nature of the marketing dynamics therefore by eliminating borders within the organization it allows for this notion. Barriers to implementation The barriers to implementation have been cited as one of the main reasons for the failure to adopt holistic approaches to IMC. The key barriers cited in the literature are: No support from senior management It is vital for an organization who implements integrated marketing communications to have the commitment from all levels of employees, including senior management. The union between both marketing and corporate goals should coincide and support simultaneously. The lack of involvement from senior management could lead to IMC being deprived of resources which prevent the full potential IMC can deliver for the organization to benefit from. Higher levels of the business need to coincide with the efforts of staff in the strategic planning to grasp that IMC's program is valuable. Clients are confused about the concept Some companies such as advertising agencies could possibly take advantage of the integrated marketing communications model, due to the stress they receive from clients and budgets being reduced. The introduction of new technology broadens the boundaries for advertising elements to endeavor with such avenues like the internet. Their focus may stray from the core principles of IMC which is to integrate the elements together, as they're less effective individually. Also, their clients may not grasp the IMC concept as an essential attribute, therefore, they perceive IMC as saving money due to the strategic juxtaposition. Organization is too specialized One of the core fundamentals of integrated marketing communications is that the focus aspires toward a customer orientation. In spite of that, the purpose of some organizations have not adopted the framework and are still task orientated. Examples include public relations, direct marketing and advertising. Conflict within organization Trying to implement integrated marketing communications into strong hierarchy structured organizations may cause staff resistance due to the nature of horizontal communication causing disagreements amongst staff. Staff may not perform their tasks and functions which jeopardizes the work environment. For IMC to be successful the culture of the organization needs to accommodate an open perspective where communication amongst the varying departments are managed tactically. Individuals reactions toward the new restructure will differ, as some become custom to the process and enjoy the borderless integration, on the other