the first, tentative attempts to practice IMC were primarily concerned with integrating the message, so that the organization appeared to speak with "one voice," but failed to adopt a more rounded customer orientation. The inside–out approach is weak due to the stagnant, outdated method. Outside–in approach The outside–in approach of integrated marketing communications seeks to understand the needs and wants of the consumer. In addition to the previous category, this approach establishes significant progression. Organizations can gain in-depth knowledge based on consumers and therefore can accommodate the way they approach to fulfill their requirements. Relationship marketing aids in building up a history of frequent conversation between organizations and stakeholders which contributes to trust. Communication builds rapport that could prove to be profitable as they retain clientele. The outside-in approach offers a unique way to plan, as it operates backwards by concentrating on customers first, then determining the most effective course of marketing and communication methods to implement. Effectively managing the strategic business process is crucial as it defines the steps to follow which ensure brand value is upheld. Cross-functional planning approach Cross-functional planning approach of integrated marketing communications diverges away from the other two categories, it does not center around the concept of marketing promotional elements, instead the focus has shifted toward restructuring the organization to increase a customer-centric environment. This approach recognizes that messages do not just come from the marketing department, but can come from virtually any department within the organization. Investing for the reorganization sparks change where all departments interconnect to work cohesively toward managing and planning all stages of brand relationship. As a unified organization, the cross-functional process is a competitive advantage as they can achieve profitable relationships with customers and stakeholders. This can be achieved through improving the relation amongst messages sent from all departments through channels to the receivers. By sending strategic messages and monitoring any external reaction, organizations gain feedback data from consumers which can be used to inform subsequent planning or fine-tuning of the communications strategy. The process is circular, not linear, at the beginning organization and consumer communicate by interacting and dialogue which ignites the relationship, over time trust is earned and the consumer may continue to purchase, which in turn increases sales and profitability for the organization and finally, the relationship is strong and the organization retains clientele. Interactive communication is advantageous for a cross-functional approach as the business and