Post on 24-Jan-2016
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Week 14 - Integrated Marketing Comm Summary of an organization’s overall
communication efforts and the importance of a unified Communications perspective.
What affects it? Why is it important?
Integrated Marketing Communications
The coordination and integration of all marketing communication tools, avenues and sources within a company into a seamless program that maximizes the impact on consumers and other end-users at a minimal cost.
IMC includes all business-to-business, channel, customer, external communications and internal communications.
Clow
Information Technology Changes in channel power Increase in competition Brand parity & commodity perceptions Integration of information Decline in the effectiveness of mass-media
advertising
Changing communication landscape
Cultivating an IMC system
Stage 1 – Identify, coordinate and manage all forms of external communications.
Stage 2 – Extend the scope of communications to include everyone within the organization.
Stage 3 – Apply information technologies to the IMC program to maximize impact.
Stage 4 – Treat the IMC as an investment and not a departmental function.
Key components
The Foundation Business Plan Marketing Plan
Advertising tools Promotional tools Integration tools
The Marketing Plan
Situation analysis Marketing objectives Marketing budget Marketing strategy Marketing tactics Evaluations
Who is involved?
Primary influencers & providers Corporate Communications Corporate Marketing Corporate management Legal
Who is else involved?
Secondary influencers & providers Advertising and PR agencies Designers
Graphic, industrial, packaging Video & audio developers and producers New media
Programmers, web designers, telecom, etc. Social networks
Events planners and suppliers
Communication mix
Traditional business development Price, Product, Distribution, Promotion
Promotion Advertising Sales promotions Personal selling
Additional components Database marketing Direct marketing Sponsorship marketing Internet marketing Public relations Internal communications
Unified Communication Strategy The obvious key elements
Advertising Public Relations Employee Communications Community Relations Financial Communications
Unified Communication Strategy The less obvious key elements
Marketing & Sales support Point of Purchase (POP) Web / online Store design, displays, uniforms, etc. Industrial design Packaging Sales training
Interactions
What factors can determine strategy? Cost Access to information or audience Timing Resources History Market conditions
How does each impact strategy?
Interactions
All communication programs interact to some degree.
What opportunities does this interaction offer? Reinforce similar or parallel messages Target same or related audiences Expand pitch to new or different audiences
Why is context important?
Technology
What new technologies are changing business? Traditional cellphones Blackberries (walk-around email, Web access, etc.) Instant messaging Blogs Color laser printers P2P downloads MySpace and other social networks
How is each changing it? What are the specific or unique impacts?
New technology impact
All are not necessarily positive. Increased number and variety of media outlets Increased frequency Increased message intrusion Increased consumer resistance
JPG, PUB475, Spring 2008 16
Week 14b -- Written Report
Written report accompanied by oral presentations in class Written report must be typed, double-spaced, be no longer
than three pages and no shorter than two pages.
JPG, PUB475, Spring 2008 17
Written report #2
Two-page proposal outlining a strategic public relations campaign for some aspect of EKU The University itself, one of the academic units, the
athletic department, etc. The proposal must be written in strict RPCE format
and must include all elements of the four-step process. Each proposal must recommend research, planning,
communication and evaluational procedures, Including but not limited to elements such as target
audiences, messaging, programming, outreach material, calendars, budgets and legal ramifications.
Final project due April 25.
Corporate Image
Components of image Tangible Intangible
Role of corporate image Consumer perspective Business-to-business perspective Company perspective
Why corporate image matters Consumer Perspective
Provide assurance Unfamiliar settings Little or no previous experience
Reduce search time Provide psychological reinforcement Provide social acceptance
Why corporate image matters Company Perspective
Extension of name to new products. Ability to charge more Consumer loyalty More frequent purchases by customers Positive word-of-mouth communications Attracts higher quality employees
Accurate reflection of firm Reinforcing image Rejuvenating image Changing image Addressing negative press
Corporate Image Development
A Company’s Brand
It’s not just ads or logo. It’s who you are. It’s a promise to all your publics. It tells your customers what to expect. It conveys your values, personality, standards It lives everywhere a customer might meet the company Its stewardship is influenced by the whole organization
What should a brand stand for?The most powerful brand ideas are simple, focused
and discovered at the heart of the business.
Achievement
Invent
Caring
Clever, witty
Quietconfidence
Down-to-earth
Strong work ethic
Smart consumer
On own terms
Innovative,Pacesetter
Devoted
Consumer-focused
Warm,approachable
TrustedPartner
SloppyUltramodern or old-fashioned
Glamour, cold, Pretentious, generic
Risky
Cheap
Silly, crass,sarcastic
Industrial
Large, self-focused
Too serious
Core strengths and differentiators Lexmark’s strength is in its unique combination of:
Total focus on printing Innovation (and ownership) across all three print technologies Relevancy of product line: Printers for the smallest consumer to the
largest of enterprise (geared to their specific needs) Personal touch, dedication, going above and beyond for our customers
At Lexmark, our mission is to
make it easier for businesses and
consumers to move information
between the paper and digital worlds.
We understand what our customers
really want. Solutions. Simplicity.
It’s how we uncomplicate
Printing, business, life.
Key Lexmark brand elements
• Graphic Design– Logo – Corporate colors – Corporate fonts – Photography
• Advertising & Promotions • Annual Report • Industrial Design • Interior Design • Corporate Style Guide
Brand Identification
Great enterprise leaders take on the “role” (the brand) of their company or product. Steve Jobs is Apple. Bill Gates is Microsoft. Larry Ellison is Oracle. Sam Walton is (was) Wal-Mart. Richard Branson is Virgin Group. Anita Roddick is The Body Shop. Georgio Armani is Armani. Charles Schwab is Charles Schwab. Oprah is Oprah.
Branding from the Heart (according
to Tom Peters) REAL Branding is... Personal. REAL Branding is about ... Integrity. REAL Branding is... Consistency and Freshness. REAL Branding is... Memorable. REAL Branding is a ... Great Story. REAL Branding... turns on the Checkout Clerk as much as the
consumer. REAL Branding... Matters. (To employees, customers, suppliers.) REAL Branding answers ... WHO ARE WE? REAL Branding is... Available to One and All... Large and Small. REAL Branding centers on... Uniqueness & Dramatic Difference. REAL Branding... Clarifies One Great Thing. REAL Branding is about ... Passion & Emotion. REAL Branding is about ...why We Get Out of Bed in the Morning. REAL Branding... can't be faked. REAL Branding is... Systemic, 24/7, All-departments, All-hands Affair.
Promoting Brand Image
Creating the right image Convey clear message Fit with company and product
Rejuvenating an image Easier than changing image Add new elements, but maintain current
image Changing an image
Extremely difficult
Provides quality assurance Reduces search time Allows company to charge more Reduces brand parity Consumers choose brands that are:
Salient Memorable Noteworth
Brand Equity
Developing Strong Brands
What are most compelling benefits? What emotions are elicited by brand? What one word best describes brand? What is important to consumers in the purchase
of the brand?
Benefits of Brand Equity
Higher prices Higher gross margins Channel power Additional retail shelf space Reduces customer switching behavior Prevents erosion of market share
Building Brand Equity
1) Research your current brand image.2) Decide what makes the brand unique.3) Communicate your brand’s uniqueness.4) Spend heavy on advertising.5) Make domination the goal.6) Deliver on uniqueness.
Managing change
How do markets change over time? How do companies change over time?
What makes them change? Is it intentional, accidental or both? Should it be encouraged? Discouraged? Why?
Changes in Private Brands Quality improvements Lower prices Higher store loyalty Lower loyalty to manufacturer brands Increase in advertising of private brands Increase in quality of private brand store
displays
Trade promotions
• Expenditures or incentives to push products through the channel.
Trade promotion tools
Trade allowances Trade contests Trade incentives Training programs Vendor support programs Trade shows Specialty advertising Point-of-purchase displays
Training programs
Frequently provided by manufacturers Goal is to positively bias salespeople Provide detailed knowledge of product or service
Competitive knowledge can offset real or perceived advantages of competition
Must be ongoing and continually refreshed New product introductions Employee turnover
Vendor support programs Billback programs Co-op advertising programs Unclaimed co-op dollars
$8 million Errors in filing Inaccurate purchase accruals Retailers unaware Restrictions not followed
Trade shows
Rank 3rd in b2b expenditures Costs per trade show
Manufacturer - $70,000 - $100,000 per show Retailers - $800 per attendee
Average trade show 700 exhibiting firms 13,400 attendees
Trade show attendees
Education seekers Reinforcement seekers Solution seekers Buying teams Power buyers
Point-of-Purchase
Location is key Last chance to reach buyers 50% of money spent in store is unplanned 70% of brand choices are made in store Average increase per display is 9.2% Half of POP displays not effective
Design, message, location
POP trends
Integration with websites Displays that routinely change messages Better tracking of POP results Use of POS data
Affiliate programs, e.g. Kroger Card
Objectives of trade promotions Obtain initial distribution Obtain retail shelf space Maintain established brands Counter competitive actions Increase order size Build retail inventories Reduce excess inventories Enhance channel relationships
Concerns of trade promotions High costs Tend to use outside of IMC Plan Over-reliance on trade promotions Used for short-term sales goals Erosion of brand image Impact on small manufacturers