UNIVERSITY OF WESTMINSTER COURSEWORK COVERSHEET FORM CA1 MARYLEBONE CAMPUS I confirm that I understand what plagiarism is and have read and understood the section on Assessment Offences in the Essential Information for Students. The work that I have submitted is entirely my own (unless authorised group work). Any work from other authors is duly referenced and acknowledged. STUDENTS MUST COMPLETE THIS SECTION ONLY IN FULL AND IN CAPITALS Surname VIEIRA RIELLI Forename ALESSANDRA Registration No: 1 5 1 1 8 5 1 2 Course MA MARKETING COMMUNICATIONS Module Title INTEGRATED MARKETING COMMUNICATIONS PROJECT Module Code 4 M M C 7 1 5 Assignment No: Date Submitted 28 01 2016 Marker: Word Count 15.518 Joint Assignments: Tutor’s summary comments and feedback to student(s): All marks are subject to confirmation by the relevant Subject Board Date stamp 24 hrs late/Over 24 hrs late: MARK:
Transcript
UNIVERSITY OF WESTMINSTER COURSEWORK COVERSHEET FORM CA1 MARYLEBONE CAMPUS
I confirm that I understand what plagiarism is and have read and understood the section on Assessment Offences in the Essential Information for Students. The work that I have submitted is entirely my own
(unless authorised group work). Any work from other authors is duly referenced and acknowledged.
STUDENTS MUST COMPLETE THIS SECTION ONLY IN FULL AND IN CAPITALS
Surname
VIEIRA RIELLI Forename ALESSANDRA
Registration No:
1 5 1 1 8 5 1 2 Course MA MARKETING
COMMUNICATIONS
Module Title
INTEGRATED MARKETING COMMUNICATIONS PROJECT
Module Code 4 M M C 7 1 5
Assignment No:
Date Submitted 28 01 2016
Marker:
Word Count 15.518
Joint
Assignments:
Tutor’s summary comments and feedback to student(s):
All marks are subject to confirmation by the relevant Subject Board
Date stamp
24 hrs late/Over 24 hrs late:
MARK:
2
UNIVERSITY OF WESTMINSTER Westminster Business School
MA Marketing Communication
INTEGRATED MARKETING COMMUNICATION
PROJECT (4MMC715.1)
Alessandra Vieira Rielli W1511851
January 28th, 2016
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Acknowledgments:
This work is dedicated to the most amazing year of my life and to all the incredible and
unforgettable people I had the pleasure to meet. Friends and moments that changed my life
completely, and I will cherish forever.
To Thais and Alex, who were, not only my friends but also my family. Thanks for all the help,
friendship and support you have always gave to me.
To all my family and friends back in Brazil, who gave me so much love and support throughout this
year.
But most important: to the two people who made this happen; Who gave me unconditional support
and sacrificed so much just so I could pursue my dream. Mom and Dad!
This would never have happened if it weren’t for you. There are not enough words to say “thank
you”. I love you both so much!
See you soon London…
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Table Of Contents
I. Overall Analysis (Proposal) ....................................................................................... 6
Consumers have never been so in the centre stage as in the past few years, and the fight by airlines
for their attention has never been so aggressive. With digital and technological development,
consumers have been empowered with information, increasing their expectations towards what
brands can offer.
Deloitte (2015, p.2) says: “as consumers move from consuming content to creating it by writing
reviews, their power and influence will continue to increase”, forcing brands to use multiple channels
as touchpoints, absorbing relevant behaviour information in order to provide personalised
experiences and create a dialogue between brand and consumer. This is also known as “customer-
centricity” (Trendwatching, 2014a).
As a consequence of the high level of information and branded content being produced, consumers
expect brands to deliver “more than the goods” (Trendwatching, 2014a) and “subvert their own
heritage” (Trendwatching, 2014b). In other words, to younger generations, a brand’s heritage has
become irrelevant and campaigns that represent only the company’s interest is not convincing
anymore.
Likewise, it is known that 66% of consumers switched brands or business services due to poor
customer services (Trendwatching, 2014a), especially among younger generations, which
represents an opportunity for brands with high customer service such as British Airways.
Consequently, brands should be delivering extra services, benefits and attributes beyond the
predictable in a more creative and playful way, increasing engagement with consumers and adding
value to the marketing interactions (Trendwatching, 2014b).
According to Brown (2013), customers are more likely to become loyal to a brand that is relevant to
the world and to their life. Therefore, creating empathic brands is fundamental to nurturing more
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meaningful relationships and building trust with customers, in order to show that the brand’s role
goes beyond it self interests.
1.6 AIRLINE CONSUMERS
According to the macro analysis, consumer confidence in the UK has increased over recent years, a
result of the current low inflation rate combined with higher wages. Consequently, it is possible to
see an increase in spending on holiday travel and spontaneous trips (Mintel, 2015).
For instance, in 2013, 45% of the British passengers flew for holiday purposes, of which 49% were
which low-cost airlines. Of these, 71% are assumed to be of AB’s social classes (McGrath, 2014).
Reinforcing the power of economy class as the largest volume of passengers in all airlines, 77% of
these flew economy class, 13% premium economy and 5% first class, as stated by McGrath (2014).
When analysing British travellers’ behaviour by age, 25-34 years old is the group that offers better
opportunities, especially because they are currently flying and spending more (McGrath, 2014), and
likely to travel to European destinations (66%) as suggested by McGrath (2014). However, the same
age group intend to spend less when in their destination, saving on transportation, accommodation,
entertainment and food.
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2 MICRO ANALYSIS
2.1 BRITISH AIRWAYS
From being the world’s first schedule air service in 1919 to becoming the largest international carrier
in the UK, British Airways will complete 100 years of history in 2019, with a history that goes back to
the beginning of civil aviation and is now one of the most prestigious and recognised airlines in the
world. Based in the UK and being the only airline with an exclusive Heathrow terminal, it offers
domestic flights, long-hauls and short-hauls, and it is mostly known for its high level of customer
service (British Airways, 2015)
British Airways has been consistently awarded and recognised for its high standards of customer
service. According to the company’s statements (British Airways, 2015), brand’s values rely on a
very customer-centric point of view combined with the British-style, highlighting the historical and
cultural heritage of the brand, excellence on services and high standards of safety, always
maintaining its position at the forefront of innovation.
However, the global economic crisis of 2008 had a considerable impact on the airline business
overall, but for British Airways it not only affected its financials results (a loss of more than £500m in
2010) but also its reputation after strike action by cabin crew, resulting in a drop in passenger
numbers (Bacon, 2012).
In order to recover its prestigious brand image, BA created a £5 billion program to enhance their
“customer experiences” in 2012 (Bacon 2012) and in 2015, BA won first place on both the consumer
and business Superbrands of the Year made by the Superbrands Council, beating brands like
Apple, Visa and Samsung (Hobbs, 2015).
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In 2011, the airlines British Airways, Iberia and Vueling were unified to create IAG, the third largest
airline group in Europe. BA is also part of the second largest global alliance oneworld, creating a
network of more than 1,015 destinations in 154 countries (oneworld, 2015). Its main traffic remains
within Europe with 45% of passenger traffic, followed by North America (19%) and domestic
destinations 14% (British Airways, 2015).
2.2 SERVICES AND PRODUCTS
British Airways’ portfolio is large and complex, reaching a variety of profiles and businesses.
However, its main business focus is on civil passenger transportation, having flown nearly 40 million
passengers in 2014 (British Airways, 2015).
Its flight services include a large range of destinations: long-haul (international destinations), short-
haul (European destinations) and domestic flights (UK destinations), and the aircrafts vary according
to the type of flight, but its high level of safety is maintained across all services.
To satisfy all customer profiles, the company provides multiple levels of service according to “travel
classes”, as seen on the images below.
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Figure 2 Types of "class" on British Airways aircrafts (British Airways, 2015)
In addition to the cabin classes, British Airways also offers airport special services such as lounges
and spa, in addition to exclusive in-flight food and drinks (changes according to class), in-flight
entertainment (High Life Magazines, movies and TV shows) and High Life Shop (selected items
form Duty-Free).
To offer a complete experience, British Airways has many partnerships with local companies, such
as hotels, tour operators and car rental businesses. The benefit of these partnerships is to offer to
the end-customer more benefits and full-journey support throughout their trip, and to create ancillary
revenues.
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In addition, a platform called Holiday Finder is available (in partnership with Tripadvisor), to offer a
whole range of travel packages (including flight and hotel). Tips and information about the cities are
available, so customers can plan the whole travel on the company’s website (British Airways, 2015).
Due to a recent price pressure from low-cost airlines on short-haul destinations (McGrath, 2014),
British Airways has been offering special fares with hand baggage only, at an average cost of £39
each way, as an option for those who wants to fly to European destinations.
Figure 4 Image of British Airways "Europe's Flights" special page on website (British Airways, 2015)
Figure 3 Images of British Airways partnership with TripAdvisor on website (British Airways, 2015)
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Lastly, with advances in technology and the high usage of mobile as a CRM platform, British
Airways has expanded its customer services and point of sales from its website to its mobile app,
with booking, flight offers and flight status updates, creating an unique customer database and
providing relevant information to the passenger, live and everywhere (British Airways, 2015).
2.3 MARKETING COMMUNICATIONS
Reputation is built not only with the daily experience offered, but also with communications and
messages delivered over time, resonating on the brand’s essence and benefits (Pickton &
Broderick, 2005). For British Airways, all marketing communications strategies have always
reinforced the brand’s attributes and essence.
It is important to understand that, due to its multiple stakeholders (publics), British Airways has
consequently delivered multiple messages. For instance, the corporate message is very often
focused on its international destinations and flight experience, whilst the local campaign to short-
haul audiences has a message more focused on the destination benefits and feelings (emotional
rather than logical) and a subtle way to deliver the USP.
Figure 5 Images of British Airways' mobile app (Smith, 2014)
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In 2013, the latter campaign to support corporate's motto "To Fly. To Serve" had a message that
delivered the tradition, know-how and pioneering attributes of the brand. The campaign had a
sophisticated imagery and up class point of view, promoting heritage and concrete attributes, such
as special characteristics from the aircraft and in-flight experience for both TV and printed
campaigns.
However, when focusing on short-haul, the public's motivations are driven by emotional cues – less
focused on the flight and more focused on the destination’s outcome - echoing different attributes
than the corporate long-haul messages. British Airways’ focus is towards the outcome experience,
or in other words, the emotions aroused by travelling.
Furthermore, BA does not aim to be a "low-cost" airline, its message can not emphasise cheap
prices, as competitors such as easyJet and Ryanair can out-compete them. For instance, the 2012
campaign “To Fly. To Serve. To Europe” still had the brand’s mantra attached to main message,
and the all the elements promoted in-flight elements that would “enhance” the experience. Those
elements (such as drinks or suitcases) were then used as storytellers, explaining the benefits
aroused by traveling with BA, as seen on the images below.
Figure 6 Image of British Airways' "To Fly. To Serve" institutional campaign (Creative Club, 2015 and British Airways, 2013)
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In 2014, the campaign “Magic of Flying” used advanced technology to promote a live outdoor
billboard where kids would point to the sky, providing details of the flight that was over the billboard
at that time. The focus was to create awareness and buzz around the brand’s digital
communications and pioneering that type of advertising. As for the message, it promoted “how
accessible the world is” (Beltrone, 2013), but was related to price rather than in flight attributes or
destinations benefits, as previous campaigns had.
Figure 7 Image of British Airways' European campaign "To Fly. To Serve. To Europe" (British Airways, 2012 and Creative Club, 2013)
Figure 8 Image of British Airways' European campaign "Magic of Flying" (Creative Club, 2015 and British Airways, 2013)
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3 ANALYTICAL FRAMEWORKS
After widely analysing all the macro elements involved in air transportation and the micro elements
of British Airways, it is possible to use marketing tools to find the most appropriate direction to be
taken by this campaign. This chapter, therefore, will critically evaluate all analysis made previously
and highlight the most important outcomes and directions.
3.1 POSITIONING MAPS
The current UK air transportation market is dominated by three airlines - in terms of volume and
profits – British Airways, Ryanair and easyJet. The positioning map below presents where brands
are perceived according to the type of messages (target and tone of communication) and where
they stand on premium position and price.
Target X Brand Attributes
Older Target (Over 40)
Younger Target (Lower 40)
+ Premium and + Price
British
Airways
easyJet
Ryanair
OPPORTUNITY
- Premium and - Price
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Brand Attributes X Message Style
According to both positioning maps, there is an opportunity to achieve younger audiences through a
fresher and more exciting message while still delivering a premium image and benefits, as the
competitors can’t offer the same quality of experience as British Airways.
Therefore, British Airways should avoid marketing communications campaigns that are purely based
on “market concepts” or attributes that are well known, and focus on relevant benefits to this
younger consumer, or emotional cues that drive empathy and put consumers on the centre stage.
Fun and young message
Traditional and mature message
+ Premium and Price
- Premium and Price
British
Airways
easyJet
Ryanair
OPPORTUNITY
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3.2 SWOT*
OPPORTUNITIES THREATS
STRENGHT
WEAKNESS
1.Pound stronger than Euro encouraging travel 2. 65% passenger travel for holiday3. 25/34 years old fly the most and spend more with better services
1. Loss of short-haul market share to low-cost as is often budget orientated2. Low costs airlines improving customer services and expanding target3. Consumer centricity (higher expectations)
1. Fly to primary airports 2. High quality customer services perception3. General fare include multiple benefits
Reinforce airline unique benefits to encourage younger travellers
to fly with BA in short-haul/Europe routes
Reinforce airline benefits to encourage travellers to chose
quality over price, in short-haul/Europe routes, offering unique
free-hassle experience
1. Perceived higher price2. Low ancillary revenues and profitability3. Message too focused in high profile market (do not communicate to mass)
Expand target market to reach “25/34” more effective by promoting unique qualities
and outcomes
Engage with consumers to deliver a message that add
value for the whole experience, creating unique relationship between brand
and traveller.
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After evaluating external opportunities and threats and the strengths and weaknesses of British
Airways in comparison to competitors, it is possible to conclude that they hold a strong brand image
of quality, and have benefits that can make the travel experience less hassled and more pleasant.
However, they don’t communicate these attributes efficiently, especially to younger generations.
The intensification of competition in the European short-haul market and the growth of travel
amongst young Millennials (25-34) are important trends that British Airways must account for. In
order to create a more appealing image to this target, marketing communications should add
relevant values that meet their needs and expectation and create an exciting brand that will result in
brand resonance, it is essential that British Airways focus marketing communication on consumer,
rather than brand itself, promoting attributes that go beyond the flight.
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3.3 ANSOFF MATRIX
Based on all the analysis above, British Airways should move from existing market (ABC1, 49 years
old) to a new market development, expanding to a younger audience (ABC1, 25 – 34 years old) in
order to achieve a growing market and increase passengers to European destinations, facing the
strong competition of low-cost airlines.
Therefore, it will be necessary to “refresh” the brand’s image and marketing communication strategy,
by creating a message that delivers unique benefits and experiences that low-cost airlines can not
offer, in order to convince potential travellers of the value for money by flying British Airways.
EXISTING NEW
EXISTING
NEW
MARKET
PRODUCT
New target: Move to younger target (ABC1, 25/34 years old) but
maintain the high standard product
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II. CAMPAIGN OBJECTIVE AND SCOPE
4 THE ROLE OF IMC IN MARKETING MANAGEMENT
Marketing today is not the single road of previous time, where the most important concept was to
“tell and sell”. Based on the current digital and connected world, it plays an important role in
satisfying customer needs by exchanging value and building a strong relationship across multiple
channels that not only delivers the company’s message effectively, but also allows customers to be
part of the marketing process, aiming to build relevance and, consequently, brand equity (Kotler and
Armstrong, 2013).
As described by Pickton and Broderick (2005), in order to communicate properly, marketing must
make use of a range of tools, known as “promotion mix”, that involves advertising, public relations,
sponsorships, sales promotion, direct marketing, point-of-purchase, personal selling and lately,
digital and social media marketing, each of them with its own strategy in order to achieve a common
goal.
The mix is a combination of activities that, together, will create a product or service that is properly
communicated to multiple stakeholders, satisfying and engaging them. This strategic business
process for brand communication is known as Integrated Marketing Communication (IMC)
(Kliatchko, 2008, p.140).
Creating a strong integrated communication is not only necessary to its customers, but also to other
stakeholders that must be embraced in the synergy of communications, as they have the power to
define the success or failure of a marketing campaign, or even a brand’s reputation (Pickton and
Broderick, 2005).
For British Airways, this is even more important. As a worldwide airline, it has a large number of
stakeholders including: short and long haul customers, premium and economy class fliers, airline
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alliance, in-flight crew, airport staff, political affairs, communities, etc. Therefore, it is fundamental to
create and execute properly a communication that is unified on the concept of the company but, at
the same time, unique to each audience.
However, its practical implementation and integration can become a challenge, especially when it
comes to large corporations like British Airways. According to Warc (2015), due to the lack of
appropriate management, many barriers stop the IMC implementation. For instance, the
organisation context, its structure, culture, process and behaviours are often listed as the main
constraint.
British Airways is a traditional and very settled UK company. Its large structure of departments and
business can offer barriers to the integration, as all areas must be involved and synchronized.
Nonetheless, Warc (2015) reinforces that for an integrated marketing communication, it is
fundamental that each area works less “individually” and more as a whole unit.
For instance, British Airways was recovering from global economic crises in 2011 and promoting to
the outside stakeholders a powerful and positive message as the official London Olympics Tier 2
Sponsor (Bashford, 2011).
However, the synergy wasn’t the same within their internal employees, as most were extremely
dissatisfied with corporate’s cuts and decisions. After adjusting the communication to its internal
audience, British Airways was able to recover from communication damage (Bashford, 2011).
This divergence can compromise the IMC, and as a consequence, brand’s image and reputation.
For instance, as a service provider, British Airways must guarantee that the promises made by it’s
marketing communications will be delivered across all channels and stakeholders (Bashford,
2011).
By ensuring consistency in all communication tools, and properly comprehending each stakeholder’s
needs, British Airways can empower its brand image and as a result, increase sales objectives.
Therefore, this IMC plan intends to create a combination of communication efforts to reach out to a
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specific target group. However, to ensure synergy with the company’s values and position, it must
guarantee that the message is vertically integrated with corporate objectives and that all media are
horizontally in synergy with the message proposed.
5 IMC PERFORMANCE OBJECTIVES
The following objectives were defined according to the opportunities drawn from previous analysis
in order to create vertical integration between all areas.
32
Figure 9 British Airways suggested objective cascade and integration
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Considering the figure above, which shows the whole structure of objectives, and following the
current brand’s mission stated on the website and reports (British Airways, 2015), British Airways’
corporate objective is to be “the most admired airline”.
Furthermore, by analysing the company’s historic growth and the market conditions (previous
chapters of macro and micro analysis), the suggested brand’s business objective is to increase
total sales revenue by 3.5% in 2016.
This growth represents an additional £377,526,240 in sales revenue and 1.5 million new passengers
from 2015, as demonstrated in figures 9 and 10, and it will be achieved by the entire global efforts
within all destinations.
Figure 10 British Airways passengers revenue change by year and forecast (British Airways, 2014)
Figure 11 British Airways' volume of passenger change by year and forecast (British Airways, 2014)
Assuming that 11% of those new passengers will come from travels from the UK to European
countries (short-haul), then the marketing efforts must be focused on an acquisition plan of 165,910
new customers as demonstrated by the figure below.
2012 2013 2014 2015 2016
9,499,000,000.00£ 10,129,000,000.00£ 10,452,000,000.00£ 10,786,464,000.00£ 11,163,990,240.00£ % increase from
JUNE JULY AUGUST SEPTEMBER OCTOBER NOVEMBERSocial Media
MARCH APRIL MAY
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For this specific campaign, direct mail will be used as a tool to deliver the campaign’s message,
encourage engagement with “story telling” and, mostly, give an incentive to current customer. It will
serve as back up to the whole campaign, focusing to retain current customers of British Airways.
The use of the current British Airways database is important not only to keep customers engaged,
but also because it can provide relevant profile information that can be used to segment and target
the online media display even more accurately. In addition, as the database to be used is internal
(belongs to British Airways), the profitability is high.
The database will include customers:
- Subscribed on loyalty programs (Avios/Executive Club)
- Have purchased flights with British Airways at least once
The direct mail will run through the first phase of the campaign and second, to encourage
repurchases with current British Airways customers.
13 PUBLIC RELATIONS
Regarding the push strategy, internal public relations will be used to engage with employees in order
to encourage them to have a fresh, fun but still very polite customer service. The idea is to involve
them on the “Beyond Just an Airline” campaign by creating an internal guideline with suggestions of
WK 8 WK 9 WK 10 WK 11 WK 39 WK 40 WK 41 WK 42
Current database X X X X X X X X
Email Marketing MARCH OCTOBERFEB
Figure 38 Suggested calendar for Email Marketing
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customer interaction that will help generate positive (and funny) viral stories online (WOM) of the
uniqueness of British Airways customer service.
In order to support the whole campaign it is essential that British Airways’ staff get involved as much
as possible, as they are the main contact and the main service providers. Therefore, the objective is
to show customers that British Airways is not only the best for customer service, but it also provides
a friendly environment that generates the best start or end for their “travel memories and stories”.
The public relations team, together with British Airways’ creative agency, will produce the guideline
in order to guarantee the best interaction ideas, without jeopardizing service or brand’s reputation.
Suggestions sent on the internal email system from staff will also be welcomed and evaluated.
A series workshop with short-haul crew members and customer-facing ground staff will take place in
the headquarters and email communications will be sent through the staff system to keep them up to
date with the campaign’s concept message. This strategy will roll throughout the year
14 CAMPAIGN TIMELINE
The following chart summarises the frequency, costs and approximate reach of the whole campaign,
including each element of the marketing mix. The campaign will focus on two main moments:
summers sales (Q1) and winter sales (Q4) of the year 2016. However, there may be some ongoing
communication efforts throughout the year.
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15 BUDGET AND ROI
CAMPAIGN’S BUDGET
Based on the objectives set for this campaign, and compared to 2014 increase and marketing
investments (McGrath, 2014), the budget for this campaign was set according to historical
investments. The overall marketing investments in 2014 were nearly £5,200,000 (Mintel, 2014)
with an increase of 3.2%.
As set previously, the 2016 goal is to increase 3.5%. However, this includes all marketing efforts
for multiple targets and destinations. As 47% of British Airways passengers are mainly short-haul
(British Airways, 2015), then, the investments suggested for this specific marketing campaign will
be £2,673,000 to achieve 165,910 new passengers within the target group defined in this project
and maintenance of current customers.
CAMPAIGN’S INVESTMENT
As stated on the campaign’s timeline, the total cost of this IMC, considering the objectives and the
most effective marketing tools, is £2,471,929. The breakdown is summarised in figure 39:
Figure 39 Total costs of British Airways IMC campaign
IMC TOOL COST
TOTAL TV 1,855,063.00£ TOTAL OOH 341,026.00£ TOTAL DIM 243,120.00£ TOTAL PR 2,720.00£ CAMPAIGN EVALUATION 30,000.00£ TOTAL CAMPAIGN 2,471,929.00£
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ROI:
Considering that the total potential target is 4.2 million and that we need 4% of sales out of this
target, at a ticket in average costing of £150 (round-trip), the total revenue expected from this
campaign is of £24,886,500, which represents 165,910 passengers.
Considering the investments above the total ROI of this campaign is 1:10
V. CAMPAIGN EVALUATION AND OUTCOMES
The evaluation of this integrated marketing communications campaign involves the evaluation of all
the different elements that composes the promotion mix (Pickton and Broderick, 2005).
In addition, it should also be evaluated against each set of objective previously defined. According
to Pickton and Broderick (2005), there are three main areas to measure: media evaluation,
message content and sales effect.
Another theory that can be used to evaluate the campaign follows the Ogilvy theory of
“Conversation Impact” (Ogilvy, 2009) on which levels of reach and positioning of the campaign,
brand preference and actions from target will help to define the successes of the campaign.
Both models are related to the AIDA framework, which was used as guidance to the main
objectives of the integrated marketing mix. Therefore, measurements for this campaign will follow
the general evaluation structure suggested by Pickton and Broderick (2005) as it seems more
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complete to understand the if the media choice was appropriate to reach target and deliver the
message; if the message was properly comprehended and had positive feedback, and if the sales
objective was achieved.
a. MEDIA EVALUATION
The media mix choice will be evaluated accordingly to each channel’s KPIs (Key Performance
Indicator). It is important to understand that, due to the nature of online marketing and its relevance
on this project, there are much richer data available, which if properly analysed, can give specific
results and benefits (Slevin, 2015). Each objective will be crossed according to the AIDA
framework
TOOL OBJECTIVE KPIS
Advertisement Awareness 1. High level of reach on each channel 2. Increase of Ad Recognition and Recall 3. Positive audience impact (TVRs)
Out of Home Awareness 1. Number of Passer by (OTS)
Direct and Digital Marketing
Awareness and Action 1. Number of impressions and views 2. #% of CTR (Click Through Rate) 3. Volume of traffic directed to website 4. Number of conversions (sales) directed
from each media 5. % of positive sentiment on social media
comment- Web monitoring (Online buzz created by ads)
PR Awareness 1. % of positive sentiment on social media comment- Web monitoring (Online buzz about change of behaviour of British Airways crew member and ground staff)
2. Positive sentiment amongst fliers (research – further details)
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For the online media campaign, “mid-campaign testing” will be conducted as a way to continuously
measure the achievements of specific KPIs and the conversions expected. Through analytical tools
such as Google Analytics, it is possible to measure, in real time, the impact of the media campaign
on the website, the sales generated and if the target profile is being reached.
In addition, A/B tests must be conducted during the campaign in order to test different versions of
the ads (leadhead, remarketing and email marketing) and improve information that can increase
effectiveness (Digital Marketing Institute, 2015).
b. MESSAGE CONTENT
In order to understand if the proposed message was properly comprehended by target, and
positively accepted, a series of tests must be made to guarantee quality and effectiveness. This
tests, or “tracking” will be used over the duration of the campaign. For Pickton and Broderick
(2005), there are few methods to be used, but they must mainly follow the important steps: pre-
testing and post testing.
The pre-testing, or “copy-testing”, is used to evaluate if the proposed visual imagery, copy and
concept of the campaign are appropriate and clear enough to the target. In addition, it provides
details about points of misunderstanding and it helps to reduce the risks of failure (O’Brian, 2015).
For this campaign, the pre-testing will include the “storyboard” of the advertising campaign and
“roughs” of the roll out material for digital (banner ads), in several visual materials. As Pickton and
Broderick (p.522, 2005) ) suggests, at this stage, the material tested must not be the “final version”
in order to save money, as adjustments might be necessary.
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As this stage more in-depth and detailed feedback is needed, the suggested research format to be
used is qualitative research through in-depth technique, where a series of single respondents will
be handed the material, and some specific questions will be asked. Once the test results are
positive, the campaign is ready to be displayed.
The second stage of message content evaluation is through post-testing research. It will evaluate if
the final message and campaign concept was positively viewed by target audience and the effects
it had. According to Pickton and Broderick (2005), the post testing will assess if the marketing
communications had a positive impact in the AIDA process: awareness, intention, desire and
action. The latter will be measured on the next stage as sales conversion.
Unlike the pre-testing that requires in-depth information, the post-testing is a quantitative
evaluation to gather quantified data of the success of the camping (Pickton and Broderich, p.525,
2005)
According to O’Brian (2015), the results from post-testing will involve:
- Ad recognition and recall
- Physiological characteristic aroused from the campaign
- Power of message persuasion
- Sales response
The message content evaluation is probably the most important measure for the integrated
marketing communication campaign, as the main objectives defined on page 31, were related to
message comprehension and power of persuasion among the defined target market.
In other words, the message content evaluation will define if both objectives were achieved:
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Objective 1: “to discourage price as the main criteria of choice within the target market by
explaining and expanding on unique cost benefits”
Post testing will deliver the proper measure of message effectiveness among the target audience.
Some of the expected outcomes form the posy-evaluations are:
- Did the target audience know the unique benefits of British Airways?
- What are the values of these benefits for them?
- Would they invest more on a better experienced offered by British Airways?
- Have they made a purchase with British Airways after being exposed to the campaign?
Objective 2: “to gain inclusion into the consideration set of 30% of the target market by
shifting the brand’s communication perception to fun and exciting”
For this objective, the outcome expected from the target is more related to message
comprehension and perceived tone of voice.
- What feelings does the campaign provoke?
- Did they find it fun and exciting?
- Was the visual and copy content positively absorbed?
- Would British Airways be included among considered airlines for them to fly with on their
next travel?
In both cases, the focus of results are among the target market, as the success of the campaign
and the achievement of objectives depends upon the target audiences’ actions.
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PR EVALUATION
As mentioned on the push strategy description (page 61), British Airways’ employees will be part of
the campaign and supporting the message delivery. This will happen through the use of similar
“fun and exciting” tone of voice of the campaign on customer’s relationship.
In order to understand if this “tone of voice” and the message were positively accepted and
comprehended, questionnaires will be distributed during short-haul flights over a period of 6
months.
In addition, media clipping and social media monitoring will be used as tools to follow anything that
has been published and what people are saying on the internet about the new British Airways’
short-haul position.
c. SALES EVALUATION
Lastly, the evaluation of the sales effect will provide the volume of sales generated from the
campaign (O’Brian, 2015) and if the target attitudes were successfully changed by the campaign.
The results from the evaluation will be connected more to the marketing objective of volume of
sales (165.910 passengers).
After all the evaluations are made, it is possible to conclude the success of the campaign, its
integration (vertically and horizontally) and the impact it generated on the business.
98
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TABLE OF IMAGES
Table 4 Passengers Uplifted over 5 years ……………………………………………………………………. 7
Table 5 Top 3 airline based in the UK profitability over 4 years ……………………………………………..8
Table 6 UK airlines market share based on volume of passengers …………………………………………9
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