Beruflich Dokumente
Kultur Dokumente
Managing Integrated
Marketing Communications
by
PowerPoint by
Milton M. Pressley
University of New Orleans
19-1
Copyright 2003 Prentice-Hall, Inc.
Kotler on
Marketing
Integrated marketing
communications is a
way of looking at the
whole marketing
process from the
viewpoint of the
customer.
19-2
Copyright 2003 Prentice-Hall, Inc.
Chapter Objectives
In this chapter, we focus on three major
questions:
How does communication work?
What are the major steps in developing an
integrated marketing communications
program?
Who should be responsible for marketing
communication planning?
19-3
Copyright 2003 Prentice-Hall, Inc.
Marketing
Communications Mix
Advertising
Sales Promotion
Public Relations and Publicity
Personal Selling
Direct and Interactive Marketing
19-4
Copyright 2003 Prentice-Hall, Inc.
Sales
Promotion
Public
Relations
Personal
Selling
Direct
Marketing
Print and
broadcast ads
Contests,
games,
sweepstakes,
lotteries
Press kits
Sales
presentation
Catalogs
Packagingouter
Premiums and
gifts
Speeches
Sales
meetings
Mailings
Packaging
inserts
Sampling
Seminars
Incentive
programs
Telemarketing
Motion
pictures
Fairs and
trade shows
Electronic
shopping
19-5
19-6
Copyright 2003 Prentice-Hall, Inc.
The Communication
Process
Target audience may not receive the
intended message for any of three
reasons:
Selective attention
Selective distortion
Selective retention
19-7
Copyright 2003 Prentice-Hall, Inc.
The Communication
Process
Fiske and Hartley have outlined
factors that influence
communication:
The greater the influence of the
communication source, the greater the
effect on the recipient
Communication effects are greatest
when they are in line with existing
opinions, beliefs, and dispositions
19-8
Copyright 2003 Prentice-Hall, Inc.
The Communication
Process
Communication can produce the most effective
shifts on unfamiliar, lightly felt, peripheral issues
that do not lie at the core of the recipients value
system.
Communication is more likely to be effective if the
source is believed to have expertise, high status,
objectivity, or likeability, but particularly if the
source has power and can be identified with.
The social context, group, or reflective group will
mediate the communication and influence whether
or not the communication is accepted.
19-9
Copyright 2003 Prentice-Hall, Inc.
19-10
Copyright 2003 Prentice-Hall, Inc.
Developing Effective
Communications
Identify the Target Audience
Image analysis
Familiarity scale
Never
Heard of
Heard of
Only
Know a
Little Bit
Know a Fair
Amount
Know
Very Well
Favorability scale
Very
Somewhat
Indifferent Somewhat Very
Unfavorable Unfavorable
Favorable favorable
19-11
Copyright 2003 Prentice-Hall, Inc.
19-13
Copyright 2003 Prentice-Hall, Inc.
Developing Effective
Communications
Semantic differential
19-14
Copyright 2003 Prentice-Hall, Inc.
19-15
Copyright 2003 Prentice-Hall, Inc.
Developing Effective
Communications
Determine the Communication Objective
Cognitive
Affective
Behavioral
Response-hierarchy models
19-16
Copyright 2003 Prentice-Hall, Inc.
19-17
Copyright 2003 Prentice-Hall, Inc.
Developing Effective
Communications
Hierarchy-of effects model
Awareness
Knowledge
Liking
Preference
Conviction
Purchase
19-18
Copyright 2003 Prentice-Hall, Inc.
Developing Effective
Communications
Design the Message
AIDA model
Gain attention
Hold interest
Arouse desire
Elicit action
Message Content
Rational appeals
Emotional appeals
Moral appeals
19-19
Copyright 2003 Prentice-Hall, Inc.
Developing Effective
Communications
Message Structure
Message Format
Message Source
Factors underlying source credibility
Expertise
Trustworthiness
Principle of congruity
19-20
Copyright 2003 Prentice-Hall, Inc.
bmwfilms.com
19-21
Copyright 2003 Prentice-Hall, Inc.
Developing Effective
Communications
Select the Communication Channels
Personal Communication Channels
Advocate channels
Expert channels
Social channels
19-22
Copyright 2003 Prentice-Hall, Inc.
Developing Effective
Communications
Steps to stimulate personal influence channels
to work on the companies behalf
Devote extra effort to influential individuals and
companies
Create opinion leaders by providing the product at
attractive terms to certain people
Work through community influentials such as local
disk jockeys, class presidents, and presidents of
womens organizations
Use influential or believable people in testimonial
advertising
Develop advertising with high conversation value
19-23
Copyright 2003 Prentice-Hall, Inc.
Developing Effective
Communications
Develop word-of-mouth referral channels to build
business
Establish an electronic forum
Use viral marketing
19-24
Copyright 2003 Prentice-Hall, Inc.
Developing Effective
Communications
Establish the Total Marketing
Communications budget
Affordable Method
Percentage-of-Sales Method
Competitive-Parity Method
19-25
Copyright 2003 Prentice-Hall, Inc.
Developing Effective
Communications
Objective-and-Task Method
Establish the market-share goal
Determine the percentage of the market that should be
reached by advertising
Determine the percentage of aware prospects that should
be persuaded to try the brand
Determine the number of advertising impressions per 1
percent trial rate
Determine the number of gross rating points that would
have to be purchased
Determine the necessary advertising budget on the basis of
the average cost of buying a gross rating point
19-26
Copyright 2003 Prentice-Hall, Inc.
Public presentation
Pervasiveness
Amplified expressiveness
Impersonality
Sales Promotion
Benefits:
Communication
Incentive
Invitation
Copyright 2003 Prentice-Hall, Inc.
19-27
High credibility
Ability to catch buyers off guard
Dramatization
Personal Selling
Distinctive qualities:
Personal confrontation
Cultivation
Response
19-28
Copyright 2003 Prentice-Hall, Inc.
Nonpublic
Customized
Up-to-date
Interactive
19-29
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19-31
Copyright 2003 Prentice-Hall, Inc.
Buyer-Readiness Stage
19-34
Copyright 2003 Prentice-Hall, Inc.
19-35
Copyright 2003 Prentice-Hall, Inc.
Deciding on the
Marketing
Communications Mix
Product Life-Cycle Stage
Measure the
Communications Result
19-36
Copyright 2003 Prentice-Hall, Inc.
19-37
Copyright 2003 Prentice-Hall, Inc.
19-39
Copyright 2003 Prentice-Hall, Inc.