Chapter 5

  • Created by: Abbi
  • Created on: 16-03-18 13:55
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  • Marcoms: Strategies and planning
    • Introduction: strategic perspective involves key decisions about the overall direction of the programme and target audiences, the fit with market and corporate strategy, the  key message and desired positioning the brand occupies in the market, plus resources necessary to accomplish the goals.
      • Communication strategy has two forms: simultaneous or serial. Where simultaneous flows occur, messages are received by all participants at the same time, e.g. email, seminars. Serial flows involve transmission of messages to preselected number of people, who then transmit the message to lower levels within the network.
    • Understandingstrategy: There are three main levels of organisational strategy: corporate, competitive and functional.
      • Corporate: it is directional and  sets out the broad obstacles that the brand will need to realise their objectives.
      • Competitive: set out the way the organisation will compete and use resources, providing clear messages on how it will manage it's environment.
      • Functional objectives, e.g. marketing, should be integrated so they contribute to the overall goals.
    • 1) Strategy Approach: positioning: Involves market segmentation,target market selection and positioning. its important because not everyone wants your product.
      • Positioning involves managing the way the brands are perceived by the audience.
    • 2) Strategy approach: audience: there are various audiences to communicate with e.g. consumers or stakeholders so messages need to be tailed to these groups.
      • There are 3 audience faced Marcoms strategy: pull strategy (influence end user customers), push (influence marketing or trade buyers) and profile strategies (influence wide range of stakeholders, no reference to specific products)
        • Pull strategy: stimulate an action within consumers
        • Push strategy: used to influence, trade, channel organisations and encourage them to take stock.
        • Profile strategy: focuses on the organisations communications during the development process of gaining a stakeholder relationship, corporate image or reputation.
    • 3) Strategic approach platform: there should be an agreed cor theme or platform to fit with the messages.
      • Creative platform, based on big advertising which enabled audiences to recognise the idea across different media. e.g competitions, twitter and Facebook. (same look and feel)
        • Brand concept platform, can be communicated through various creative expressions. use tangible campaigns to identify specific occasion or for tightly defined target audience, or a specific point of market entry. intangible campaigns which are developed from emotional concepts will allow them a high degree of creative inconsistency.
          • platform aims to integrate a brand into peoples lives to make it relevant to them.
    • 4) Strategy concept: configuration: looks at the structural aspect associated with a messages design. seeks to maximise effectiveness of communication by matching the goals with an audiences needs.
      • 4) Frequency: looks at the frequency of contact between the brand and audience.needs to have a balance
      • 4) Next direction: looks at the movement of communication and where the message is travelling. messages can be uni-directional (one focus) or bi-directional (2 focuses)
      • 4) Modality: looks at the method used to transmit the info. it can be formal or informal, planned or spontaneous
      • 4) content: looks at what is actually said. there are direct strategies which aim to change behaviour by specific request. or indirect strategies that  aim to change another persons beliefs and attitudes about intended behaviour. all depends on level of relationship.
      • 4) exchange relationship: collaborative exchanges which are long term and high interdependence. Market exchanges which are short term and low interdependence.
      • 4) Climate: this refers to the degree of mutual supportiveness between the participants. looks at the trust and goal compatibility.
      • 4) Power:  can be symmetrical ( power balance between members) or asymmetrical (power imbalance). collaborative communication strategy includes high frequency bi- directional flows, informal modes and indirect content. whereas autonomous strategy includes low frequency, uni-directional communication, formal modes and direct content. Communications must be catered to the nature of the channel and goal.
    • Planning MarComms: MarComm plans help to minimise errors and provide effectiveness.Elements to consider include: the goals, the resources, the communication tools used and measures of control and evaluation. Planning frameworks bring together the elements. However, unforeseen events can still disrupt the MarComms plan.
    • The MarComms Planning Framework: need to decide - who is receiving the messages, what's the goal, what the message says, how they'll be delivered, what actions receivers should take, the image of the organisation, how much it will cost, how to control it and what was achieved.
      • Need to be aware of when to communicate with multiple audiences through multiple messages. The aim is to create messages which presents the company's offerings and encourage the consumer.
      • The planning framework shows the decisions they need to make through the process. The plan will show the key elements, the linkages and the integrated approach. However, the fail to bring strategy into the development of the promotional mix.
      • The alternative SOSTAC model could lose focus on the situation analysis phase, and doesn't give sufficient emphasis on the need to understand the target audience.
    • Elements of the plan: context analysis, communication objectives marketing communication strategy, coordinated communication mix, resources, scheduling and implementation, evaluation and control, feedback.
      • Context analysis: aim is to understand the key market and communication drivers that may influence a brand, whether that be positive or negative. Presents information about what the promotion plan needs to achieve, information and research on audience, the media and people they use for information about offerings, in addition to external factors. Marketing plan highlights this information.
      • Communication objectives: provides a balance and takes away sole focus on sales. Also indicate positioning issues and highlight balance of promotional mix and provide time parameters for campaigns . In addition, provides how MarComms will be evaluated.
        • refer to the mission and the business area the business thinks it should be in.
        • Marketing objectives: refer to sales related objectives such as market share, sales revenue etc and are derived from the marketing plan.
        • Marcoms objectives: looks at where the brand is and where it wants to be in the future which is presented as awareness levels, perception and overall degree of preference for the brand. Type of communication goal depends on the tasks. these should always be SMART.
      • Marcoms strategy: customer oriented, and depends on target audience e.g. customer or distributer. must always be geared to the needs of the audience. Push, pull or profile strategies will be identified throughout process. DRIP tasks will also be highlighted.
      • Coordinated communication mix: looks at the form and style of the key message and the chance to try new ideas. need to consider the communication mixes for consumer strategy, trade strategy and wider array of stakeholder. tools and media that have been chosen should be clearly stated, the main aim is to provide message consistency and measure integration.
      • Resources: referes to the resources necessary, to support the plan and takes into account financial issues and quality of available marketing expertise to achieve the goal. project management software help to support this part of the plan. Actual costs should be assigned and watched.
      • Scheduling and implementation: messages should be scheduled according to the goals.
        • Evaluation and control: involves no Marcoms, but multiple methods to evaluate the performance. most important thing to consider is wether the communication objectives have been met.
          • Feedback: not only should overall outcome be considered but so should individual aspects of the activity. it provides info for context analysis that anchors the next campaign. enables organisations to learn from previous campaign and point out anything that was neglected or overlooked.

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