Lecture 2 1 marketing communications environment

Marketing Communications Environment Marketing Communications MSc Marketing Management (Lecture 2.1) Dr Elvira Bolat C113, Christchurch House, Talbot campus ebolat@bournemouth.ac.uk Marke&ng Communica&ons 2016, Faculty of Management, BU

Read more: Corsi, A. M., Rungie, C., & Casini, L., 2011. Is the polariza?on index a valid measure of loyalty for evalua?ng changes over ?me?. Journal of Product & Brand Management, 20(2), 111-­‐120.

Learning Outcomes • To understand the role of MC; • To differen?ate external/internal contexts in MC; • To assess the importance of the situa?onal analysis for a MC planning; • To apply stakeholders approach to MC; • To introduce the concept of IMC (Brief Overview)

What are the Internal Factors?

What are the External Factors?

Internal Factors • • • • •

MEN (Labour).

MONEY (Finances) MACHINERY (Equipment) MINUTES (Time) MATERIALS (Factors of Produc?on)

External Factors • Who are our customers?

• Who are our compe?tors?

• What is the cultural environment?

• What is the economic condi?on of the environment?

• What is the poli?cal and legal environment?

The MC Role in Organisa1ons • • • •

Defining organisa?onal rela?onships Rela?onships building and managing tool Relevance/Recep?vity Communica?on episodes

Receptivity

Message

Customer Context

Media Selec?on

Business Context

Context Relevance

Engagement – Key to MC Message • Informa?on nature – ra?onal/func?onal & emo?onal/expressive • Equilibrium • Appropriate applica?on of MC tools

Kent and Taylor (2002) • 5 features of dialogical orienta?on – Mutuality (stakeholder rela?onships) – Propinquity (temporary/spontaneity of organisa?on – stakeholder interac?ons) – Empathy – (support for stakeholder interests and their goals) – Risk (willingness to interact with others on their terms) – Commitment – (interprets, listens to and prac?ses dialogical communica?ons)

MC Transforma1on • Top-­‐down approach to communica?on: Awareness,

Knowledge, Liking, Preference, Convic?on, Purchase – AIDA (Aaen?on, Interest, Desire, Ac?on) • Engagement Model – One-­‐to-­‐one communica?on (i.e. direct mail) • Shib towards ‘Influence Model’ – CCAC (Convic?on, Crea?vity, Advocacy, Collabora?on)

hap://www.brandrepublic.com/ar?cle/year-­‐ ahead-­‐adver?sing-­‐millennials/1378366

Tac&cal

MC

MC – not a core competence; Outsourcing; Short/Medium-­‐ term ac?vity

Strategic Source: Butterfield, J., 1997. Strategy Development. In: Butterfield, L. ed. Excellence in Advertising, p. 87

DRIP • Differen?ate – dis?nc?veness of the product • Reinforce – to maintain brand values: remind about the values, strengthen experiences, reassure • Inform – to raise awareness, to make known the product/service/brand • Persuade – to mo?vate/convince buying &/or repea?ng the purchase

Situational Analysis: External Context Change, Dynamism, Uncertainty; Implica?ons for MC: Complexity of contemporary consumer behaviour (autonomy & unpredictability) (TRA): cause à effect = low predic?ve power

TRA – Theory of Reasoned Ac?ons

Capabili?es to change and be dynamic varies across size of the company, industry.

Source: Chaffey and Eliis-­‐Chadwick, 2012. Digital marke?ng.

Context -­‐ Analy1cal Tools

1. Compe??on (PESTEL, STEP/PEST, SWOT) 2. Product category (Perceptual mapping, posi?oning) 3. Industry power (PLC)-­‐ spending power (Porter’s Five Forces) 4. Customer profiling (cluster analysis, segmenta?on and brand preferences) 5. Firm internal assessment (SWOT)

Where do we begin?

TOWS/SWOT

Source: Weihrich, H., 1982. The TOWS matrix—A tool for situa?onal analysis. Long range planning, 15(2), p. 60

The Stakeholder Concept Jan (1996); Wheeler & Sillanpää (1997); Friedmann & Miles (2002)

Company Secondary

Primary Social Shareholders; Investors; Employees; Customers; Suppliers/Partners; Local Community

Inevitable Rela&on

Necessary Rela&ons

Non-­‐Social Future Genera?ons; Natural Environment

Desirable Rela&ons

Social: Government ; Compe?tors; Regula?on; Media; Trade Bodies and Unions; Universi?es and schools

Non-­‐Social Environmental Pressure Groups

Customer – Understanding Key Stakeholder Recipient of the Message B2C vs. B2B Holis?c approach to the customer is cri?cal Message distribu?on strategies: pull, push and profile • The concept of IMC [Integrated Marke?ng Communica?on] • • • •

Integrated Marke1ng Communica1on: Holis1c Approach

Source: Boris, C., 2011. Coca-Cola VP talks about the keys to social media success. Marketing Pilgrim, 8th April.

Internal MC

Watch at hap://www.bbc.co.uk/iplayer/episode/ b04xngtp/billionaires-­‐paradise-­‐inside-­‐ necker-­‐island

Watch at hap://www.bbc.co.uk/iplayer/episode/b050glpb/bangkok-­‐airport-­‐1-­‐the-­‐airport-­‐of-­‐smiles

Internal MC • Employees = Internal customers (Berry 1981) • Market orienta?on directs the structuring of business opera?ons and processes; • Internal customer-­‐supply chain • Organisa?onal culture and behaviour

Further Reading • Corsi, A. M., Rungie, C., & Casini, L., 2011. Is the polariza?on index a valid measure of loyalty for evalua?ng changes over ?me?. Journal of Product & Brand Management, 20(2), 111-­‐120.

• Dean, D., Arroyo-­‐Gamez, R. E., Punjaisri, K., & Pich, C., 2016.

Internal brand co-­‐crea?on: The experien?al brand meaning cycle in higher educa?on. Journal of Business Research.

• Kaurav, R. P. S., Prakash, M., Chowdhary, N., & Verma, J. P., 2015.

Does Internal Marke?ng Influences Organiza?onal Commitment?

Empirical Evidences from Hotels in Gwalior. Current Issues of Tourism Research, 4(2), 19-­‐26.

• Ots, M., & Nyilasy, G., 2015. Integrated Marke?ng Communica?ons (IMC): Why Does It Fail?. Journal of AdverFsing Research, 55(2), 132-­‐145.

• Turban, E., Strauss, J., & Lai, L., 2016. Marke?ng Communica?ons in Social Media. In Social Commerce (pp. 75-­‐98). Springer Interna?onal Publishing.