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.