Advertising is a form of communication intended to

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Advertising is a form of communication intended to persuade an audience (viewers, readers or

Advertising is a form of communication intended to persuade an audience (viewers, readers or listeners) to take some action. "Advertising is any paid form of non-personal presentation and promotion of ideas, goods and services through mass media such as newspapers, magazines, television or radio by an identified sponsor". "The means of providing the most persuasive possible selling message to the right prospects at the lowest possible cost". (The Institute of Practitioners in Advertising (IPA))

STRATEGY • PUSH STRATEGIES • PULL STRATEGIES • PROFILE STRATEGIES

STRATEGY • PUSH STRATEGIES • PULL STRATEGIES • PROFILE STRATEGIES

PULL STRATEGY

PULL STRATEGY

PUSH STRATEGY

PUSH STRATEGY

DIRECTION OF COMMUNICATION IN A PROFILE STRATEGY

DIRECTION OF COMMUNICATION IN A PROFILE STRATEGY

MARKETING COMMUNICATIONS STRATEGIC ECLIPSE

MARKETING COMMUNICATIONS STRATEGIC ECLIPSE

RABOSTIC MODEL OBJECTIVES • WHAT ARE WE TRYING TO ACHIEVE? IF WE DON’T KNOW

RABOSTIC MODEL OBJECTIVES • WHAT ARE WE TRYING TO ACHIEVE? IF WE DON’T KNOW WHAT WE ARE TRYING TO ACHIEVE HOW DO WE KNOW IF WE ACHIEVE IT? • AN OBJECTIVE IS ‘THE GOAL OR AIM OR END RESULT THAT ONE IS SEEKING TO ACHIEVE’ – BUTTERFIELD (1997)

OBJECTIVES (2) • CORPORATE OBJECTIVES DESCRIBE THE OBJECTIVES OF THE WHOLE ORGANISATION • THEY

OBJECTIVES (2) • CORPORATE OBJECTIVES DESCRIBE THE OBJECTIVES OF THE WHOLE ORGANISATION • THEY WILL BE SUPPORTED WITH A NUMBER OF OTHER OBJECTIVES (FINANCIAL, MARKETING, HR) WHICH SHOULD INTEGRATE TO ACHIEVE THE CORPORATE OBJECTIVE

OBJECTIVES (3) • MARCOMS OBJECTIVES MAY FOCUS ON SALES OR AFFECTING THE MIND OF

OBJECTIVES (3) • MARCOMS OBJECTIVES MAY FOCUS ON SALES OR AFFECTING THE MIND OF THE TARGET AUDIENCE. • MODELS SUCH AS AIDA MIGHT BE USED TO RELATE TO OBJECTIVES

OBJECTIVES (4) • OBJECTIVES SHOULD BE SMARRTT – SPECIFIC – MEASURABLE – ACHIEVABLE –

OBJECTIVES (4) • OBJECTIVES SHOULD BE SMARRTT – SPECIFIC – MEASURABLE – ACHIEVABLE – REALISTIC – RELEVANT – TARGETTED – TIMED

Above the line promotion • Media ads

Above the line promotion • Media ads

TYPES OF BELOW THE LINE PROMOTION • • SALES PROMOTION PUBLIC RELATIONS SPONSORSHIP DIRECT

TYPES OF BELOW THE LINE PROMOTION • • SALES PROMOTION PUBLIC RELATIONS SPONSORSHIP DIRECT MARKETING PERSONAL SELLING EXHIBITIONS PACKAGING AND PRODUCT PLACEMENT

TO STANDARDISE OR LOCALISE? • THOSE WHO FAVOUR STANDARDISATION ARGUE THAT CONSUMERS EVERYWHERE HAVE

TO STANDARDISE OR LOCALISE? • THOSE WHO FAVOUR STANDARDISATION ARGUE THAT CONSUMERS EVERYWHERE HAVE THE SAME BASIC NEEDS AND CAN THEREFORE BE PERSUADED BY UNIVERSAL APPEALS.

STANDARDISATION STRATEGY • THE USE OF SIMILAR OR IDENTICAL MARKETING COMMUNICATIONS ACROSS COUNTRIES

STANDARDISATION STRATEGY • THE USE OF SIMILAR OR IDENTICAL MARKETING COMMUNICATIONS ACROSS COUNTRIES

WHEN IS STANDARDISATION APPROPRIATE? • BRANDS THAT CAN BE ADAPTED FOR A VISUAL APPEAL

WHEN IS STANDARDISATION APPROPRIATE? • BRANDS THAT CAN BE ADAPTED FOR A VISUAL APPEAL • BRANDS THAT CAN BE PROMOTED WITH UNIVERSAL APPEALS • HIGH TECH NEW PRODUCTS WITH NO CULTURAL HERITAGE • PRODUCTS WITH A NATIONALISTIC FLAVOUR (IF THE COUNTRY HAS A REPUTATION IN THAT AREA)

 • PRODUCTS THAT APPEAL TO A MARKET SEGMENT WITH UNIVERSALLY SIMILAR TASTES, INTERESTS,

• PRODUCTS THAT APPEAL TO A MARKET SEGMENT WITH UNIVERSALLY SIMILAR TASTES, INTERESTS, NEEDS AND VALUES

BENEFITS OF STANDARDISATION • COST REDUCTION OR GREATER EFFICIENCY IN PLANNING AND CONTROL. •

BENEFITS OF STANDARDISATION • COST REDUCTION OR GREATER EFFICIENCY IN PLANNING AND CONTROL. • BUILDING INTERNATIONAL BRAND IMAGE • SIMPLIFICATION OF COORDINATION AND CONTROL • EXPLOITATION OF NEW IDEAS

STRATEGIC RESPONSES TO STANDARDISATION • CENTRIPETAL FORCES – INTERNAL ORGANISATIONAL FORCES PULLING AN ORGANISATION

STRATEGIC RESPONSES TO STANDARDISATION • CENTRIPETAL FORCES – INTERNAL ORGANISATIONAL FORCES PULLING AN ORGANISATION TO STANDARDISE MARKETING PROGRAMMES • CENTRIFUGAL FORCES – COUNTRY LEVEL FORCES EXTERNAL TO AN ORGANISATION PUSHING IT TO ADAPT MARKETING PROGRAMMES

POSSIBLE STRATEGIES PRODUCT COMMUNICATION STRATEGY STANDARDISE LOCALISED STANDARDISE PRODUCT SAME PRODUCT USE CURRENT COMMUNICATION

POSSIBLE STRATEGIES PRODUCT COMMUNICATION STRATEGY STANDARDISE LOCALISED STANDARDISE PRODUCT SAME PRODUCT USE CURRENT COMMUNICATION STRATEGY SAME PRODUCT ADAPT COMMUNICATION LOCALISED PRODUCT ADAPT PRODUCT USE CURRENT COMMUNICATION STRATEGY TOTAL ADAPTATION PRODUCT AND COMMUNICATION

 • STANDARDISED GLOBAL MARKETING COMMUNICATIONS MAY BE IMPLEMENTED FOR THE WRONG REASONS: •

• STANDARDISED GLOBAL MARKETING COMMUNICATIONS MAY BE IMPLEMENTED FOR THE WRONG REASONS: • SHORT TERM PRESSURE ON BUDGETS • TIMING PRESSURES

FACTORS PREVENTING STANDARDISATION • WILKINS (2002) SUGGESTED: • MARKET DIFFERENCES – ECONOMIC FACTORS –

FACTORS PREVENTING STANDARDISATION • WILKINS (2002) SUGGESTED: • MARKET DIFFERENCES – ECONOMIC FACTORS – MEDIA ENVIRONMENT – ADVERTISING REGULATIONS/RESTRICTIONS

 • CONSUMER DIFFERENCES – CULTURAL DIFFERENCES – COMMUNICATION SYNTAX – EXPERIENCE OF THE

• CONSUMER DIFFERENCES – CULTURAL DIFFERENCES – COMMUNICATION SYNTAX – EXPERIENCE OF THE BRAND

ADAPTATION STRATEGY • MARKETING COMMUNICATIONS MESSAGES AND MEDIA THAT ARE CHANGED FROM COUNTRY TO

ADAPTATION STRATEGY • MARKETING COMMUNICATIONS MESSAGES AND MEDIA THAT ARE CHANGED FROM COUNTRY TO BETTER SUIT THE PARTICULAR REQUIREMENTS OF INDIVIDUAL MARKETS

LOCALISATION/ADAPTATION • PROPONENTS OF THIS VIEW ASSERT THAT CONSUMERS DIFFER FROM COUNTRY TO COUNTRY

LOCALISATION/ADAPTATION • PROPONENTS OF THIS VIEW ASSERT THAT CONSUMERS DIFFER FROM COUNTRY TO COUNTRY AND MUST THEREFORE BE APPROACHED DIFFERENTLY.

THE THIRD WAY • MANY ORGANISATIONS ARE MAINTAINING A HIGH PROFILE GLOBAL BRAND IMAGE

THE THIRD WAY • MANY ORGANISATIONS ARE MAINTAINING A HIGH PROFILE GLOBAL BRAND IMAGE WHILST USING MORE LOCALISED MESSAGES TO SPEAK DIRECTLY TO COMMUNITIES

Figure 7. 3 The briefing process. © Pearson Education Limited, 1999

Figure 7. 3 The briefing process. © Pearson Education Limited, 1999