Marketing communication: principles and practice


S T R U C T U R E O F T H E B O O K



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73 Marketing communication principles and practice Richard J Varey

S T R U C T U R E O F T H E B O O K
xxi


attempting to link products with satisfactions. We do this in order to
understand better how and why advertising form and use are changing.
Now we begin to construct a management framework, by recognizing the
role of strategy-making and communication objective-setting. We distinguish,
in chapter fifteen, marketing objectives, marketing communication objectives,
and communication objectives. It is necessary, it is argued, to broaden our
thinking as managers beyond promotional intentions, to consider objectives
for total communication systems.
In chapter sixteen we conceptualize marketing communication planning
in terms of the appreciative system introduced earlier, to consider planning
in relation to the overall marketing communication system and communi-
cation programme requirements for marketing performance. This helps to
structure our thinking about planning around a simple, coherent planning
framework that is based on evaluation and control as essential management
functions.
Having established the nature of the task of communicating for marketing
purposes, we then anticipate the nature of the job of the marketing
communication manager in terms of role and responsibilities within the
management system as communication catalyst, interpreter, mediator, 
and communicator. We consider, in chapter seventeen, the need for, and
obligations of, the responsible and responsive communicator (i.e. the ethics
of communicating).
Finally, we look at how the marketing communication environment is
changing in order to appreciate how marketing communication practices
are developing. In chapter eighteen we locate marketing communication
strategically within the corporate communication managing system.
Case studies and provocative comments and queries are provided
throughout the text to focus thinking on contemporary practices and the
underlying ‘working’ theories that support or divert (even subvert) the
management of marketing communication as a social process.

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