Marketing communication: principles and practice


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73 Marketing communication principles and practice Richard J Varey

P L A N N I N G T H E S Y S T E M
313
Table 16.1
Roles of stakeholders in the marketing system
Role
Significance to planners (managers)
As market
People are potential customers (even those who have 
bought previously may not do so again) for both the 
medium and the message (e.g. the advertised 
product, or information), empowered by choice
As dialogue partners
A more dynamic, interaction process among active
contributive people, that aims for understanding, 
negotiation, and problem-solving, rather than 
informing 
As clients
People are beneficiaries of communicating, with their 
interests given precedence over those of the planner
and influencers of the communication system 
operation and content 
As communicators
People are active in finding ways to have their voice 
heard and as mediators


responsible that the strategic role of communication activities (means/mode)
is examined and judged prior to the tactical selection of media.
The analysis should focus on the impact of communicating in particular
modes, using particular means (methods and tools), and in particular styles,
at the points of interaction. In measuring results of communication activi-
ties, the total communication system has to be considered, i.e. the linear
hierarchy of communication effects – awareness, attitude change, behavioural
change – does not always occur (Ray, 1973).
The measurement of performance requires examination of both efficiency
and effectiveness (Figure 16.6).
Efficiency measures examine the cost of communication efforts (in financial
and other terms), while effectiveness measures examine the extent to which
intended effects are accomplished (see Figure 16.7). 
Imagine you are one of a party of tourists that is lost in a forest. As a
tactician, you will choose a direction and march in search of escape. The
strategist will, on the other hand, climb a tree so as to determine the best
direction to walk.
In practice, evaluation is not as common as the logic would suggest it should
be. Reasons for the absence of the evaluation element of the communication
management system are:

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