Marketing communication: principles and practice

C O M M U N I C A T I O N S T R A T E G I E S A N D O B J E C T I V E S
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Where are we now?
Strategic and marketing analysis
⇓
Where do we want to be?
Strategic direction and strategy formulation
⇓
How might we get there?
Strategic identification of options
⇓
Which way is best?
Strategic evaluation & selection of tactics
⇓
How can we ensure arrival?
Strategic implementation and control
Figure 15.2
A systematic process for planning, implementation, and
control
Source
: Based on Wilson 
et al
., 1992

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The task, then, argue Schultz 
et al
. (1993), is to avoid the mixed-up, mass-
directed, incompatible communication from a multitude of sources that
confuses, bores, and scares away consumers, buyers, and customers.
When efforts to communicate are directed towards the accomplish-
ment of marketing objectives, the process is termed a campaign. The
marketing communication campaign may have one or several objectives, such
as to:
• create awareness of the company and its products
• inform and educate consumers and buyers
• encourage a preference for the company’s products over those of
competing providers (a brand specifies the product and the provider)
• encourage product trial among potential new customers
• boost sales in the short term by stimulating action
• reassure customers and reinforce their particular desirable buying
behaviour
• generate information from customers
• create sales leads
The campaign may be short term and tactical or long term and strategic.
Communicating with customers has two primary purposes in managing
marketing.
1 Deciding on the offer (promise)
: We are clear now that the marketing
process strictly does not begin with promotion. Consumers and buyers
may be asked directly about their needs, interests, wants, satisfactions
and disappointments. Their buying behaviour may be monitored so as to
lead to modifications to offerings. The voice of the customer is brought
into the product development process, perhaps through a designated
manager who is responsible for bringing market and marketing information
to the R&D team. In such an integrated system, new product and
enhancement and termination decisions will be made with core capabilities
and limitations, and customer views, taken into consideration.