Marketing communication: principles and practice

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Situation
analysis
Objectives
Evaluation
Strategies
Schedule
and budget
Tactics
Figure 16.2
Planning for marketing communication

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recruit top management support and participation, and train line managers
in the use of the planning system. The system should be tested on a limited
basis to demonstrate its effectiveness and to identify opportunities for
enhancement, and ensure that sufficient, timely data are available.
The resulting plan should be designed with both form and function in
mind (Figure 16.3).
Reasons for poor implementation include:
• isolated planning excludes key contributors to implementation or
judgement
• long-term and short-term objectives are in conflict
• resistance to change among key contributors
• inadequate resources are provided
• corporate capability is not taken into account
• changes in the trading environment are not detected in a timely fashion
• lack of commitment
These shortcomings can be addressed by ensuring that the management
system is marketing oriented, responsive and flexible (i.e. decisions and choices
are driven by stakeholder needs and not simply habitual or comfortable),
and fully committed to performance monitoring and evaluation. Further,
the planning and implementation of a marketing communication system
should not be seen as separate (i.e. implementers should also participate in
planning); they should be appreciative of the operation and performance of
the marketing system).
CORPORATE MEMORY AS A PLANNING AID
Nostalgia is just collective amnesia.
(Dominic Green)
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Unused
perfection
If only!
Rubbish
A pragmatic
approach
Low
High
Low
High
Sophistication
Detail
Elegance
Complexity
How workable?
How acceptable?
How implementable?