to seek out certain products, thus pulling them through the distribution
channels. Messages are delivered to consumers and buyers to encourage them
to request products from intermediaries. Push-through communication is
directly with intermediaries and intended to encourage and support resellers
to make certain products available to customers, and thus to make resales.
Most marketers will combine these strategies
for effective influence on
customers and impact on market position.
See Table 15.1 and Box 15.2.
THE TWO-PART STRATEGY
The marketing communication strategy deals with much more than what is
said and to whom. It ensures that coherent systems are developed to:
• identify consumer/buyer segments
based on behaviour and needs
• offer a competitive benefit relevant to the specific and particular buying
incentive
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
295
Table 15.1
Push-and-pull techniques for offer creation and offer-making
Technique
Generate
Represent
Push
Sampling
Trade
advertising
Survey
Sales team
Focus group
POS materials
Exhibition
Pull
Concept
testing
Press/TV advertising
Sampling
Direct mail
Survey
Sales
promotion
BOX 15.2
PULLING THE CHIP INSIDE
In 1991, Intel, the world’s largest computer chip manufacturer lost a court case that
opened up the personal computer (PC) microprocessor market to low-cost competition.
Marketing managers realized that they had to encourage PC buyers that the most
important factor in their choice was not the brand of PC they bought, but the chip inside
it. The campaign cost something like $100m in the first two years.
By branding the component parts, Intel was attempting to differentiate their product
and the PC from commodity products bought mainly on price.
Intel thus sought to exert a ‘pull’ on manufacturers of PCs to use Intel chips by
persuading consumers to buy a PC with an Intel chip inside. In 1994 more than 1,000
manufacturers used Intel chips and received cooperative funding from Intel for co-
brand advertising.
• understand how the consumer/buyer
positions your brand
• establish a unique, unified brand personality that helps the consumer/buyer
to define and distinguish your brand from competing offers
• create real and appreciated reasons why the consumer/buyer should believe
the
brand promise
• identify key points of interaction where relating and communicating can
arise
• establish criteria for the performance of the strategy and accountability
• determine requirements for continuing knowledge update and enhance-
ment
The strategy also details where and how to interact constructively with the
various people who can affect the ultimate sale of the product. Thus detailed
decisions are made about how much, what and when various (communi-
cating) media or ‘marketing assets’ are to be deployed:
One organizational effect of such an integrated marketing strategy is the
rethinking of departmental divisions in the provider value-creating system.
If customer needs are the focus of the provider, then the way that business
is conducted must be integrated for responsive and responsible generation,
production, and representation. Putting out cleverly crafted selling messages
simply isn’t enough!
Boxes 15.3 and 15.4 both take a look at how information/product is offered
to us.
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