Chapter II.

Planning for
Integrated
Marketing
communication
1
 Strategic Planning in Marketing

 Effective promotion is based on astute

marketing, which includes a system of
information gathering and a
comprehensive marketing plan that is
implementable, profitable, and
controllable.
 It involves strategic planning, which is
defined as “the managerial process of
developing and maintaining a
strategic fit between the organization
and its changing marketing
opportunities.”
2  The strategic plan provides direction for the
 The Marketing Plan
 The marketing organization is governed by the
marketing plan. It is just one part of the strategic
plan.
 It is the most important part of the strategic plan
for promotion managers
 It links the overall strategic plan with specific
marketing programs, including promotion.
 A marketing strategy represents the broad
principles by which the business unit expects
to achieve its marketing objectives in the
target market.
 It consists of basic decisions on total marketing
expenditure, marketing mix and marketing
allocation.
3
The specific steps in the marketing
plan include the following:
a. Select marketing objectives
b. Use marketing intelligence
c. Identify market opportunities
d. Select target markets
e. Develop marketing strategies
f. Design action plans
g. Execute plans
h. Measure results, and
i. Take corrective action
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 The Promotional Planning Process

Promotional planning is the process by

which one establishes a series of major
decisions relating to audiences, budgets,
objectives, strategy and tactics.
As with all plans, the marketing
communications plan is inevitably hierarchy.
 For example, the objectives first detail where
the organization intends to go, the strategy
outlines how the organization intends to get
there and finally, the tactics present the precise
route to be taken.
Numerous planning formats have been
developed by academics and practitioners
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providing varying levels of detail (see the
 J. Walter
Smith et Thompson
al. advertisin
All plans Cooper SOSTAC g agency RABOSTIC Typical response
Develop a situational analysis
 Where Understand the market and its
Situational are we? Research and influencers
Situation Familiarize

analysis Why are analysis Understand competitors
we here? Identify problems
Identify opportunities
Determine who should be
Who are we Audience(s)
Targets targeted for marketing
talking to? identification
communications
Budgets and Decide how much resource is
Resources
allocations needed
What are  Where
Objectives we trying Objectives could we Objectives Set what needs to be achieved
to achieve? be?
 How
How do we Develop message, media and
could we
Strategy expect to Strategy Strategy marketing communications
get
achieve it? strategy
there?
Develop message, media and
marketing communications
Tactics Tactics Tactics tactics
Schedule activities including
6 plans to evaluate progress
Implementa Implementati
Action Put the plan(s) into action
 The Marketing Communication Plan
The process of planning has been
outlined above.
Understanding the elements
within the process is necessary in
order to write your own plans.
As an example, the following
table details a complete outline of
a plan and the following sections
provide an overview
7
 An Outline Plan
1. Executive 5. Marketing ii. Sales
summary Communication promotion
2. Situation analysis Strategy strategy
i. Company i. Advertising iii. Public
analysis strategy relations
ii. Competitor a) Creative
strategy
analysis Strategy and
iv. Direct
iii. Consumer Execution
 Objectives marketing
analysis
 Strategy strategy
iv. Market
 Tactics or v. Other (such
analysis
Executions (in as Event
v. Product appendix) marketing)
analysis b) Media 6. Campaign
vi. Problems and Strategy Evaluation
opportunities  Objectives
7. Budget
3. Target Market  Strategy
 Tactics or Vehicles
8. Appendices
Profile
8
4. Objectives  Cost Estimates

Situation Analysis: Research – ‘Where
are We Now?’
 The starting point of a plan is an
analysis of where the company/brand
is now.
 This analysis of background
information is the research foundation
that provides the basis for identifying
the audience, budgets, objectives,
strategy and tactics.
 The planner needs to have a thorough
understanding of market economics,
9 competitor activities, the consumers’
 The Situation Analysis
Structure Example Content
 What are the company’s sales and profits?
 What is the company’s mission and objectives in general and for its various
Organizatio products and services?
nal Analysis  What financial, technological and managerial resources are available?
 What have been the results of previous campaigns? How effective have they
been and why?
 Who are direct and indirect competitors of the brand?
 What resources do they have?
Competitor  What are the real and perceived distinctions between brands?
Analysis  What have been the competitors’ marketing communications in the past?
What impact have they had?
 What do we expect our competitors to do in the future?
 Who are the customers and consumers? What are our customer profiles?
 What motivates them to buy and consume? What are their buying and use
Consumer habits? How do they respond to our/our competitors’ offerings? What are
Analysis their buying and consumption patterns?
 What do they look for in the brand? What are their brand perceptions (brand
maps)?
 What is the sales distribution pattern?
 What geographic areas warrant specific attention?
 What population segment(s) are most likely to respond to the company?
Market
 What are the market opportunities?
Analysis  What significant changes are taking place with regard to political,
regulatory, economic, social and technological forces?

 Does the product have the ability to give consumers what they want?
 Does the product’s total offering promise to deliver or address what
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Product consumers want?
Analysis  Does the delivery of the product match consumers’ expectations?
 Determine Marketing Communications
Targets: Audiences – ‘Who are We Talking
To?’
Choosing who should be targeted for marketing
communications is an early and absolutely vital step
in the planning process.
 It is self-evident that customers or potential
customers should be a focus of attention but,
sometimes, this blinds us to the fact that very many
more audiences may need to be selected.
Many groups such as the media, friends, colleagues,
opinion leaders may be strong influencers in
purchase decisions and it may be wise for any
marketing communications plan to attempt to
favorably influence the influencers.
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 Setting Budget Allocations, Making
Resources Available: Budgets – ‘What
Resources do We Need?’
 Although identified as the third stage in the RABOSTIC Planning Model,
budget setting can occur at various stages.
 Some companies may specify a budget that the objectives, strategies and
tactics have to be tailored to fit.
 Other companies may permit flexibility in the budget according to what
objectives are set.
 As well as the total financial budget, specific budgets need to be
allocated to the various elements of a campaign and this can only
satisfactorily be done after the objectives and strategies have been
determined.
 But budget setting has implications beyond the financial and extends
into the broader consideration of resource allocation. Smith et al. have
usefully summarized the relevant issues as the 3Ms, that is:
1. Men (men and women required to carry out the marketing
communications tasks)
2. Money (budgets) and
3. Minutes (time-scale)
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 Objective Setting: Objectives – ‘What are
We Trying to Achieve?’
An objective is ‘the goal or aim or end
result that one is seeking to achieve’.
Objectives are necessary for planning
operations at all levels of the business.
 There may be corporate objectives,
financial objectives, marketing objectives,
and broad marketing communications
objectives as well as objectives for each
element of the marketing communications
mix.
 Objectives are hierarchically related with
13 corporate objectives at the ‘top’, but they
  Integrated marketing communications objectives
are statements of what various aspects of the IMC
program will accomplish
 Most of the information obtained through situational
analysis can offer guidance in translating marketing
objectives into IMC objectives:
 The market segments the firm wants to target and the
target audience (demographics, psychographics, and
purchase motives).
 The product and its main features, advantages, benefits,
uses, and applications.
 The company’s and competitors’ brands (sales and market
share in various segments, positioning, competitive
strategies, promotional expenditures, creative and media
strategies, and tactics).
 Ideas on how the brand should be positioned and specific
behavioral responses being sought (trial, repurchase,
brand switching, and increased usage).

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 Sales Vs Communications Objectives
Many promotional planners approach promotion
from a communications perspective and believe
the objective of advertising and other
promotional mix elements is usually to
communicate information or a selling message
about a product or service.
Other managers argue that sales or some
related measure, such as market share, is the
only meaningful goal for advertising and
promotion and should be the basis for setting
objectives.

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 Sales Objectives
Example: Increasing sales/market share by
a certain percent
Problems with sales objectives:
Communication is just one factor among
many that affect sales including product
design or quality, packaging, distribution, or
pricing
The effects of advertising and promotion
often occur over an extended period
Sales objectives offer little guidance to those
responsible for planning and developing the
promotional program. The creative and
16 media people working on the account need
Sales objectives should be used
when:
1. Using certain types of promotional
tools such as sales promotion, direct
response advertising and retail
advertising that attempt to induce
an immediate behavioral
response from the prospective
customer.
2. Advertising plays a dominant role in a
firm’s marketing program and other
17 factors are relatively stable. For
 Communication Objectives
Examples: Creating brand knowledge and
interest, favorable attitudes and image,
and purchase intentions.
Consumers are not expected to respond
immediately; rather, advertisers realize
they must provide relevant information and
create favorable predispositions toward the
brand before purchase behavior will occur.
Objectives are set using the hierarchy of
effects model as shown in the following
diagram

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 Example of types of
Related behavioral Movement promotion or advertising
dimensions Toward relevant to various steps
purchase
Conative Purchase Point-of-purchase
The realm of motives. Retail store ads
Ads stimulate or direct Deals
desires. Conviction “Last-chance” offers
Price appeals
Testimonials

Affective Preference Competitive ads

Argumentative copy
The realm of emotions.
Ads change attitudes “Image” copy
Liking
and feelings Status, glamour appeals

Announcements
Cognitive Knowledge
Descriptive copy
The realm of thoughts. Classified ads
Ads provide information Slogans, Jingles
and facts.
Awareness Teaser campaigns
19 Effect of advertising on consumers: movement from
awareness to action
 Setting Objectives
Using the
Communications 5%
effects Repurchase/
pyramid regular use

20% Trial

25% Preference

40% Liking

70% Knowledge / comprehension

90%
Awareness

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 Setting objectives using the communications effects pyramid

Product: Backstage Shampoo

Time period: Six months
 Objective 1: Create awareness among 90 percent of target
audience. Use repetitive advertising in newspapers, magazines, TV
and radio programs. Simple message.
 Objective 2: Create interest in the brand among 70 percent of
target audience. Communicate information about the features and
benefits of the brand—i.e., that it contains no soap and improves the
texture of the hair. Use more copy in ads to convey benefits.
 Objective 3: Create positive feelings about the brand among 40
percent and preference among 25 percent of the target
audience. Create favorable attitudes by conveying information,
promotions, sampling, etc. Refer consumer to website for more
information, beauty tips, etc.
 Objective 4: Obtain trial among 20 percent of the target
audience. Use sampling and cents-off coupons along with
advertising and promotions. Offer coupons through website.
 Objective 5: Develop and maintain regular use of Backstage
21 Shampoo among 5 percent of the target audience. Use
continued-reinforcement advertising, fewer coupons and promotions.
  Problems with
communications objectives:
1. It is difficult to convert sales
objectives into appropriate
communications objectives
2. Promotional planners often are
not sure what constitutes
adequate levels of awareness,
knowledge, liking, preference, or
conviction.
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 It is argued that objectives should be SMARRTT:
specific, measurable, achievable, realistic,
relevant, targeted and timed (see next table)
because of the benefits this creates.
 SMARRTT objectives ensure a planner has clear
and precise goals to build the strategy and
against which to evaluate the campaign.
 In practice, there are many examples where
objectives ‘fail’ the SMARRTT test as they are
frequently ambiguous and badly worded. There
may be many reasons for this, some of which may
be justified.
 But as a rule of thumb, it is wise to try to make
objectives as SMARRTT as possible unless there is
a good reason not to.
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 SMARRTT Objectives
Objecti Why?
ves
Specific Objectives should be clear, precise and directional about
what is to be achieved
Measura Objectives should possess a quantified measurement
ble statement (e.g. a percentage or absolute amount to be
achieved) to enable precise evaluation of the campaign
Achievab Objectives should be capable of being reached, in that the
le company/department/ suppliers have the resources to
achieve the objectives set
Realistic Objectives set should be realistic. For example, large brand
adoption percentages of a new product in short time-scales
are unrealistic. Unrealistic objectives are demoralizing when
the goals are not met and are subject to poor evaluation
Relevant Objectives should be appropriate for the task at hand. Once
a problem or task is identified, the specific objectives should
address that problem
Targeted All objectives should be related to the target audience(s)
24 that is to be reached. If there is more than one target
 Subaru Outback Objective Setting
Target Market: Male, 35–55, married, household income
$55,000+, active lifestyle
Positioning: Carlike qualities without sacrificing SUV qualities
Objectives: Convince SUV buyers to consider the Outback rather
than SUV under consideration; generate high awareness,
generate high numbers of showroom visits, avoid discounts,
generate high sales volume, attract at least 50% of sales from
those intending to buy Ford, Chevy, or Jeep
Budget: $17 million
Media: Advertising:
 TV: Prime-time programs, local news and sports
 Cable TV: National Geographic Explorer, Discovery, Learning Channel
 Print: Backpacker, Outside, National Geographic, Smithsonian
 Support Media: Outdoor and POP
Public Relations: Press kits and PR campaign
Direct Marketing: Prospective buyers; dealers
Results: Recall increased from 33 to 38% in first 60 days; 50% by
25
completion of campaign, dealer traffic increased by 15 to 20%, Sales
 The San Diego Zoo sets objectives for various promotional elements

Advertising
Objectives:
 Drive attendance to Zoo and Wild Animal Park.
Uphold image and educate target audience and inform
them of new attractions and special events and
promotions.
Audience:
Members and nonmembers of Zoological Society.
Households in primary and secondary geographic
markets consisting of San Diego County and 5 other
counties in southern California. Tertiary markets of 7 western
states. Tourist and group sales markets.
Timing:
As allowed and determined by budget. Mostly timed
to coincide with promotional efforts.
Tools/media:
26 
Television, radio, newspaper, magazines, direct mail,
Sales Promotions
Objectives: Use price, product, and other
variables to drive attendance when it
might not otherwise come.
Audience: Targeted, depending on co-op
partner, mostly to southern California
market.
Timing: To fit needs of Zoo and Wild Animal
Park and cosponsoring partner.
Tools/media: Coupons, sweepstakes, tours,
broadcast trade outs, direct mail:
statement stuffers, fliers, postcards.

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 Public Relations
Objectives: Inform, educate, create, and maintain
image for Zoological Society and major
attractions; reinforce advertising message.
Audience: From local to international, depending on
subject, scope, and timing.
Timing: Ongoing, although often timed to coincide
with promotions and other special events. Spur-
of-the-moment animal news and information such as
acquisitions, births, etc.
Tools/media: Coverage by major news media,
articles in local, regional, national and
international newspapers, magazines and other
publications such as visitors’ guides, tour books and
guides, appearances by Zoo spokesperson Joanne
Embery on talk shows (such as “The Tonight Show”).
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Cause Marketing/Corporate Sponsorships/Events
Underwriting
Objectives: To provide funding for Zoological Society
programs and promote special programs and events
done in cooperation with corporate sponsor. Must be
win-win business partnership for Society and partner.
Audience: Supporters of both the Zoological Society
and the corporate or product/service partner.
Timing: Coincides with needs of both partners, and
seasonal attendance generation needs of Zoo and Wild
Animal Park.
Tools: May involve advertising, publicity, discount co-op
promotions, ticket trades, hospitality centers. Exposure
is directly proportional to amount of underwriting by
corporate sponsor, both in scope and duration

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 Direct Marketing
Objectives: Maintain large powerful base
of supporters for financial and political
strength.
Audience: Local, regional, national and
international. Includes children’s
program (Koala Club), seniors (60+),
couples, single memberships, and
incremental donor levels.
Timing: Ongoing, year-round promotion of
memberships.
Tools: Direct mail and on-grounds visibility.

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 Group Sales
Objectives: Maximize group traffic and
revenue by selling group tours to Zoo and
Wild Animal Park.
Audience: Conventions, incentive groups, bus
tours, associations, youth, scouts, schools,
camps, seniors, clubs, military, organizations,
domestic and foreign travel groups.
Timing: Targeted to drive attendance in peak
seasons or at most probable times such as
convention season.
Tools: Travel and tourism trade shows,
telemarketing, direct mail, trade publication
advertising.
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 Internet
Objectives: Provide information regarding
the zoo, programs, memberships and
public relations activities.
Audience: All audiences interested in
acquiring more information about the
zoo.
Timing: Ongoing, updated frequently over
time.
Tools: Website, including videos, shop zoo
and zoo calendar.

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Strategic Decision-making: Strategy – ‘How
Could We Get There?’
 Strategy provides the direction for all those involved in the
campaign to follow.
 It provides the framework within which they should operate.
 It is the means by which marketing communications are
intended to achieve the objectives stated.
 Marketing communications strategy should recognize who the
campaign is talking to (the target audiences), what the
campaign wants the target(s) to do (objective), and what the
campaign can tell the targets to influence them.
 By way of example, the following table outlines four strategic
decisions that may be taken at this stage of the planning
process.
 The actual nature of the strategy will vary according to the
objectives set, the budget available and the nature of the
marketing communications intended.
 The strategies shown in the table emphasize the focus on the

33
brand but in the wider context of marketing communications
other issues may come into play.
 Strategic Decisions
Four Key Strategic
Decision Areas Decision-making Goals
The identification and choice
between those consumer
motivations and perceptions that
Brand Values can be represented in the brand
and by which marketing
communications is able to create or
influence
The concept by which the brand
Unique Selling can be perceived to meet the
Proposition needs of the target audience
uniquely
How the brand’s values and USP
are communicated to the target
Competitive Positioning audience in a way that maximizes
the brand’s differential advantage
34
over competition
 Operational Decision-Making: Tactics –
‘What Specific Activities do we Need to
Do to Get There?’
The tactics section of the planning process
details the specific activities and events that
are going to be undertaken to address the
objectives.
They follow on from the strategy formulation.
 The most convenient way to think about
tactics is to think about them as the elements
of the marketing communications mix.
This is not entirely accurate, though, as each of
the elements can also be considered at a more
strategic level too, so one can talk both in
terms of PR or sales promotions strategies as
35
well as PR and sales promotions tactics.
Campaign Management: Implementation and Action

 Although implementation is clearly the ultimate expression of the

campaign plan, it is not so much part of the plan as the putting of
the plan into action.
 Until this is done, plans are only a paper exercise.
 Implementation is, thus, the day-to-day running or
operationalization of what the plan intended to do when put into
action.
 This requires campaign management to ensure a smooth operation
as many things can go wrong or situations change during the
campaign period.
 Plans may have to be re-written. All resources have to be managed in
terms of people, money and time schedules as the campaign
progresses. Many agencies may be involved in the implementation
process from direct marketing agencies and fulfillment houses to
packaging specialists and printers.
 Stage 8, the continuous monitoring of progress, is important
throughout the implementation period as well as at its end.
36
Campaign Evaluation: Control – ‘Are We Getting There?’

Marketing communication campaigns need to be

evaluated primarily in terms of:
1. Their Efficiency – how productive is the campaign in
terms of providing value for money, and
2. Their Effectiveness – how productive is the campaign in
terms of achieving what it is supposed to be achieving.
While a campaign should clearly be evaluated against
the SMARRTT objectives set, there is often no single,
simple and reliable way in which to measure all
marketing communications effects.
A good approach is to measure more than one level of
effect in order to build an overall picture of how
customers and other targeted audiences are responding
to the campaign (see the next table).
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Type of Effect Relevant Research
Retail sales  Retail audit
 Consumer audit
Direct sales  % response to direct
communications
 % conversion to sales
Consumer buying behavior  Panel data
 Own transactional data
Claimed consumer behavior  Survey research

Attitude to brand  Survey/qualitative

research
Perceptions/image of brand  Survey/qualitative
research
Awareness of brand Survey research
Attitudes to/communication of Survey/qualitative
advertising research
Recall of advertising Survey research
Exposure to advertising Media research
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 When evaluating a campaign, the planner
should address the following questions:
 What was expected to happen?
 What did happen?
 What was the effect of each of the marketing
communication elements as well as their
collective effect? Can these effects be
separated from other factors?
 What were the reasons for success or failure?
 What was learnt from the campaign?
 What should happen next? What does this tell
us that we can learn for the next planning
period?

39
 Thank you!

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