ABSTRACT
Syllabus Reference: 1.4, 2.9, 2.13, 2.14, 3.1
To accomplish promotional objectives, strategies are needed to meet the goals that have been set
There are three strategies (aka 3Ps) that are used: Pull strategies to communicate with customers; Push strategies aimed at intermediaries to push goods through channels; Profile strategies used to maintain long-term relationships with all stakeholders
n Pull strategies to reach customers (individuals or businesses)
n Push strategies to reach channel members n Profile strategies to reach stakeholders
A pull strategy needs a core message to support it
n Differentiate a brand from its competitors
n Remind lapsed customers of brand values
n Inform about a new product or raise levels of awareness of an existing product
n Persuade a target audience to try a product or take part in a sales promotion
Push strategies are aimed at channel members to contribute to and reinforce partnerships in the network. The development of electronic communications and extranets has played a large role in push strategies
n Differentiation so that intermediaries can understand how a product offering is positioned
n Reminding and reassuring dealers about the quality or utility of the products or the manufacturer
n Information for distributors or retailers so that they can provide appropriate levels of service
n Persuading intermediaries to take stock, provide facilities and preference over other suppliers
Profile strategies are used to communicate information about the organization rather than products/services. They are used to convey information about its performance or policies to encourage investors and/or attract employees. These corporate communications can also be used to present consistent messages to internal audiences
n Corporate personality, which reflects organizational culture
n Corporate identity, which is the outward projection of the organization
n Corporate image, which is the audience’s image or reputation
Public relations is the key communication tool
Corporate reputation develops through the accumulated images and experiences of an organization and its products. However, there may be a gap between actual and desired perception
Source: Hughes and Fill: CIM Coursebook Marketing Communications (Elsevier Butterworth-Heinemann, 2004)
B2b communication is the promotion of goods and services to organizations rather than individual consumers. It is sometimes mistakenly thought that b2b purchases are always rational because they are made on behalf of organizations. However, because b2b purchases are still made by people within organizations, they are influenced by both rational and emotional factors
Organizational buying decisions are often made by more than one person who will contribute to the decision-making unit
Because of the nature of b2b marketing, products or trade terms can be tailored to suit clients
n To create and maintain awareness n To generate sales leads n To pre-sell sales calls n To contact minor members of the dmu n To build corporate and product images n To communicate technical information n To support the promotional effort Personal selling and direct marketing are key tools in b2b marketing communication
Strategy is not necessarily the same as planning. Strategy might be considered as the purpose and direction of the organization, whereas planning might be considered to be the articulation of the strategic intent
So, strategy is about where an organization is heading and planning is about the detail concerning how that strategy is to be accomplished
The development of a cohesive and coordinated marketing communications plan relies on a systematic planning process
Source: Hughes and Fill: CIM Coursebook Marketing Communications (Elsevier Butterworth-Heinemann, 2004)
While each plan can be adapted to meet circumstances, a planning framework ensures that a campaign covers all the essential groundwork. A key factor of marketing communications planning is the initial context analysis, which is used to identify the organization’s situation and establish communications objectives
n The business context – to consider the trading conditions
n The customer context – to consider purchasing behaviour
n The internal context – to consider the internal audiences and resources
n The external context – to consider PEST and environmental factors
n The stakeholder context – to consider key issues surrounding stakeholders, such as investors, pressure groups, etc.
