Preface |
|
xix | |
Acknowledgements |
|
xxix | |
Publisher's acknowledgements |
|
xxxi | |
|
Part 1 Introduction to marketing communications |
|
|
1 | (146) |
|
1 Introducing marketing communications |
|
|
3 | (34) |
|
Aims and learning objectives |
|
|
3 | (1) |
|
|
4 | (3) |
|
|
7 | (1) |
|
The concept of marketing as an exchange |
|
|
8 | (1) |
|
Marketing communications and the process of exchange |
|
|
9 | (1) |
|
The scope of marketing communications |
|
|
10 | (3) |
|
The role of marketing communications |
|
|
13 | (3) |
|
The tasks of marketing communications |
|
|
16 | (3) |
|
Defining marketing communications |
|
|
19 | (3) |
|
|
22 | (3) |
|
|
22 | (1) |
|
|
23 | (1) |
|
|
23 | (2) |
|
The marketing communications mix |
|
|
25 | (2) |
|
Criteria when devising a mix |
|
|
27 | (3) |
|
|
28 | (1) |
|
|
29 | (1) |
|
Audience size and geographic dispersion |
|
|
29 | (1) |
|
Media behaviour and preferences |
|
|
29 | (1) |
|
|
29 | (1) |
|
Communications differences |
|
|
30 | (7) |
|
|
30 | (1) |
|
Number of decision-makers |
|
|
30 | (1) |
|
The balance of the communications mix |
|
|
31 | (1) |
|
Specificity and integration |
|
|
31 | (1) |
|
|
31 | (1) |
|
|
31 | (1) |
|
|
31 | (1) |
|
Length of purchase decision time |
|
|
31 | (1) |
|
|
32 | (1) |
|
Target marketing and research |
|
|
32 | (1) |
|
Measurement and evaluation |
|
|
32 | (1) |
|
Marketing communications goals |
|
|
32 | (1) |
|
|
33 | (1) |
|
|
34 | (1) |
|
|
35 | (2) |
|
2 Communications: forms and conversations |
|
|
37 | (34) |
|
Aims and learning objectives |
|
|
37 | (1) |
|
Case: British Heart Foundation: Vinnie -- stayin' alive! |
|
|
38 | (2) |
|
An introduction to the process of communications |
|
|
40 | (1) |
|
A linear model of communications |
|
|
41 | (5) |
|
|
42 | (1) |
|
|
42 | (2) |
|
|
44 | (1) |
|
|
44 | (1) |
|
|
45 | (1) |
|
|
45 | (1) |
|
Factors that influence the communications process |
|
|
46 | (1) |
|
The influence of the media |
|
|
46 | (1) |
|
|
47 | (1) |
|
The influencer model of communications |
|
|
47 | (1) |
|
Interactional model of communications |
|
|
48 | (2) |
|
Word-of-mouth communications |
|
|
50 | (6) |
|
|
51 | (3) |
|
|
54 | (1) |
|
|
55 | (1) |
|
|
56 | (1) |
|
Developing brands with word-of-mouth communications |
|
|
56 | (4) |
|
|
60 | (1) |
|
Relational approaches to communications |
|
|
60 | (2) |
|
Network approaches to communications |
|
|
62 | (1) |
|
|
62 | (3) |
|
|
65 | (6) |
|
|
66 | (1) |
|
|
67 | (1) |
|
|
68 | (3) |
|
3 Audience insight: information processing and behaviour |
|
|
71 | (42) |
|
Aims and learning objectives |
|
|
71 | (1) |
|
Case: The intellectual Alibi -- or how the Dacia challenged conventional perceptions of value |
|
|
72 | (2) |
|
|
74 | (3) |
|
|
77 | (13) |
|
|
77 | (1) |
|
|
77 | (6) |
|
|
83 | (5) |
|
|
88 | (2) |
|
|
90 | (11) |
|
Consumer purchase decision-making process |
|
|
90 | (1) |
|
Organisational decision-making process |
|
|
91 | (3) |
|
|
94 | (2) |
|
|
96 | (3) |
|
|
99 | (2) |
|
|
101 | (12) |
|
|
101 | (1) |
|
|
102 | (2) |
|
|
104 | (4) |
|
|
108 | (1) |
|
|
109 | (1) |
|
|
110 | (3) |
|
4 How marketing communications might work |
|
|
113 | (34) |
|
Aims and learning objectives |
|
|
113 | (1) |
|
Case: McCain -- Ready Baked Jackets |
|
|
114 | (2) |
|
|
116 | (1) |
|
|
116 | (1) |
|
Engagement and the role of marketing communications |
|
|
117 | (2) |
|
How does marketing communications work? |
|
|
119 | (28) |
|
HMCW Interpretation 1 Sequential models |
|
|
120 | (2) |
|
HMCW Interpretation 2 Changing attitudes |
|
|
122 | (3) |
|
HMCW Interpretation 3 Shaping relationships |
|
|
125 | (8) |
|
HMCW Interpretation 4 Developing significant value |
|
|
133 | (4) |
|
HMCW Interpretation 5 Cognitive processing |
|
|
137 | (3) |
|
|
140 | (1) |
|
|
141 | (1) |
|
|
142 | (1) |
|
|
143 | (4) |
|
Part 2 Managing marketing communications |
|
|
147 | (206) |
|
5 Marketing communications: strategy and planning |
|
|
149 | (31) |
|
Aims and learning objectives |
|
|
149 | (1) |
|
Case: The London Olympics -- a strategic success |
|
|
150 | (2) |
|
|
152 | (1) |
|
Marketing communications strategies |
|
|
153 | (15) |
|
MC strategy interpretation 1 Positioning strategies |
|
|
154 | (5) |
|
MC strategy interpretation 2 Audience strategies |
|
|
159 | (5) |
|
MC strategy interpretation 3 Platform strategies |
|
|
164 | (2) |
|
MC strategy Interpretation 4 Configuration strategies |
|
|
166 | (2) |
|
Planning marketing communications |
|
|
168 | (1) |
|
The marketing communications planning framework |
|
|
169 | (3) |
|
|
172 | (4) |
|
|
172 | (1) |
|
Communications objectives |
|
|
173 | (1) |
|
Marketing communications strategy |
|
|
174 | (1) |
|
Coordinated communications mix |
|
|
174 | (1) |
|
|
175 | (1) |
|
Scheduling and implementation |
|
|
175 | (1) |
|
|
175 | (1) |
|
|
175 | (1) |
|
Links and essential points |
|
|
176 | (4) |
|
|
177 | (1) |
|
|
178 | (1) |
|
|
178 | (2) |
|
6 Marketing communications: objectives and positioning |
|
|
180 | (31) |
|
Aims and learning objectives |
|
|
180 | (1) |
|
|
181 | (3) |
|
|
184 | (1) |
|
The role of objectives in corporate strategy |
|
|
185 | (1) |
|
The role of brand communications objectives and plans |
|
|
186 | (8) |
|
|
188 | (1) |
|
The communications school |
|
|
189 | (5) |
|
Derivation of campaign objectives |
|
|
194 | (1) |
|
Setting realistic marketing communications objectives |
|
|
195 | (3) |
|
|
196 | (1) |
|
|
196 | (1) |
|
|
197 | (1) |
|
|
197 | (1) |
|
|
198 | (1) |
|
|
199 | (2) |
|
|
201 | (2) |
|
|
201 | (2) |
|
|
203 | (2) |
|
|
203 | (1) |
|
|
203 | (1) |
|
|
204 | (1) |
|
Product class dissociation |
|
|
204 | (1) |
|
|
204 | (1) |
|
|
205 | (1) |
|
|
205 | (1) |
|
Heritage or cultural symbol |
|
|
205 | (1) |
|
|
205 | (6) |
|
|
207 | (2) |
|
|
209 | (1) |
|
|
209 | (2) |
|
7 The communications industry: structure, operations and finance |
|
|
211 | (41) |
|
Aims and learning objectives |
|
|
211 | (1) |
|
Case: The Kasiisi Project |
|
|
212 | (2) |
|
|
214 | (2) |
|
Dimensions of the UK marketing communications industry |
|
|
216 | (2) |
|
Structure and development of the UK marketing communications industry |
|
|
218 | (2) |
|
Agency types and structures |
|
|
220 | (5) |
|
Full-service or integrated agencies |
|
|
221 | (1) |
|
|
221 | (1) |
|
|
221 | (1) |
|
|
222 | (1) |
|
|
222 | (1) |
|
|
222 | (1) |
|
Direct marketing agencies |
|
|
222 | (1) |
|
|
222 | (1) |
|
Experiential marketing agencies |
|
|
223 | (1) |
|
|
223 | (1) |
|
Outdoor agencies/out-of-home |
|
|
223 | (1) |
|
Other communications agencies |
|
|
223 | (2) |
|
|
225 | (2) |
|
|
227 | (4) |
|
|
231 | (1) |
|
Client/agency relationships |
|
|
231 | (1) |
|
|
232 | (2) |
|
Budgeting for communications |
|
|
234 | (3) |
|
Trends in communications expenditure |
|
|
237 | (1) |
|
The role of the communications budget |
|
|
238 | (1) |
|
|
238 | (1) |
|
Difficulties associated with budgeting for communications |
|
|
239 | (1) |
|
Budgeting -- techniques and approaches |
|
|
239 | (6) |
|
Which methods are most used? |
|
|
243 | (2) |
|
Budgeting for the other elements of the communications mix |
|
|
245 | (7) |
|
|
247 | (1) |
|
|
248 | (1) |
|
|
248 | (4) |
|
|
252 | (35) |
|
Aims and learning objectives |
|
|
252 | (1) |
|
Case: Millward Brown -- optimising a dramatic performance |
|
|
253 | (2) |
|
|
255 | (1) |
|
The role of evaluation in planned communications |
|
|
256 | (1) |
|
|
257 | (6) |
|
Pre-testing unfinished ads |
|
|
257 | (3) |
|
|
260 | (3) |
|
|
263 | (1) |
|
|
264 | (4) |
|
|
265 | (1) |
|
|
265 | (1) |
|
|
266 | (1) |
|
|
267 | (1) |
|
Other methods of evaluation |
|
|
268 | (3) |
|
|
268 | (1) |
|
|
268 | (1) |
|
|
269 | (1) |
|
|
269 | (2) |
|
|
271 | (5) |
|
|
274 | (1) |
|
|
274 | (1) |
|
|
275 | (1) |
|
Measuring the fulfilment of brand promises |
|
|
276 | (1) |
|
|
277 | (2) |
|
|
279 | (1) |
|
|
279 | (8) |
|
|
282 | (1) |
|
|
283 | (1) |
|
|
284 | (3) |
|
9 Branding and marketing communications |
|
|
287 | (36) |
|
Aims and learning objectives |
|
|
287 | (1) |
|
Case: Branding at the Colruyt Group |
|
|
288 | (2) |
|
|
290 | (2) |
|
|
292 | (3) |
|
The task of marketing communications in branding |
|
|
295 | (6) |
|
Associations and personalities |
|
|
295 | (3) |
|
|
298 | (2) |
|
Delivering the brand associations |
|
|
300 | (1) |
|
Brand delivery: above-the-line communications |
|
|
301 | (1) |
|
Brand delivery: through-the-line communications |
|
|
302 | (1) |
|
Brand delivery: below-the-line communications |
|
|
302 | (1) |
|
Brand delivery: on-the-line communications |
|
|
303 | (1) |
|
Brand delivery: around-the-line communications |
|
|
303 | (2) |
|
Building brands with marketing communications |
|
|
305 | (1) |
|
Business-to-business branding |
|
|
306 | (2) |
|
Branding in an interactive environment |
|
|
308 | (3) |
|
|
311 | (4) |
|
|
311 | (1) |
|
|
312 | (2) |
|
Intellectual and emotional aspects |
|
|
314 | (1) |
|
|
315 | (8) |
|
|
318 | (1) |
|
|
318 | (1) |
|
|
319 | (4) |
|
10 Integrated marketing communications |
|
|
323 | (30) |
|
Aims and learning objectives |
|
|
323 | (1) |
|
|
324 | (2) |
|
|
326 | (1) |
|
|
326 | (2) |
|
Reasons for the developing interest in IMC |
|
|
328 | (3) |
|
What is to be integrated? |
|
|
331 | (5) |
|
|
331 | (1) |
|
|
332 | (1) |
|
|
332 | (1) |
|
|
332 | (1) |
|
|
333 | (1) |
|
|
333 | (1) |
|
|
333 | (1) |
|
|
334 | (2) |
|
|
336 | (2) |
|
|
338 | (10) |
|
Interpretation 1 IMC as harmonisation |
|
|
338 | (1) |
|
Interpretation 2 IMC as a plan |
|
|
339 | (2) |
|
Interpretation 3 IMC as a perspective |
|
|
341 | (2) |
|
Interpretation 4 IMC as a portfolio |
|
|
343 | (3) |
|
Interpretation 5 Relational IMC |
|
|
346 | (2) |
|
|
348 | (5) |
|
|
350 | (1) |
|
|
350 | (1) |
|
|
351 | (2) |
|
Part 3 The marketing communications mix |
|
|
353 | (338) |
|
11 Advertising: role, forms and strategy |
|
|
355 | (33) |
|
Aims and learning objectives |
|
|
355 | (1) |
|
Case: IWM London -- `Flight of the Stories' |
|
|
356 | (2) |
|
|
358 | (1) |
|
|
358 | (4) |
|
|
362 | (1) |
|
|
363 | (1) |
|
The use of emotion in advertising |
|
|
364 | (3) |
|
|
367 | (3) |
|
Advertising models and concepts |
|
|
370 | (7) |
|
The elaboration likelihood model |
|
|
370 | (3) |
|
Eclectic models of advertising |
|
|
373 | (2) |
|
The Strong and the Weak theories of advertising |
|
|
375 | (2) |
|
Using advertising strategically |
|
|
377 | (4) |
|
|
377 | (2) |
|
|
379 | (2) |
|
Consumer-generated advertising |
|
|
381 | (7) |
|
|
383 | (1) |
|
|
384 | (1) |
|
|
385 | (3) |
|
12 Public relations: principles and practice |
|
|
388 | (34) |
|
Aims and learning objectives |
|
|
388 | (1) |
|
Case: `Pestaurant -- the world's first pop-up pest-only restaurant |
|
|
389 | (2) |
|
|
391 | (1) |
|
|
392 | (1) |
|
Characteristics of public relations |
|
|
393 | (3) |
|
A framework of public relations |
|
|
396 | (2) |
|
The press agentry/publicity model |
|
|
397 | (1) |
|
The public information model |
|
|
397 | (1) |
|
The two-way asymmetric model |
|
|
397 | (1) |
|
The two-way symmetric model |
|
|
397 | (1) |
|
Public relations and relationship management |
|
|
398 | (1) |
|
Objectives of public relations |
|
|
399 | (1) |
|
|
399 | (3) |
|
Public relations: methods and techniques |
|
|
402 | (1) |
|
|
402 | (4) |
|
|
403 | (1) |
|
|
404 | (1) |
|
|
404 | (1) |
|
|
404 | (1) |
|
|
404 | (2) |
|
Media and public relations |
|
|
406 | (1) |
|
Forms of public relations |
|
|
406 | (16) |
|
|
406 | (1) |
|
|
407 | (2) |
|
|
409 | (1) |
|
|
410 | (7) |
|
|
417 | (1) |
|
|
418 | (1) |
|
|
418 | (4) |
|
|
422 | (28) |
|
Aims and learning objectives |
|
|
422 | (1) |
|
|
423 | (1) |
|
|
424 | (4) |
|
The growth and development of sponsorship |
|
|
428 | (1) |
|
|
429 | (1) |
|
How sponsorship might work |
|
|
430 | (1) |
|
Theoretical aspects of sponsorship |
|
|
431 | (2) |
|
|
433 | (10) |
|
|
433 | (2) |
|
|
435 | (1) |
|
|
436 | (2) |
|
Other forms of sponsorship |
|
|
438 | (5) |
|
The role of sponsorship in the communications mix |
|
|
443 | (7) |
|
|
445 | (1) |
|
|
446 | (1) |
|
|
447 | (3) |
|
14 Direct marketing and personal selling |
|
|
450 | (35) |
|
|
450 | (1) |
|
Case: Everest -- growing the number of appointments through marginal gain |
|
|
451 | (2) |
|
|
453 | (1) |
|
The role of direct marketing |
|
|
454 | (1) |
|
|
455 | (1) |
|
Type 1 Complementary Tool |
|
|
456 | (1) |
|
Type 2 Primary Differentiator |
|
|
456 | (1) |
|
|
456 | (1) |
|
|
456 | (1) |
|
The growth of direct marketing |
|
|
456 | (2) |
|
Growth driver 1 technology |
|
|
456 | (1) |
|
Growth driver 2 Changing Market Context |
|
|
457 | (1) |
|
Growth driver 3 Changing Organisational Expectations |
|
|
458 | (1) |
|
|
458 | (1) |
|
|
459 | (1) |
|
|
460 | (7) |
|
|
460 | (2) |
|
|
462 | (2) |
|
|
464 | (1) |
|
|
464 | (1) |
|
|
465 | (1) |
|
|
466 | (1) |
|
|
466 | (1) |
|
|
467 | (1) |
|
|
467 | (1) |
|
The tasks of personal selling |
|
|
467 | (2) |
|
The role of personal selling |
|
|
469 | (2) |
|
When personal selling should be a major part of the communications mix |
|
|
471 | (2) |
|
|
472 | (1) |
|
|
472 | (1) |
|
Communications effectiveness |
|
|
472 | (1) |
|
|
473 | (1) |
|
The role of social media in personal selling |
|
|
473 | (3) |
|
Strategic account management |
|
|
476 | (9) |
|
|
476 | (4) |
|
Global account management |
|
|
480 | (1) |
|
|
481 | (1) |
|
|
482 | (1) |
|
|
483 | (2) |
|
15 Sales promotion, field marketing and brand experience |
|
|
485 | (32) |
|
Aims and learning objectives |
|
|
485 | (1) |
|
Case: Lucozade Sport Conditions Zone |
|
|
486 | (2) |
|
|
488 | (1) |
|
Understanding the value of sales promotions |
|
|
488 | (4) |
|
The role of sales promotion |
|
|
492 | (2) |
|
|
492 | (1) |
|
Managerial accountability |
|
|
492 | (1) |
|
|
492 | (1) |
|
|
493 | (1) |
|
Competition for shelf space |
|
|
493 | (1) |
|
Sales promotion plans: the objectives |
|
|
494 | (1) |
|
An overview of how sales promotions work |
|
|
495 | (4) |
|
|
499 | (4) |
|
Sales promotions: methods and techniques |
|
|
503 | (4) |
|
|
507 | (1) |
|
|
507 | (3) |
|
Brand experience and events |
|
|
510 | (7) |
|
|
513 | (1) |
|
|
514 | (1) |
|
|
514 | (3) |
|
16 Brand placement, exhibitions, packaging and licensing |
|
|
517 | (29) |
|
Aims and learning objectives |
|
|
517 | (1) |
|
Case: Beyonce -- how brand licensing influences popular music acts |
|
|
518 | (3) |
|
|
521 | (1) |
|
|
522 | (5) |
|
Characteristics of brand placement |
|
|
523 | (2) |
|
|
525 | (2) |
|
Trade shows and exhibitions |
|
|
527 | (7) |
|
Reasons to use exhibitions |
|
|
528 | (1) |
|
Characteristics of exhibitions and trade fairs |
|
|
529 | (1) |
|
Exhibitions as a form of marketing communications |
|
|
530 | (1) |
|
Multimedia and trade shows |
|
|
531 | (1) |
|
Marketing management of exhibitions |
|
|
532 | (1) |
|
|
532 | (2) |
|
|
534 | (4) |
|
The communications dimensions of packaging |
|
|
535 | (3) |
|
|
538 | (8) |
|
|
541 | (1) |
|
|
542 | (1) |
|
|
543 | (3) |
|
17 Messages and creativity |
|
|
546 | (41) |
|
Aims and learning objectives |
|
|
546 | (1) |
|
Case: John Lewis -- `Monty's Christmas' |
|
|
547 | (2) |
|
|
549 | (1) |
|
|
550 | (1) |
|
|
550 | (4) |
|
Credibility established by the initiator |
|
|
551 | (1) |
|
Credibility established by a spokesperson |
|
|
552 | (2) |
|
|
554 | (1) |
|
Structural elements in a message |
|
|
554 | (2) |
|
|
554 | (1) |
|
|
555 | (1) |
|
One-and two-sided messages |
|
|
556 | (1) |
|
|
556 | (1) |
|
|
556 | (9) |
|
Information-based appeals |
|
|
557 | (2) |
|
Emotions- and feelings-based appeals |
|
|
559 | (6) |
|
|
565 | (1) |
|
|
565 | (5) |
|
|
565 | (1) |
|
|
565 | (5) |
|
|
570 | (1) |
|
|
571 | (1) |
|
The importance of context |
|
|
572 | (1) |
|
|
572 | (2) |
|
|
574 | (1) |
|
|
574 | (2) |
|
|
576 | (3) |
|
User-generated content (UGC) |
|
|
579 | (1) |
|
|
580 | (7) |
|
|
581 | (1) |
|
|
582 | (1) |
|
|
583 | (4) |
|
18 Media -- principles and practice |
|
|
587 | (34) |
|
Aims and learning objectives |
|
|
587 | (1) |
|
Case: Foster's -- `Good Call' |
|
|
588 | (2) |
|
|
590 | (1) |
|
Media classification -- by form |
|
|
591 | (1) |
|
Media classification -- by source |
|
|
591 | (2) |
|
Media classification -- by function |
|
|
593 | (1) |
|
|
594 | (9) |
|
|
594 | (3) |
|
|
597 | (1) |
|
|
598 | (3) |
|
|
601 | (1) |
|
|
602 | (1) |
|
|
602 | (1) |
|
|
603 | (1) |
|
|
603 | (18) |
|
So, what are interactive media? |
|
|
603 | (1) |
|
|
604 | (1) |
|
Characteristics of interactive media |
|
|
604 | (7) |
|
|
611 | (1) |
|
Retailing in a multichannel environment |
|
|
612 | (2) |
|
What interactive media enable users to do |
|
|
614 | (1) |
|
|
615 | (1) |
|
Key differences between linear and interactive media |
|
|
615 | (2) |
|
|
617 | (1) |
|
|
617 | (1) |
|
|
618 | (3) |
|
19 Social, search and other interactive media |
|
|
621 | (37) |
|
Aims and learning objectives |
|
|
621 | (1) |
|
Case: Greater Manchester Police |
|
|
622 | (2) |
|
|
624 | (1) |
|
Interactive media advertising |
|
|
625 | (6) |
|
|
626 | (1) |
|
|
627 | (1) |
|
|
628 | (1) |
|
|
628 | (1) |
|
|
629 | (1) |
|
|
629 | (1) |
|
|
629 | (1) |
|
|
629 | (2) |
|
|
631 | (3) |
|
Search engine optimisation |
|
|
631 | (3) |
|
|
634 | (1) |
|
|
634 | (15) |
|
|
639 | (1) |
|
|
640 | (2) |
|
|
642 | (2) |
|
|
644 | (2) |
|
|
646 | (1) |
|
|
646 | (3) |
|
Other forms of interactive media |
|
|
649 | (9) |
|
|
649 | (1) |
|
Short message service (SMS) |
|
|
650 | (1) |
|
|
651 | (1) |
|
|
651 | (1) |
|
|
652 | (1) |
|
|
653 | (1) |
|
|
654 | (1) |
|
|
654 | (4) |
|
20 Media planning: reaching audiences |
|
|
658 | (33) |
|
Aims and learning objectives |
|
|
658 | (1) |
|
Case: Karcher: Window Vac |
|
|
659 | (2) |
|
|
661 | (1) |
|
|
662 | (1) |
|
Media planning and the media mix |
|
|
662 | (6) |
|
Media switching behaviour |
|
|
666 | (2) |
|
Influential factors for media selection |
|
|
668 | (1) |
|
|
668 | (1) |
|
|
669 | (1) |
|
|
670 | (5) |
|
|
670 | (1) |
|
|
671 | (1) |
|
|
671 | (2) |
|
|
673 | (2) |
|
|
675 | (4) |
|
Media usage and attitudes |
|
|
676 | (1) |
|
|
677 | (2) |
|
Media buying: the block plan and automation |
|
|
679 | (5) |
|
|
679 | (1) |
|
Automation -- programmatic |
|
|
680 | (2) |
|
|
682 | (2) |
|
|
684 | (7) |
|
|
684 | (1) |
|
|
684 | (1) |
|
|
685 | (2) |
|
|
687 | (1) |
|
|
688 | (3) |
Author Index |
|
691 | (12) |
Subject Index |
|
703 | |