PART COMMUNICATING VALUE IN THIS CHAPTER, WE WILL ADDRESS THE FOLLOWING QUESTIONS: 1. What is the role of marketing communications? 2. How do marketing communications work? 3. What are the major steps in developing effective communications? :•••••:•• 4. What is the communications mix and how should it be set? 5. What is an integrated marketing communications program? CHAPTER 17 DESIGNING AND MANAGING INTEGRATED MARKETING COMMUNICATIONS Modern marketing calls for more than developing a good product, pricing it attractively, and making it accessible. Companies must also communicate with present and potential stakeholders, and the general public. For most companies, the question is not whether to communicate but rather what to say, how to say it, to whom, and how often. But communications get harder and harder as more and more companies clamor to grab the consumer's increasingly divided attention. To reach target markets and build brand equity, holistic marketers are creatively employing multiple forms of communica- tions. 1 In introducing the Mini, for example, BMW did not even use TV advertising. A poster ad for the Mini Cooper, part of the guerrilla communications campaign. 535 he tiny Mini automobile was sold for only seven years in the United States, during the 1960s, before it was withdrawn due to stiff emis- sion regulations. In March 2002, BMW decided to relaunch a new, Iioaernized Mini Cooper in the United States, targeting hip city dwellers /ho wanted a cool, fun, small car for under $20,000. With only $20 million to pend on the introduction, the Mini marketers decided to launch a guerrilla communications campaign featuring nontraditional uses of billboards, posters, print ads, and grassroots efforts. No TV ads. The Mini was stacked on top of three Ford Excursion SUVs and driven around national auto shows and 21 major cities. The car showed up in other unusual places such as inside 536 PART 7 COMMUNICATING VALUE a sports stadium as seats and inside Playboy as a centerfold. Text-only billboards proclaimed: "THE SUV BACKLASH OFFICIALLY STARTS NOW," "GOLIATH LOST," and "XXL-XL-L-M-S-MINI." Many communications were linked to a cleverly designed Web site that provided necessary product information. The imaginative campaign resulted in a buyer waiting list that was six months long in spring 2002. 2 Marketing communications can have a huge payoff. This chapter describes how communications work and what marketing communications can do for a com- pany. It also addresses how holistic marketers combine and integrate marketing communications. Chapter 18 examines the different forms of mass (nonpersonal) communications (advertising, sales promotion, events and experiences, and pub- lic relations and publicity); Chapter 19 examines the different forms of personal communications (direct marketing, including e-commerce, and personal selling). • • • • • • The Role of Marketing Communications Marketing communications are the means by which firms attempt to inform, persuade, and remind consumers—directly or indirectly—about the products and brands that they sell. In a sense, marketing communications represent the "voice" of the brand and are a means by which it can establish a dialogue and build relationships with consumers. Marketing communications perform many functions for consumers. Consumers can be told or shown how and why a product is used, by what kind of person, and where and when; consumers can learn about who makes the product and what the company and brand stand for; and consumers can be given an incentive or reward for trial or usage. Marketing com- munications allow companies to link their brands to other people, places, events, brands, experiences, feelings, and things. Marketing communications can contribute to brand equity by establishing the brand in memory and crafting a brand image. Marketing Communications and Brand Equity Although advertising is often a central element of a marketing communications program, it is usually not the only one—or even the most important one—in terms of building brand equity. The marketing communications mix consists of six major modes of communication: 3 1. Advertising -Any paid form of nonpersonal presentation and promotion of ideas, goods, or services by an identified sponsor. 2. Sales promotion - A variety of short-term incentives to encourage trial or purchase of a product or service. 3. Events and experiences - Company-sponsored activities and programs designed to cre- ate daily or special brand-related interactions. 4. Public relations and publicity-A variety of programs designed to promote or protect a company's image or its individual products. 5. Direct marketing - Use of mail, telephone, fax, e-mail, or Internet to communicate directly with or solicit response or dialogue from specific customers and prospects. 6. Personal selling- Face-to-face interaction with one or more prospective purchasers for the purpose of making presentations, answering questions, and procuring orders. Table 17.1 lists numerous communication platforms. Company communication goes beyond those specific platforms. The product's styling and price, the shape and color of the package, the salesperson's manner and dress, the store decor, the company's stationery—all DESIGNING AND MANAGING INTEGRATED MARKETING COMMUNICATIONS CHAPTER 17 537 TABLE 17.1 Common Communication Platforms Advertising Sales Promotion Events/Experiences Public Relations Personal Selling _____ Direct Marketing Print and broadcast ads Contests, games, Sports Press kits Sales presentations Catalogs Packaging-outer sweepstakes, lotteries Entertainment Speeches Sales meetings Mailings Packaging inserts Premiums and gifts Festivals Seminars Incentive programs Telemarketing Motion pictures Sampling Arts Annual reports Samples Electronic shopping Brochures and booklets Fairs and trade shows Causes Charitable donations Fairs and trade TV shopping Posters and leaflets Exhibits Factory tours Publications shows Fax mail Directories Demonstrations Company museums Community relations E-mail Reprints of ads Coupons Street activities Lobbying Voice mail Billboards Rebates Identity media Display signs Low-interest financing Company magazine Point-of-purchase displays Entertainment Audiovisual material Trade-in allowances Symbols and logos Continuity programs Videotapes Tie-ins communicate something to buyers. Every brand contact delivers an impression that can strengthen or weaken a customer's view of the company. As Figure 17.1 shows, marketing communications activities contribute to brand equity in many ways: by creating awareness of the brand; linking the right associations to the brand image in consumers' memory; eliciting positive brand judgments or feelings; and/or facili- tating a stronger consumer-brand connection. One implication of the concept of brand equity is that the manner in which brand asso- ciations are formed does not matter. In other words, if a consumer has an equally strong, favorable, and unique brand association of Subaru with the concepts "outdoors," "active," FIG. 17.1 Integrating Marketing Communications to Build Brand Equity 538 PART 7 COMMUNICATING VALUE A magazine ad, with coupon, for Kleenex® Soft Pack Tissues. Soft Pack Tissues from Kleenex: and "rugged" because of exposure to a TV ad that shows the car driving over rugged terrain at different times of the year, or because of the fact that Subaru sponsors ski, kayak, and mountain bike events, the impact in terms of brand equity should be identical. But these marketing communications activities must be integrated to deliver a consistent message and achieve the strategic positioning. The starting point in planning marketing communications is an audit of all the potential interactions that customers in the target market may have with the brand and the company. For example, someone interested in pur- chasing a new computer might talk to others, see television ads, read articles, look for infor- mation on the Internet, and look at computers in a store. Marketers need to assess which experiences and impressions will have the most influence at each stage of the buying process. This understanding will help them allocate communications dollars more effi- ciently and design and implement the right communications programs. KLEENEX SOFT PACK To launch its new Kleenex Soft Pack product, Kimberly-Clark budgeted 75 percent of its overall advertising dol- lars to television, 23 percent for print, and 2 percent online to build awareness and drive trial. Online ads were found to help reach an audience that TV might have overlooked, and online and magazine ads were found to be the most effective mix for brand awareness. 4 Armed with these insights, marketers can judge marketing communications according to its ability to build brand equity and drive brand sales. For example, how well does a proposed ad campaign contribute to awareness or to creating, maintaining, or strengthening brand associations? Does a sponsorship cause consumers to have more favorable brand judg- ments and feelings? To what extent does a promotion encourage consumers to buy more of a product? At what price premium? DESIGNING AND MANAGING INTEGRATED MARKETING COMMUNICATIONS CHAPTER 17 539 From the perspective of building brand equity, marketers should evaluate all the differ- ent possible communication options according to effectiveness criteria (how well does it work) as well as efficiency considerations (how much does it cost). This broad view of brand-building activities is especially relevant when marketers are considering strategies to improve brand awareness. Brand awareness is a function of the number of brand-related exposures and experiences accumulated by the consumer. 5 Anything that causes the consumer to notice and pay atten- tion to the brand can increase brand awareness, at least in terms of brand recognition. The visibility of the brand typically found with sponsorships suggests that these activities may be especially valuable for enhancing brand recognition. To enhance brand recall, however, more intense and elaborate processing may be necessary so that stronger brand links to the product category or consumer needs are established to improve memory performance. Similarly, because brand associations, responses, and relationships can be created in many different ways, all possible marketing communication options should be considered to create the desired brand image and knowledge. BOSTON SYMPHONY ORCHESTRA INC. With classical music audiences dwindling to a small core of older and more affluent concertgoers, the Boston Symphony Orchestra (BSO) knew that it had to revamp its advertising to reach new audiences through a variety of communications channels. Prior to 1998, the BSO rarely relied on the Internet. But then, through a carefully coordinated series of market research efforts that included detailed surveys and focus groups, it discovered that while there was little difference between older and younger audiences when it came to product interest, there was a big gap in terms of media preferences. The older concertgoers were more avid readers of both books and magazines while younger people were more involved with the Internet and electronic media. The BSO developed an integrated campaign that combined direct mail, e-mail marketing, customized online infomercials, and taxi- top ads. As a result, it increased online revenues from tickets and other sales to $3.7 million in fiscal year 2002, up from $320,000 in fiscal year 1997. Total sales reached $19 million in 2002, up from $16.7 million in 1997. 6 The Communications Process Models Marketers should understand the fundamental elements of effective communications. Two models are useful: a macromodel and a micromodel. MACROMODEL OF THE COMMUNICATIONS PROCESS Figure 17.2 shows a communica- tions macromodel with nine elements. Two represent the major parties in a communication— sender and receiver. Two represent the major communication tools—message and media, Four represent major communication functions—encoding, decoding, response, and feedback. The last element in the system is noise (random and competing messages that may interfere with the intended communication). 7 The model emphasizes the key factors in effective communication. Senders must know what audiences they want to reach and what responses they want to get. They must encode their messages so that the target audience can decode them. They must transmit the mes- sage through media that reach the target audience and develop feedback channels to mon- itor the responses. The more the sender's field of experience overlaps with that of the receiver, the more effective the message is likely to be. FIG. 17.2 Elements in the Communications Process 540 PART 7 COMMUNICATING VALUE Note that selective attention, distortion, and retention processes—concepts first intro- duced in Chapter 6—may be operating during communication, as follows. 1. Selective attention - People are bombarded by about 1,500 commercial messages a day, which explains why advertisers sometimes go to great lengths to grab audience attention through fear, music, or sex appeals, or bold headlines promising something, such as "How to Make a Million." Ad clutter is also a major obstacle to gaining attention—noneditorial or programming content ranges from 25 to 33 percent for TV and radio to over 50 percent for magazines and newspapers. 2. Selective distortion - Receivers will hear what fits into their belief systems. As a result, receivers often add things to the message that are not there (amplification) and do not notice other things that are there (leveling). The task is to strive for simplicity, clarity, interest, and repetition to get the main points across. 3. Selective retention - People will retain in long-term memory only a small fraction of the messages that reach them. If the receiver's initial attitude toward the object is positive and he or she rehearses support arguments, the message is likely to be accepted and have high recall. If the initial attitude is negative and the person rehearses counterargu- ments, the message is likely to be rejected but to stay in long-term memory. Because per- suasion requires the receiver's rehearsal of his or her own thoughts, much of what is called persuasion is actually self-persuasion. 8 MICROMODEL OF CONSUMER RESPONSES Micromodels of marketing communica- tions concentrate on consumers' specific responses to communications. Figure 17.3 sum- marizes four classic response hierarchy models. All these models assume that the buyer passes through a cognitive, affective, and behav- ioral stage, in that order. This "learn-feel-do" sequence is appropriate when the audience has high involvement with a product category perceived to have high differentiation, as in purchasing an automobile or house. An alternative sequence, "do-feel-learn," is relevant when the audience has high involvement but perceives little or no differentiation within the product category, as in purchasing an airline ticket or personal computer. A third sequence, "learn-do-feel," is relevant when the audience has low involvement and perceives little dif- ferentiation within the product category, as in purchasing salt or batteries. By choosing the right sequence, the marketer can do a better job of planning communications. 9 Here we will assume that the buyer has high involvement with the product category and perceives high differentiation within the category. We will illustrate the hierarchy-of-effects model (in the second column of Figure 17.3) in the context of a marketing communications campaign for a small Iowa college named Pottsville: FIG. 17.3 | Response Hierarchy Models Sources: a E. K. Strong. The Psychology of Selling (New York: McGraw-Hill. 1925), p. 9; b Robert J. Laviclge and Gary A. Steiner, "A Model for Predictive Measurements of Advertising Effectiveness," Journal of Marketing (October 1961): 61; c Everett M. Rogers, Diffusion of Innovation (New York: The Free Press, 1962), pp. 79-86: "various sources. Models Stages Cognitive Stage Affective Stage Behavior Stage AIDA Model 3 Attention Interest Desire Action Hierarchy-of-Effects Model b Awareness Knowledge Liking J Preference ! Conviction Purchase Innovation-Adoption Model 0 Awareness Interest Evaluation T Trial Adoption Communications Model d Exposure T Reception Cognitive response Attitude Intention Behavior DESIGNING AND MANAGING INTEGRATED MARKETING COMMUNICATIONS CHAPTER 17 541 m Awareness. If most of the target audience is unaware of the object, the communicator's task is to build awareness. Suppose Pottsville seeks applicants from Nebraska but has no name recognition there. Suppose there are 30,000 high school juniors and seniors in Nebraska who may potentially be interested in Pottsville College. The college might set the objective of making 70 percent of these students aware of Pottsville's name within one year. a Knowledge. The target audience might have brand awareness but not know much more. Pottsville may want its target audience to know that it is a private four-year college with excel- lent programs in English, foreign languages, and history. It needs to learn how many people in the target audience have little, some, or much knowledge about Pottsville. If knowledge is weak, Pottsville may decide to select brand knowledge as its communications objective. B Liking. If target members know the brand, how do they feel about it? If the audience looks unfavorably on Pottsville College, the communicator has to find out why. If the unfavorable view is based on real problems, Pottsville will have to fix its problems and then communicate its renewed quality. Good public relations calls for "good deeds followed by good words." a Preference. The target audience might like the product but not prefer it to others. In this case, the communicator must try to build consumer preference by comparing quality, value, performance, and other features to likely competitors. E Conviction. A target audience might prefer a particular product but not develop a con- viction about buying it. The communicator's job is to build conviction and purchase intent among students interested in Pottsville College. 0 Purchase. Finally, some members of the target audience might have conviction but may not quite get around to making the purchase. The communicator must lead these consumers to take the final step, perhaps by offering the product at a low price, offering a premium, or letting consumers try it out. Pottsville might invite selected high school students to visit the campus and attend some classes, or it might offer partial scholarships to deserving students. To show how fragile the whole communications process is, assume that the probability of each of the six steps being successfully accomplished is 50 percent. The laws of probability suggest that the probability of all six steps occurring successfully, assuming they are inde- pendent events, would be .5 x .5 x .5 x .5 x .5 x .5, which equals 1.5625 percent. If the proba- bility of each step occurring, on average, was a more moderate 10 percent, then the joint probability of all six events occurring would be .0001; in other words, only 1 in 10,000! To increase the odds for a successful marketing communications campaign, marketers must attempt to increase the likelihood that each step occurs. For example, from an adver- tising standpoint, the ideal ad campaign would ensure that: 1. The right consumer is exposed to the right message at the right place and at the right time. 2. The ad causes the consumer to pay attention to the ad but does not distract from the intended message. 3. The ad properly reflects the consumer's level of understanding about the product and the brand. 4. The ad correctly positions the brand in terms of desirable and deliverable points-of- difference and points-of-parity. 5. The ad motivates consumers to consider purchase of the brand. 6. The ad creates strong brand associations with all of these stored communications effects so that they can have an impact when consumers are considering making a purchase. Ill Developing Effective Communications Figure 17.4 shows the eight steps in developing effective communications. We begin with the basics: identifying the target audience, determining the objectives, designing the communi- cations, selecting the channels, and establishing the budget. Identify the Target Audience The process must start with a clear target audience in mind: potential buyers of the company's products, current users, deciders, or influencers; individuals, groups, particular publics, or the general public. The target audience is a critical influence on the communicator's decisions on what to say, how to say it, when to say it, where to say it, and to whom to say it. The target audience can potentially be profiled in terms of any the market segments iden- tified in Chapter 8. It is often useful to define target audience in terms of usage and loyalty. Identify target audience ' i Determine objectives Design communications i • Select channels Establish budget 1 ' Decide on media mix Measure results Manage integrated marketing communications FIG. 17.4 I Steps in Developing Effective Communications 542 PART 7 COMMUNICATING VALUE Favorable Attitude Low Familiarity High Familiarity Unfavorable Attitude FIG. 17.5 I Familiarity—Favorability Analysis Is the target new to the category or a current user? Is the target loyal to the brand, loyal to a competitor, or someone who switches between brands? If the target is a brand user, is he or she a heavy or light user? Communication strategy will differ depending on the usage and loyalty involved. Image analysis can be conducted to profile the target audience in terms of brand knowledge to provide further insight. A major part of audience analysis is assessing the current image of the company, its prod- ucts, and its competitors. Image is the set of beliefs, ideas, and impressions a person holds regarding an object. People's attitudes and actions toward an object are highly conditioned by that object's image. The first step is to measure the target audience's knowledge of the object, using the famili- arity scale: Never Heard of Know a Know a Fair Know Very Heard of Only Little Bit Amount Well If most respondents circle only the first two categories, the challenge is to build greater awareness. Respondents who are familiar with the product can be asked how they feel toward it, using the favorability scale: Very Somewhat Somewhat Very Unfavorable Unfavorable Indifferent Favorable Favorable If most respondents circle the first two categories, then the organization must overcome a negative image problem. The two scales can be combined to develop insight into the nature of the communication challenge. Suppose area residents are asked about their familiarity with and attitudes toward four local hospitals, A, B, C, and D. Their responses are averaged and shown in Figure 17.5. Hospital A has the most positive image: Most people know it and like it. Hospital B is less familiar to most people, but those who know it like it. Hospital C is viewed negatively by those who know it, but (fortunately for the hospital) not too many people know it. Hospital D is seen as a poor hospital, and everyone knows it! Each hospital faces a different communications task. Hospital A must work at maintain- ing its good reputation and high awareness. Hospital B must gain the attention of more peo- ple. Hospital C must find out why people dislike it and take steps to improve its quality while keeping a low profile. Hospital D should lower its profile, improve its quality, and then seek public attention. Images are "sticky"; they persist long after the organization has changed. Image persis- tence is explained by the fact that once people have a certain image, they perceive what is consistent with that image. It will take highly disconfirming information to raise doubts and open their minds, especially when people do not have continuous or new firsthand experi- ences with the changed object. HAAGEN-DAZS In recent years, the premium ice cream maker has battled an onslaught of new premium brands hampered by the image it acquired back in the 1980s. The brand hired ad agency Goodby, Silverstein and Partners to peel off Haagen-Dazs's sticky image with a new campaign. "The name brought up cheesy luxury and [people] thought of the snobby hedonism of the '80s, like the guy in the ascot leaning against the Bentley," said Goodby's asso- ciate creative director Albert Kelly. Goodby developed a campaign that focused on the product's high quality, especially the quality of its ingredients. Two spots, "Strawberry" and "Vanilla," show strawberry fields and vanilla plants with the tagline "Haagen-Dazs. Made Like No Other," in contrast to previous advertising that focused on luxury with lines such as "Pure Pleasure," or "Just Perfect." 10 Determine the Communications Objectives As we showed with Pottsville College, communications objectives can be set at any level of the hierarchy-of-effects model. Rossiter and Percy identify four possible objectives, as follows: 11 1. Category Need - Establishing a product or service category as necessary to remove or satisfy a perceived discrepancy between a current motivational state and a desired emo- tional state. A new-to-the-world product such as electric cars would always begin with a communications objective of establishing category need. DESIGNING AND MANAGING INTEGRATED MARKETING COMMUNICATIONS CHAPTER 17 543 2. Brand Awareness -Ability to identify (recognize or recall) the brand within the category, in sufficient detail to make a purchase. Recognition is easier to achieve than recall— consumers are more likely to recognize Stouffer's distinctive orange packages than recall the brand if asked to think of a brand of frozen entrees. Brand recall is important outside the store; brand recognition is important inside the store. Brand awareness provides a foundation for brand equity. 3. Brand Attitude - Evaluation of the brand with respect to its perceived ability to meet a currently relevant need. Relevant brand needs may be negatively oriented (problem removal, problem avoidance, incomplete satisfaction, normal depletion) or positively oriented (sensory gratification, intellectual stimulation, or social approval). Household cleaning products often use problem-solution; food products, on the other hand, often use sensory-oriented ads emphasizing appetite appeal. 4. Brand Purchase Intention - Self-instructions to purchase the brand or to take purchase-related action. Promotional offers in the form of coupons or two-for-one deals encourage consumers to make a mental commitment to buy a product. But many consumers do not have an expressed category need and may not be in the mar- ket when exposed to an ad, making intentions less likely to be formed. For example, in any given week, only about 20 percent of adults may be planning to buy detergent; only 2 percent may be planning to buy a carpet cleaner; and only 0.25 percent may be planning to buy a car. The most effective communications often can achieve multiple objectives. For example, Geico advertises that a 15-minute phone call can result in a 15 percent reduction on auto insurance, combining both brand attitude and a call to action to build brand purchase intentions. Developing creative strategy: This ad for Tilex, a household product, focuses on problem-solution—Tilex is called The Mold Killer™. [...]... recommender has potentially benefited the service provider DESIGNING AND MANAGING INTEGRATED MARKETING COMMUNICATIONS MARKETING INSIGHT BUZZ MARKETING Marketers' growing interest in word-of-mouth, buzz, and viral marketing have led to a number of new concepts and ideas Here are three sets of such insights a CHAPTER 17 Solicit testimonials from your customers: Use a response form that asks for feedback—and... "Identifying and Developing Referral Channels," Management Decision 30, no 1 (1992): 4-9; Peter H Riengen and Jerome B Kernan, "Analysis of Referral Networks in Marketing: Methods and Illustration," Journal of Marketing Research (November 1986): 37-78; Jerry R Wilson, Word of Mouth Marketing (New York: John Wiley, 1991); Cafferky's Free Word-of-Mouth Marketing Tips, 1999, available at ... quality, consumers can find events and experiences more actively engaging 3 Implicit - Events are more of an indirect "soft-sell." DIRECT MARKETING The many forms of direct marketing direct mail, telemarketing, Internet marketing share three distinctive characteristics Direct marketing is: 1 Customized -The message can be prepared to appeal to the addressed individual 2 Up-to-date-A message can be prepared... hearing and early adoption of the product.52 Personal selling can also make a strong contribution in consumer-goods marketing Some consumer marketers use the sales force mainly to collect weekly orders from dealers DESIGNING AND MANAGING INTEGRATED MARKETING COMMUNICATIONS CHAPTER 17 557 FIG 17. 6 Cost-Effectiveness of Three Different Communication Tools at Different BuyerReadiness Stages and to see that... would you make to senior marketing executives going forward? What should they be sure to do with their marketing? Sources: Cliff Edwards, "Intel Everywhere?" BusinessWeek, March 8,2004, pp 56-62; Scott Van Camp, "ReadMe.lst," Brandweek, February 23, 2004, p 17; "How to Become a Superbrand," Marketing, January 8,2004, p 15; Roger Slavens, "Pam Pollace, VP-Director, Corporate Marketing Group, Intel Corp,"... Dictionary of Marketing Terms (Chicago: American Marketing Association, 1995) 4 "Online Is in the Mix for Traditional Marketers," Special Advertising Section, Branclweek, February 17, 2003 5 Joseph W Alba and J Wesley Hutchinson, "Dimensions of Consumer Expertise," Journal of Consumer Research 13 (March 1987): 411-453 6 DeboraJi L Vence, "Marketing in Harmony: Boston Orchestra Tunes up Net Campaign," Marketing. .. "fail" in the sense that these communication effects are not accessible when consumers make Source: Kevin Lane Keller, Strategic Brand Management, 2nd ed (Upper Saddle River, NJ: Prentice Hall, 2002) DESIGNING AND MANAGING INTEGRATED MARKETING COMMUNICATIONS CHAPTER 17 561 This Dannon print ad includes a Web address as well as a coupon, to drive readers and customers to the Dannon Web site as well... the marketing communications mix involves asking members of the target audience whether they recognize or recall the communication, how many times they saw it, what points they recall, how they CHAPTER 17 563 felt about the communication, and their previous and current attitudes toward the product and the company Managing and coordinating the entire communications process calls for integrated marketing. .. spirits cannot be advertised or sold in Muslim countries Tobacco products are subject to strict regulation in many countries DESIGNING A N D M A N A G I N G INTEGRATED MARKETING C O M M U N I C A T I O N S MARKETING INSIGHT CHAPTER 17 CELEBRITY ENDORSEMENTS AS A STRATEGY A well-chosen celebrity can draw attention to a product or brand, as when Sarah, Duchess of York—better known as "Fergie"—showed... however, is not easy Ill Deciding on the Marketing Communications Mix Companies must allocate the marketing communications budget over the six major modes of communication—advertising, sales promotion, public relations and publicity, events and experiences, sales force, and direct marketing Here is how one company touches several bases DESIGNING AND MANAGING INTEGRATED MARKETING COMMUNICATIONS SELECT COMFORT . it be set? 5. What is an integrated marketing communications program? CHAPTER 17 DESIGNING AND MANAGING INTEGRATED MARKETING COMMUNICATIONS Modern marketing calls for more than developing. INTEGRATED MARKETING COMMUNICATIONS CHAPTER 17 537 TABLE 17. 1 Common Communication Platforms Advertising Sales Promotion Events/Experiences Public Relations Personal Selling _____ Direct Marketing. publicity); Chapter 19 examines the different forms of personal communications (direct marketing, including e-commerce, and personal selling). • • • • • • The Role of Marketing Communications Marketing