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Imc Presentation
- 1. Creating & delivering MESSAGES & INCENTIVES Presented by: Darpan Jain Arindam Talukder Divya Madan D S bhure Manoj Rajkhowa Radhika Sukhani Khushroo Dumasia Veer Abhimanyu Sood Suman Alla Abhishek Gupta Abhishek Rathi Jay Nahata PART-3
- 2. A brief….. Planning thedelivery of the chosen content Understanding and analyzing brand contact:- Brand audit Conducting the brand audit Brand contact delivery systems Communication flows Mental Brand networks or schema Planning the content • Consumer Insight • Developing a message and incentive strategy • Strategy development
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- 4. Understanding and analyzingBrand Contact Architecture Employees Other customers Services & services ITC standards Product/ Communication Company service/ standards . reputation brand Brochures and catalogues PR activities & Maurya events Sales Team WOM Restaurants
- 5. Whole Brand inventory:Conducting Brand Audit Step 1 Step 2 Step 3 Brand contact Importance Impression Customer Customer Message Resources evaluation evaluation expectation experience sent currently High<-->low +ve---- -ve High—med-low H—M--L Fav--unfav allocated Employees HIGH +ve High High Fav Optimum Architecture HIGH +ve High High Fav Excessive Hypothetical example Services & service HIGH +ve/-ve High H-M Fav High standards Communication HIGH +ve High High Fav Optimum standards Sales team H-M-L +ve High H-M Fav insufficient Brochures/catalogu MED +ve Med High Fav Sufficient es restaurants HIGH +ve High High Fav High Word of mouth HIGH +ve/-ve High H-M Fav/UF ------ Events LOW +ve High High Fav Sponsored PR activities MED +ve/-ve Low ---- Fav/UF ------ Company HIGH +ve/-ve High High Fav/UF High reputation Other customers HIGH +ve High High Fav High
- 6. Develop- ‘Whole Brandcontact priority grid’ Important I Company reputationII WOM Services Architecture WOM Employees Services Other Customers Co. Reputation Restaurants sales Brochures & catalogues -ve +ve PR Sales Events PR III IV Less important High priority Low priority
- 7. Brand Contact DeliverySystems of IMC The Concept • no mass marketing. • talk to customers/prospects when they want to hear from you and not at your convenience. • when delivered at the point of desire i.e. when it is wanted or needed, the customers are more receptive to it. • receptivity is directly related to relevance.
- 8. Layout – BrandContact Delivery Model Customer/Prospect Exposure Incentive Message Relevance/Receptivity Relevance/Receptivity Delivery Systems Product/Use Channel Traditional Media Electronic Media Special Events Package Product Directed Undirected Accessed Unintentional Wired Wireless Natural Sponsored Marketer Member TV/Radio/ Signage Internet Mobile Holidays Cultural Magazine Direct Mktg Trade e.g. FAB India (For men)
- 9. • Customer/Prospect: Boys18 yrs to 35 yrs • Message: New Designer (ethnic wear) • Incentive: Customization • Relevance/Receptivity: Navratri & Marriage Season • Channel (Direct Marketer): Exclusive Showrooms • Channel (Undirected Member): Ethnicity • Traditional Media (Accessed TV, Radio, Magazine): Common programs • Traditional Media (Unintentional Signage, Outdoor): Hoardings • e-Media (Wired): Popular public portals e.g. google, rediff, yahoo, orkut, facebook • e-Media (Wireless): sms
- 10. Traditional Outbound MarketingCommunication Model Consumer electronics Eureka Forbes, Sony, Noise: Clutter, Message conflict Samsung and inconsistency Message: Channel: Brand messages Newspaper, TV, Source: (planned, radio, magazine, Receiver : • Company/Brand unplanned, Email, sales rep., Target Audience • Agency product, customer service, services) Internet Feedback: Buy/not buy, request info., visit store, sample product, repeat visit/purchase
- 12. Customer Initiated InboundCommunication Model Telecom companies, Noise: Media Busy signal, Company delays, Incomplete info. Channel: Source: Message: • Toll-free number Customer or • Question • Letter Receiver: other • Complaint • Salesperson Company stakeholder • Compliment • Customer service • Internet Feedback: Response, recourse, recognition, respect, reinforcement
- 14. Mental Brand networksor schema Complete Easy to book relaxation online Reliable Attracts good Luxury crowd Bill Clinton Std. services Branded 5 Expensive star Safe Bukhara Sense of freedom Huge cheerful Large Good collection of ambience restaurants Find more Rejuvenating People to interact
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- 16. Developing a messageand Incentive Strategy Strategy Development Planning Marcom Content
- 18. Identifying the strongest motivational force in the mind of customer.
- 19. Identifying the Identification of psychological opportunity that strongest offers opportunity for the motivational force in marketer to intersect and the mind of connect customer. customer.
- 20. Identification of What marketer wants to psychological opportunity that deliver and what customer offers opportunity for the wants to acquire. marketer to intersect and connect customer. Identifying the strongest motivational force in the mind of customer.
- 21. Developing & TestingCustomer Insight FOR THAT PROVIDES WHO UNLIKE OUR PRODUCT IS A OUR PRODUCT
- 22. FOR WHO OUR PRODUCT IS A THAT PROVIDES UNLIKE OUR PRODUCT
- 23. FOR WHO OUR PRODUCT IS A THAT PROVIDES UNLIKE OUR PRODUCT
- 24. FOR WHO OUR PRODUCT IS A THAT PROVIDES UNLIKE OUR PRODUCT
- 25. FOR WHO OUR PRODUCT IS A THAT PROVIDES UNLIKE OUR PRODUCT
- 26. FOR WHO OUR PRODUCT IS A THAT PROVIDES UNLIKE OUR PRODUCT
- 27. FOR WHO OUR PRODUCT IS A THAT PROVIDES UNLIKE OUR PRODUCT
- 28. CUSTOMER INSIGHT A clientwanted to understand why several electronic features in a new model received a high number of problems in IQS and CSI, and was yielding lower overall customer satisfaction for the vehicle in general. Customer data analysis and a voice of the customer-based evaluation of the vehicle’s features against industry benchmarks in driving conditions showed that the vehicle’s new electronics, while robust in features, were overly complex, making it hard to use—and often frustrating. Indeed, the number of features had made the electronics of the vehicle a big hit internally at the client, but the complexity of accessing and using the features in driving conditions made these features almost a big “miss“ with customers. Based on the learning from this evaluation (and improved customer input), the interface design and functionality of the electronics now has greater intuitiveness and overall user accessibility.
- 29. MATCHING ORGANIZATIONAL CAPABILITY WITH INSIGHTS • Features are aligned to customer requirements for usability and reliability,… • Features do not reduce a vehicle’s overall perceived value by increasing quality issues and service repair problems, and that… • Problem prevention, particularly with new technology features, begins with strong customer information integration into the development process.
- 30. Developing a messageand Incentive strategy Brand Messages Brand Incentives Typical Goals Typical Goals Enhance Brands Gain Trail Outline Benefits Increase Usage Build Preference Encourage Stocking Differentiating from Competitors Promote Cross Purchase Typical Tools Typical Tools Media Press Coverage Price Reduction Events Coupons Literature Sampling Website Contests/ Sweepstakes Gifts/ Other offers
- 31. Strategy Development Who isthe Consumer? Does the Product or Service Fit the group? How will competition affect our objectives? What is the competitive Consumer Benefit? How will the Marketing Communication make the Benefit Believable? What should the personality of the brand, Company, or Product be?
- 32. Strategy Development What mainmessage do we want the consumer to take away? What will be the perceptual or promotional Effect be?` What are the consumer Brand Contact points? How will we handle future research?
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