CIPR Diploma Day 17 040309 SOAS

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March 4, 2009

CIPR diplomaCIPR diploma



Historical Development of Public Relations

and MarketingPUBLIC RELATIONS

SOCIO-ECONOMIC FORCES

Press agentry Public information Two-way(a)symmetric(managerial)

MARKETINGSOCIO-ECONOMIC FORCES

Production Selling Market(managerial)

1800-1900 1900-1940 1980-1990 1990-present

INTEGRATION Corporate

communications

Cornelissen (2004: 36)



Differences Between Marketing and PR



Marketing Marketing/PR Public relations

Market assessmentCustomer segmentationProduct developmentPricingDistributionServicingSales forceSales promotionProduct advertising

Image assessmentCustomer satisfactionCorporate reputationMedia strategy

Corporate advertisingEmployee attitudes

PublicationsEventsIssues managementCommunity relations

Identity/corporateimageryMediaLobbying/public affairsSocial investment/CSR

Cornelissen (2004: 40)

PR and Marketing Overlaps



Marcomms – Moving from Intrusion to

CollaborationIntrusion Collaborative

Scattergun – poor targeting, mass

communication

Consent-based dialogue – building

relationships, two-way dialogue

Seller benefits – lack of focus on

customer needs

Mutual benefits – consumer

incentives, loyalty programmes

Media constrained – reliance on

historical usage limited to one majormedia form, often advertising

Media transparent – using a full range,

including new media

Invasion of privacy – over-communicating, using “acquired”

personal information

Respect for privacy – data protection

Poor innovation – lack of creativity Radical innovation – electroniccommunication

Impact unknown – no emphasis onresponse measurement, focus on

acquisition

Return on communication – need forperformance measurement





“IMC considers all sources of brand or company

contacts which a customer or prospect has with theproduct or service as potential delivery channels forfuture messages.”

Shultz (1993)

What does integrated marketing

communication do?



Vertical objectives integration

Horizontal/function integration

Marketing mix integration

Communications mix integration

Creative design integration

Internal/external integration

Financial integration

Seven Levels of IMC



HSBC – Vertical Integration



Schultz and Kitchen, 2000

Stages in IMC Development



Schultz and Kitchen, 2000

The 8-Step IGMC Planning Process as aSystem





Customers of one part of the business not recognised

by another Several different sales people from same company

needed to cover product/service range

Learnings from one part of the business nottransferred to another

Conflicting sales objectives

Marketing and communications work in silos

Unintegrated organisations



Creates competitive advantage

Boosts sales and profits

Cost and time efficiencies

Promotes dialogue Recognises the complexity of communications

process

Benefits of IMC



Absence of cross-disciplinary skills

Egos and turf battles

Organisational structures

Focus on outputs rather than outcomes Focus on campaigns not long-term

relationships and dialogue

Barriers to IMC



This is the 4Cs framework by Fill which aims to

summarise the key characteristics of the major

marketing communications tools. Can you fill in theblanks against PR?

Class Exercise: Worksheet



• £1 million in donations

•42 consecutive days of free publicityfor NSPCC

•Number of callers to NSPCChelpline doubled

•Spontaneous recall of ad 47%



Push, pull, or profile strategies

Push Communications focused on moving goods through

distribution channels in stages. Mainly business tobusiness – personal sales, trade shows.

Pull Communications focused directly on the customer or

user of service – advertising, sales promotions.

Profile Communications focused on a range of stakeholders

and identity/reputation – PR, sponsorship, internalcommunication.



Colluding with customers

The mobile phone brand O2 was

launched in 2002 and involvedthe re-branding of BT Cellnet – seen as dull in comparison to

Vodaphone and Orange.

The focus was on connectingwith lifestyles and attitudes toengage customers more.

Visual integration aimed at building brand awareness across all channels.Strategic integration focused on brand, products and communications.See mini case study 26.1 in Tench and Yeomans (2008: 506).



Total brand communication

“In many situations there is little actual difference between

competing products, so it is the role of communications to createperceptions of difference in executing positioning strategies”

Important characteristics for message creation and delivery:

ClarityCoherenceConsistencyControlCommitmentContact

Customer driven

Tench and Yeomans (2008: 509-13)



Barclays – Total Branding







Raffles Hotel - Singapore



Engaging brands





Developing Content



CEO

Director of CorporateCommunications, InvestorRelations & Public Affairs P.A.

Head of Business Unit

Divisional Product / LocalPR (Teams of 3 - 8)

Global Head ofMedia Relations

InvestorRelations

(Team of 2)

5 press officers

InternalCommunications

(Internet/intranet &house magazine)

CommunityRelations

Community

relations,sponsorship

Responsible for internal communications specific to the

division, handling of trade press,product PR and regional media.

Corporate Communications Departments



Integrated communication within an

organisation

Tench and Yeomans

(2006)

Documents

CIPR Diploma Day 17 040309 SOAS