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Creating&
deliveringMESSAGES & INCENTIVES
Presented by: Darpan Jain Arindam Talukder
Divya Madan D S bhure
Manoj Rajkhowa Radhika Sukhani
Khushroo Dumasia Veer Abhimanyu SoodSuman Alla Abhishek Gupta
Abhishek Rathi Jay Nahata
PART-3
A brief…..
Planning the delivery 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
Planning Marcom Delivery
Employees
Sales Team
WOM
PR activities &
events
Company
reputation
Other
customers
Understanding and analyzing Brand Contact
Product/
service/
brand
ITC
Maurya
Architecture
Services &
services
standards
Restaurants
Communication
standards .
Brochures and
catalogues
Brand contact Importance evaluationHigh<-->low
Impression evaluation+ve---- -ve
Customer expectationHigh—med-low
Customer experienceH—M--L
Message sentFav--unfav
Resources currently allocated
Employees HIGH +ve High High Fav Optimum
Architecture HIGH +ve High High Fav Excessive
Services & servicestandards
HIGH +ve/-ve High H-M Fav High
Communication standards
HIGH +ve High High Fav Optimum
Sales team H-M-L +ve High H-M Fav insufficient
Brochures/catalogues
MED +ve Med High Fav Sufficient
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 reputation
HIGH +ve/-ve High High Fav/UF High
Other customers HIGH +ve High High Fav High
Step 1 Step 2 Step 3Whole Brand inventory: Conducting Brand Audit
Hy
po
the
tic
al
ex
am
ple
Important
+ve-ve
Less important
I II
IVIII
Develop- ‘Whole Brand contact priority grid’
High priority
Low priority
Company reputation
WOM
Services
Architecture
Employees
Other Customers
Restaurants
sales
Brochures & catalogues
Sales
Events
PR
PR
WOM
Services
Co. Reputation
Brand Contact Delivery Systems 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.
Layout – Brand Contact Delivery Model
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
Relevance/Receptivity
Customer/Prospect Exposure
MessageIncentive
e.g. FAB India (For men)
• Customer/Prospect: Boys18 yrs to 35 yrs
• Message: New Designer (ethnic wear)
• Relevance/Receptivity: Navratri & Marriage Season
• Incentive: Customization
• 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
• Channel (Direct Marketer): Exclusive Showrooms
Traditional Outbound Marketing Communication Model
Consumer electronics
Eureka Forbes, Sony,
Samsung
Feedback:Buy/not buy, request info., visit store, sample product,
repeat visit/purchase
Noise:Clutter, Message conflict
and inconsistency
Source:• Company/Brand
• Agency
Channel:Newspaper, TV, radio, magazine, Email, sales rep., customer service,
Internet
Message:Brand messages
(planned, unplanned,
product, services)
Receiver :Target Audience
Customer Initiated Inbound Communication Model
Telecom companies,
Media
Feedback:Response, recourse, recognition, respect,
reinforcement
Noise:Busy signal, Company
delays, Incomplete info.
Source:Customer or
other stakeholder
Channel:• Toll-free number
• Letter• Salesperson
• Customer service • Internet
Message:• Question• Complaint
• Compliment
Receiver:Company
Mental Brand networks or schema
Branded 5 star
Reliable
Easy to book online
Attracts good crowd
ExpensiveStd. services
Complete relaxation
Luxury
Bukhara
Large collection of restaurants
Sense of freedom
Safe
Huge
Good ambience
Rejuvenating
cheerful
Find more People to interact
Bill Clinton
Planning Marcom Content
Developing a message and Incentive Strategy
Strategy Development
Planning Marcom Content
Identifying the
strongest motivational
force in the mind of
customer.
Identification of
psychological opportunity that
offers opportunity for the
marketer to intersect and
connect customer.
Identifying the
strongest
motivational force in
the mind of
customer.
What marketer wants to
deliver and what customer
wants to acquire.
Identification of
psychological opportunity that
offers opportunity for the
marketer to intersect and
connect customer.
Identifying the
strongest motivational
force in the mind of
customer.
Developing & Testing Customer Insight
FOR
WHO
OUR PRODUCT IS A
THAT PROVIDES
UNLIKE
OUR PRODUCT
FOR WHO OUR PRODUCT IS A THAT PROVIDES UNLIKE OUR PRODUCT
FOR WHO OUR PRODUCT IS A THAT PROVIDES UNLIKE OUR PRODUCT
FOR WHO OUR PRODUCT IS A THAT PROVIDES UNLIKE OUR PRODUCT
FOR WHO OUR PRODUCT IS A THAT PROVIDES UNLIKE OUR PRODUCT
FOR WHO OUR PRODUCT IS A THAT PROVIDES UNLIKE OUR PRODUCT
FOR WHO OUR PRODUCT IS A THAT PROVIDES UNLIKE OUR PRODUCT
CUSTOMER INSIGHTA client wanted 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.
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.
Developing a message and Incentive strategy
Brand Messages Brand Incentives
Typical GoalsEnhance BrandsOutline BenefitsBuild PreferenceDifferentiating from Competitors
Typical ToolsMedia Press CoverageEventsLiteratureWebsite
Typical GoalsGain TrailIncrease UsageEncourage StockingPromote Cross Purchase
Typical ToolsPrice ReductionCouponsSamplingContests/ SweepstakesGifts/ Other offers
Strategy Development
Who is the 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?
Strategy Development
What main message 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?
THANK YOU
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