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March 4, 2009
CIPR diplomaCIPR diploma
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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)
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Differences Between Marketing and PR
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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
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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
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“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?
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Vertical objectives integration
Horizontal/function integration
Marketing mix integration
Communications mix integration
Creative design integration
Internal/external integration
Financial integration
Seven Levels of IMC
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HSBC – Vertical Integration
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Schultz and Kitchen, 2000
Stages in IMC Development
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Schultz and Kitchen, 2000
The 8-Step IGMC Planning Process as aSystem
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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
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Creates competitive advantage
Boosts sales and profits
Cost and time efficiencies
Promotes dialogue Recognises the complexity of communications
process
Benefits of IMC
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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
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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
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• £1 million in donations
•42 consecutive days of free publicityfor NSPCC
•Number of callers to NSPCChelpline doubled
•Spontaneous recall of ad 47%
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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.
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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).
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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)
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Barclays – Total Branding
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Raffles Hotel - Singapore
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Engaging brands
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Developing Content
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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
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Integrated communication within an
organisation
Tench and Yeomans
(2006)