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

1

A

2

3

4

5