Integrated Marketing Communications: Provenance, Practice .
1.3Integrated MarketingCommunications: Provenance,Practice and PrinciplesPrasad A. NaikThe last 100 years of advertising gave birthto four big ideas: Scientific Advertising byClaude Hopkins, Unique Selling Proposition(USP) by Rosser Reeves, Brand Image byDavid Ogilvy, and Integrated MarketingCommunications (IMC) propagated byDon Schultz (for details, see Jones, 2002).Each marks the best response of advertisersand agencies to the then prevailing marketconditions. Specifically, advances in printmedia and direct mail in the first quarter ofthe twentieth century led Claude Hopkinsto master the art of copy writing andto experiment and measure consumers’response, thus ushering science into the craftof advertising. As roadways and railwaysconnected the distant towns, competingmanufacturers found opportunities toexpand distribution and sales of theirproducts. So Rosser Reeves’ USP approachemphasized functional benefits, articulatedvia a proposition (e.g., Head & Shoulderseliminates dandruff), to not only appeal to[14:32 17/5/03 4925-Ambler-Ch1-3.tex]Paper Size: a4 papermillions of consumers, but also differentiatethe advertised product uniquely fromother brands. The second half of the lastcentury discovered television and intensifiedcompetition, which led David Ogilvy tochampion the idea of “building a brandimage”. Utilizing the strengths of televisionmedium that combines sights, sounds andmotion, this idea associates inanimateproducts with human personalities (e.g.,Marlboro conveys masculinity) so that theresulting associations endure for decadesbecause competitors cannot imitate such nonfunctional brand values (unlike USP-baseddifferentiation via attributes and benefits).During the 1970s through the 1980s, theideas of USP and brand image fused togetherand metamorphosed into what is nowknown as “positioning”, where the firmdifferentiates its brand from competing ones(as in the USP approach) using perceptualdimensions (as created by brand imagery).At the core, however, these three ideasJob No: 4925Ambler: The SAGE Handbook of AdvertisingPage: 3535–53
36OVERVIEWare alike: they decompose advertising intospecialized media – print, television, billboards, promotions, direct mail – and managethem individually.In contrast to this reductionism, DonSchultz at the Northwestern Universitypromoted the IMC perspective, which takesthe holistic view of building brands byintegrating all marketing communicationsactivities (Schultz, 1989). Such integration,it was felt, would result in synergies, especially given the diminished effectiveness ofindividual activities due to the proliferationof newspapers and magazines, fragmentationof media via multiple channels, growth ofprice promotions to concede to powerfulretailers, and emergence of the Internet.Advertisers embraced the IMC concept;agencies responded by creating “one-stopshops” via mergers and acquisitions ofrelated businesses (e.g., database marketingfirms). But two fundamental issues surfaced:How can managers measure synergies? Howshould their decisions differ from those underprevious paradigms?This chapter elucidates not only theseissues, but also related principles of IMC.Addressing squarely how managers should actdifferently, the principle of synergy states thatbrand managers should increase the mediabudget and allocate more than fair share tothe less effective activity as synergy betweenactivities increases (see Naik and Raman,2003). I clarify the intuition for these results inpropositions 3 and 4. The rest of the chapterproceeds as follows: provenance of the fourbig ideas, IMC practice, principles of IMC,current trends, and lastly, a prognostic viewof the emerging media landscape and areaswhere research is needed. Finally I provide achapter summary.Scientific advertisingClaude Hopkins (1866–1932) introduced thescientific method to the practice of advertising. Best known for the “hard sell” approachto copywriting, he believed that the purpose ofadvertising is to sell and that consumers wouldbuy if an ad copy articulates the “reason why”they should buy the advertised product. Henot only implemented this principle, but alsomeasured consumers’ response by countingthe number of coupons they redeemed,which is a proxy for sales generated bythe ad copy. According to Jones (2002,p. 4), he could demonstrate “differencesin effectiveness between media vehicles,between different advertisements, and – mostimportant – between relatively small variations of individual subjects”. This applicationof scientific method to improve advertisingsowed the seeds for the formation of marketand opinion research companies. Specifically,in 1921, J. Walter Thompson hired JohnWatson, the father of behavioural research, tounderstand consumer behaviour; Young andRubicam hired George Gallup in 1932 tofurther develop copy and media research.The big idea in Hopkins’ approach thatmakes it “scientific” is not the hard-sellingstyle per se; rather it is the implicit notions ofmeasurement and accountability. Companiesmust use those notions even today; seeSchultz’s (2005) call for “measure, thenbudget”, urging managers to estimate theeffects of advertising so that they coulddetermine the appropriate budget rather thanthe prevailing practices of either “budget, thenmeasure” approach (i.e. first develop a mediaplan and then track sales or awareness) or,worse yet, the budget-and-forget approach(i.e., spend budget, collect no measurements,mark-up the budget for media inflation insubsequent years).PROVENANCE OF FOUR BIG IDEASUnique selling propositionI briefly sketch these four big ideas thatshaped the practice of mass advertising in lastcentury.Building on Hopkins’ research-based hardsell approach, Rosser Reeves (1910–1984)defined the concept of Unique SellingProposition (USP), which requires the[14:32 17/5/03 4925-Ambler-Ch1-3.tex]Paper Size: a4 paperJob No: 4925Ambler: The SAGE Handbook of AdvertisingPage: 3635–53
INTEGRATED MARKETING COMMUNICATIONS: PROVENANCE, PRACTICE AND PRINCIPLEScompany to make a proposition to itscustomers (see Reeves, 1960): “Buy this product, and you will get this specificbenefit”. “The proposition must be one that the competitioneither cannot, or does not, offer”. “The proposition must be so strong that it canmove the mass millions, i.e., pull over newcustomers to your product”.The advertisement itself should focus on asingle message to be presented repeatedlybecause “the consumer tends to remember justone thing from advertising – one strong claimor one strong concept”.Another key element of the USP approachis repetitive advertising, i.e., the intensive useof media weight and frequency to “poundthe concept into the heads of consumers”, asDon Schultz says (personal communication).This combination of USP and repetitionincreased the sales for such brands as Anacin,Listerine or Colgate. Recent examples ofthe USP approach include Oil of Olay’scampaign, “you get younger-looking skin”, orHead and Shoulders’ slogan, “you get rid ofdandruff”.As I noted in the Introduction, the bigidea underlying USP was functional differentiation, mass appeal, and repetitiveadvertising, which were driven by intensifiedcompetition and increased distribution dueto the then prevailing economic milieu.However, functional differentiation is notsustainable because competitors will imitate,especially if the advertised benefit succeedsin moving millions of consumers away fromtheir brands!Brand imageTo overcome this drawback of the USPapproach, marketers recognized that theadvertised benefit need not be “functional” –just something memorable that differentiates the brand from competing ones.David Ogilvy (1911–1999) advocated that,in the long run, advertising can associatea brand with an image or personality.[14:32 17/5/03 4925-Ambler-Ch1-3.tex]Paper Size: a4 paper37His advertisements created brands such asHathaway shirts, American Express, RollsRoyce and Pepperidge Farm.The big idea underlying the brand imageconcept is that clients and/or agencies canengineer an abstract (i.e., non-functional)differentiation via associations, personifications, or even imaginary characters. Becausean abstract feature cannot be copied bycompetitors (without evoking ridicule fromconsumers and trade), it sustains differentiation in the long run (e.g., up to 30 years).To appreciate the power of this simple idea,consider Kellogg’s Frosted Flakes brand thatenjoys the largest volume share in the US inan intensively advertised category of cereals.In 1952, Leo Burnett agency created Tonythe Tiger, and this abstract entity has beenassociated with Kellogg’s Frosted Flakes forthe last five decades consistently. The specialcentennial issue of Advertising Age ranks itas the top 10 icons of the 20th century basedon criteria such as effectiveness, longevity,recognizability and cultural impact. Othernine icons include Marlboro Man, RonaldMcDonald, Green Giant, Betty Crocker,Energizer Bunny, Pillsbury Doughboy, AuntJemima, Michelin Man and Elsie. Theyall corroborate the hypothesis: strong brandimage shields and strengthens the brand’sshare.Given that these images stick for decades,managers need to balance the contrastingneeds for continuity and for change. As forTony the Tiger, children’s book illustratorMartin Provinsen first created an orange cat,which walked on all fours, with black stripesand a blue nose. To keep freshness, combatad wearout (see Naik et al., 1998 for mediaspacing strategy), maintain relevance withnew cohorts of consumers, Tony experienceddramatic changes, for example, Americanfootball-shaped head was replaced with arounder form; eye colours changed from greento gold; new addition of whisker bones andcontours. To maintain continuity, Tony’s voiceremained unchanged: the sole voiceover andtrademark growl – They’re Gr-r-reat! – wasoffered by Thurl Ravenscroft (who passedaway recently at the age of 91).Job No: 4925Ambler: The SAGE Handbook of AdvertisingPage: 3735–53
38OVERVIEWIntegrated marketingcommunicationsThe IMC concept originated in US businesspractice in the 1980s and has been forcefullypromoted by Don Schultz since then (Schultz,1989). Many companies embraced this concept in practice not only because mergersand acquisitions led to consolidation of theadvertising industry (which resulted in onestop shopping of communications needs suchas media and creative, consumer promotionsand direct marketing, PR and product placement), but also because synergies emergedwhen various communications activities wereintegrated within the IMC framework. Consequently, academic journals devoted space todeepen the understanding of IMC; see the special issues of Journal of Advertising Research(2004), Journal of Marketing Communications (1996), Journal of Business Research(1996), and numerous textbooks (e.g., Schultzet al., 1993; Belch and Belch, 2003).The big idea in the IMC concept is theholistic view of marketing communicationsso that brands capitalize synergies amongadvertising, direct response, sales promotion,and public relations. This creative combination of multiple activities should offerclarity, consistency and impact (Schultz et al.,1993, p. 6). Raman and Naik (2006) proposea succinct objective:An IMC program plans and executes variousmarketing activities with consistency so that its totalimpact exceeds the sum of each activity’s impact.PRACTICE OF IMCThe practice of IMC crossed from NorthAmerica to Asia to Europe to the PacificRim and South America. Several studiesTable 1.3.1Impact of IMC on communications budgetClient budget will increaseClient budget will remain the sameClient budget will decrease[14:32 17/5/03 4925-Ambler-Ch1-3.tex]investigated this rapid diffusion of IMC.Specifically, Schultz and Kitchen (1997)survey the practices of the US agencies;Eagle et al. (1999) and Eagle and Kitchen(2000) review the perceptions among marketers and agencies in New Zealand; Kitchenand Schultz (1999) provide a multi-countrycomparison, including the UK, Australiaand India; Kim et al. (2004) complementthese studies conducted in English-speakingcountries by surveying managerial practicesin South Korea, where marketers tend tooperate in-house ad agencies (unlike othercountries). Based on this cumulative knowledge, I summarize three conclusions fromsurveying the practice of IMC.First, according to 90% of the agencies,communications budgets increase or stay thesame when brand managers adopt IMC programmes. This may seem slightly surprisingsince the realized synergies might promptsome companies to achieve the same resultswith smaller budgets. Specifically, Table 1.3.1reports this finding from Schultz and Kitchen(1997, p. 11), indicating that advertisers arelikely to spend more dollars when theyadopt IMC programmes. Interestingly, thisfits with Proposition 3 in section 4, whichsuggests that increasing budgets, where IMChas caused them to become more productive,can maximize an advertiser’s own profit in thelong run.The second conclusion pertains to theimportance of measuring synergy. Schultzand Kitchen (1997, p. 13) note, “How tomeasure IMC programs seems to be anissue that most executives are not able toclearly answer, though it is a criteria whichis very important to them”. In the IMCFramework section, I explain the challengesfaced by previous methods, which eludedthe estimation of synergy during the pastPaper Size: a4 paperAcross allagencies (%)Across those agencies whoseclients practiced IMC (%)73.019.83.266.625.44.0Job No: 4925Ambler: The SAGE Handbook of AdvertisingPage: 3835–53
INTEGRATED MARKETING COMMUNICATIONS: PROVENANCE, PRACTICE AND PRINCIPLESdecade, and then describe an implementableapproach for estimating synergy using marketdata readily available to brand managers (alsosee the section titled Perils of using regressionanalysis to estimate synergies, for more recentadvances).Third, some skeptics wondered whetherIMC entails anything different from the otherthree advertising paradigms. In the Principlesof IMC section, normative results showthat budgeting and allocation behaviours,carryover effects, long-term profitability, andmanagers’ decision-making under uncertaintydiffer substantively when brand managersadopt the IMC perspective. In addition,empirical evidence from a field study validatessome aspects of the IMC concept. Specifically,McGrath’s (2005) results show that messagesemploying an IMC strategy (i.e., those witha common theme executed across multiplemedia in a visually consistent manner) inducestronger attitude towards the brand thanthe same messages employing a traditionalstrategy (i.e., executions with less visualconsistency). These empirical results resonatewith the emerging IMC principles, whichI describe next.PRINCIPLES OF IMCHere I review both the standard and IMCmodels so that I contrast not only theiressential difference, but also the consequencesfor decision-making and profitability. Beforepresenting the principles, I have extendedthe IMC framework from communicationsto marketing-mix activities of various kinds(e.g., sales promotion, displays, customeracquisition and retention, Internet advertising) that potentially increase brand salesand that exhibit synergies amongst them.The IMC model (Naik and Raman, 2003)assumes that the brand sales result fromthe “efforts” invested in multiple activitiesin the firm’s marketing mix. Although Naikand Raman (2003) operationalize “effort”via dollars spent on television and printadvertising empirically to validate their modelspecification, the following propositions hold[14:32 17/5/03 4925-Ambler-Ch1-3.tex]Paper Size: a4 paper39true for multiple marketing-mix activitieswith positive impact on sales and forall feasible parameter values (not just theestimated coefficients). So the propositionsto be presented below are not empiricalgeneralizations but theoretical generalizationsbased on an empirically validated modelspecification. Given this focus on the integration of various kinds of marketing activities,readers interested in advertising budgetingprocess or media planning and scheduling(i.e., optimal allocation of budget over time)should consult the other chapters (by Farrisand West, 2007, Chapter 5.3; Danaher, 2007,Chapter 5.2 and Vakratsas and Naik, 2007,Chapter 5.4).Traditional advertising (non-IMC)frameworkAcross the three big ideas in advertising,excluding IMC, the various modes of communications such as television, radio andnewspapers exert independent effects onconsumers. Given the lack of consideration ofjoint effects and cross-media complementarities, inconsistencies could arise between themessages carried by disparate communications media from the same organization. Thispotential for inconsistencies raised questionsabout how media advertising works. Inaddition, cognitive psychology shed newlight on consumer information processing,suggesting that consumers absorb informationabout goods and services from a number ofsources, not all of which are formal promotional messages. So, no longer can marketersassume that they control the way consumersthink about brands via image-building mediaadvertising. Despite these concerns, standardadvertising theory offered deep insights bydeducing fundamental principles of budgetingand allocation, which I explain in the next twopropositions.For clarity, suppose managers spend u1 andu2 dollars on two communications activitieswith effectiveness β1 and β2 , respectively;then the total budget is (u1 u2 ), andthe budget allocation is u1 /u2 . Based on Naikand Raman (2003), I state the normativeJob No: 4925Ambler: The SAGE Handbook of AdvertisingPage: 3935–53
40OVERVIEWresult in the following proposition:allocation does not depend on the carryovereffect.Proposition 1: In multimedia advertising, asthe effectiveness of an activity increases, theoptimal spending on that activity increases,thus increasing the optimal total media budget.Furthermore, the total budget should be allocated to multiple activities in proportion to theirrelative effectiveness.This proposition informs managers that ifan ad agency improves the creative copy,thereby increasing the effectiveness of television advertising (say β1 ), then they shouldincrease the expenditures on TV advertising(i.e., increase u1 ). This proposition cautionsthe managers against the tempting – butincorrect – intuition: “now that we have abetter advertising campaign, we should beable to achieve greater impact with less (or thesame) budget”.Another insight from this propositionis revealed by the question: Why shouldmanagers spend any dollars at all on theless effective media? Because they shouldnot invest in the most effective activityafter diminishing returns set in. Rather, theyshould shift the allocation to the next mosteffective medium so as to locate the firm onthe steep region of the response curve forthe less effective medium rather than stayon its flatter portion for the more effectivemedium. Consequently, as in proposition 1,the eventual budget allocation results in theoptimal proportion β1 /β2 (and not 100% tothe most effective activity and zero to the lesseffective ones).The standard advertising theory also investigated the role of carryover effects, whichcapture the long-term effects of advertising.Naik and Raman (2003) showed that notonly do managers need a larger total budgetwhen carryover effects are large, but thatthey should increase spending on each of thecommunications activities proportionately sothat the relative allocation remains invariantto the magnitude of the carryover effect.I summarize these findings as follows:Proposition 2: In multimedia advertising, asthe carryover effect increases, the optimaltotal media budget increases; however, budget[14:32 17/5/03 4925-Ambler-Ch1-3.tex]Paper Size: a4 paperJob No: 4925To develop the intuition for this proposition,I observe that the carryover effect enhancesthe long-term effectiveness of communications activities. Specifically, if denotes thecarryover effect, then the long-term effectiveness of each activity is given by βi /(1 ),which exceeds the short-term effectivenessβi (because is a positive fraction). Furthermore, the long-term effectiveness of eachactivity increases proportionately by thesame factor, (1 ) 1 . Hence the relativeproportion β1 /β2 must necessarily remainunchanged, keeping the budget allocationinvariant to changes in the carryover effect.IMC frameworkManagers should recognize that consumerscombine the information they receive fromvarious media whether or not the firm itselfintegrates those messages across media. Toprevent consumers from integrating theminconsistently, they should take charge ofthis process, and this proactive view ofIMC represents the new approach to mediaplanning (see the section on Negative synergies between advertising and promotion inoligopoly markets for further details). Theoverriding purpose of IMC is to manage allmarketing activities that impact sales, profits,and brand equity.The IMC model emphasizes the role ofjoint effects or synergies generated dueto the orchestration of multiple activities.Consider, for example, the recent launch ofF-150 that utilized an IMC campaign. Briggset al. (2005) report that, in the first twomonths of this campaign, Ford spent over 60 million in television advertising to targetconsumers (males, 25 to 49 years), whosaw these ads 30 times during the 60-daylaunch period. Online advertising consistedof page takeovers of major portals and portal“roadblocks”, which is a simultaneous addisplay across multiple sites. Besides television and online ads, Ford used radio, print,outdoor, and direct mail to support this launch.Ambler: The SAGE Handbook of AdvertisingPage: 4035–53
INTEGRATED MARKETING COMMUNICATIONS: PROVENANCE, PRACTICE AND PRINCIPLESOne of the goals was to generate synergiesbetween mass media campaigns and onlineadvertising. To this end, Marketing Evolution,a specialist marketing measurement firm, inconjunction with the Advertising ResearchFoundation (ARF), Association of NationalAdvertisers (ANA) and American Associationof Advertising Agencies (AAAA), conductedCross-Media Optimization Study (XMOS).Using a model-based approach, Ford measured not only the effectiveness of individualmedia effects, but also the complementaryeffects and synergies (for further details, seeBriggs et al., 2005). Thus, IMC framework ismuch more than simply using multiple mediaconcurrently as in the standard multimediamodel, where the effectiveness of eachactivity does not depend upon any otheractivity. In contrast, in an IMC model, theeffectiveness of each activity depends uponall other communications activities used bythe firm. Given this IMC framework, a numberof fundamental questions arise: How to measure synergies using readily availablemarket data? How does synergy affect the magnitude of themultimedia budget? How should managers alter budget allocations assynergy increases (or decreases)? How does synergy moderate the effects ofadvertising carryover on the budget and itsallocation? Are there catalytic effects of synergy? How should managers make budgeting andallocation decisions under uncertainty?I address all these issues in turn.Measurement of synergyOne of the earliest studies attempting tomeasure media synergy was conducted bya consortium of radio network companies,who sampled 500 adults, ages 20–44, across10 locations in the United Kingdom. The mainfindings indicated that 73% of the participantsremembered prime visual elements of TVads upon hearing radio commercials. Inaddition, 57% re-lived the TV ads whilelistening to the radio advertisement. Thus,radio ads reinforced the imagery createdby TV commercials, resulting in synergy[14:32 17/5/03 4925-Ambler-Ch1-3.tex]Paper Size: a4 paper41between television and radio advertising (forfurther details, see Radio Advertising Bureauat www.rab.co.uk).Although the estimation of cross-mediasynergy remained elusive, standard advertising models attempted its estimation byspecifying brand sales a response function ofmanagers’ current actions and past outcomes;for example, St β0 β 1 u1t β2 u2t St 1 εt . Gatignon and Hanssens (1987)pioneered the distinction between a responsefunction and process functions, which explainhow effectiveness parameters themselvesdepend on managers’ actions. In other words,managerial actions affect not only marketoutcomes (e.g., sales, share), but also theeffectiveness of marketing activities. Forexample, suppose that radio and TV advertising enhance each other’s effectiveness. Sucheffects are captured in the process function(say) β 1 β1 κ u2 , which suggests that thespending level u2 increases the effectivenessβ 1 in the presence of positive synergy (κ 0).When this process function is substituted intothe above response function, the resultingIMC model isSt β0 β1 u1t β2 u2t κu1t u2t St 1 εt(1)which contains an interaction term thatcaptures the extent of synergy.This notion of process function is deterministic and static (i.e., without the error terms orlagged βs). Even so, many challenges arise inapplying the ordinary least squares (OLS) orrelated statistical approaches to estimate theparameter for synergy, κ. These challengesarise because OLS and related statisticalapproaches ignore inter-temporal dependenceand non-stationarity in the observed salesprocess, thereby resulting in biased parameterestimates and incorrect budget determination.I substantiate the perils of using OLS inthe section titled Perils of using regressionanalysis to estimate synergies.Advanced estimation techniques overcamethese challenges and facilitated the jointestimation of both response and process functions. Specifically, applying Wiener-KalmanJob No: 4925Ambler: The SAGE Handbook of AdvertisingPage: 4135–53
42OVERVIEWIn sum, Dockers brand’s advertisingfurnishes strong support, in terms of both fitand forecast, for the proposed IMC model.Not only the resulting empirical findingscontribute to the sparse marketing literature oncross-media synergies, but also the estimationmethod – based on the Kalman filter for fittingdynamic multi-media advertising models tomarket data – enables managers to discoverempirical insights for their particular brands.filtering theory, Naik and Raman (2003)developed an appropriate method and demonstrated its application by analyzing the salesand advertising data for Dockers brandof Khaki trousers in the fashion apparelsmarket. They furnished strong evidence forthe presence of synergy between televisionand print advertising.Figure 1.3.1 displays the fit and forecastfrom Naik and Raman’s IMC model. Thegoodness-of-fit measures in-sample fit withthe market data. On the other hand, thequality of forecasts shows how well themodel predicts out-of-sample observations.To assess this predictive validity, Naik andRaman (2003) conducted a cross-validationstudy, and these results also are shownin Figure 1.3.1 (see hold-out sample).It indicates that the proposed model, fittedwith sub-sample data, predicts the newobservations, including the turning points,satisfactorily. Thus, the IMC model not onlyfits the sample data, but also exhibits strongpredictive performance.They further generalized this approach toestimate a general nonlinear, non-stationary,dynamic and stochastic process functions(for details, see Naik and Raman, 2003,p. 384). Thus, managers can use this Kalmanfiltering approach to estimate the magnitudesof synergy for their own brand-specificmultimedia advertising (see Schultz, 2004).Actual DataMultimedia budgeting in thepresence of synergyAfter managers establish the existence ofsynergy in their markets, how should theydetermine the multimedia budget? Applyingoptimal control theory, Naik and Raman(2003) addressed this question by showingthat, in dynamic equilibrium, the total budgetshould be increased to capitalize mediasynergies. I present this normative result asProposition 3: As synergy increases, the optimal total media budget increases.First, this proposition is consistent withagency beliefs. Table 1.3.1 displays howsenior agency personnel think aboutthe impact of IMC on their clients’ budgets.A vast majority (73%) believe that the budgetwill increase when clients adopt the IMCperspective. For agencies whose clients haveadopted IMC, their beliefs are informed bytheir clients’actual use of IMC, and this subsetFull-sample ModelSub-sample ModelHoldoutSample4035Retail Sales3025201510501 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47MonthsFigure 1.3.1Actual retail sales versus model forecasts[14:32 17/5/03 4925-Ambler-Ch1-3.tex]Paper Size: a4 paperJob No: 4925Ambler: The SAGE Handbook of AdvertisingPage: 4235–53
INTEGRATED MARKETING COMMUNICATIONS: PROVENANCE, PRACTICE AND PRINCIPLESof agencies also lends support to theabove proposition (see the last column ofTable 1.3.1).Second, this proposition addresses theage-old issue of whether or not managersoverspend, i.e. actual expenditure exceeds theoptimal budget. Overspending is likely to besmaller when the total budget reflects theobjectives of orchestrating the communications mix.Lastly, managers should not simply spendadditional money to “do more of the samething”. Rather, the increased budget shouldbe utilized to create synergies between activities. The resulting synergies then enhanceboth short- and long-term effectiveness ofmarketing activities.Multimedia allocation in the presenceof synergyNext I note the important finding that budgetallocation is qualitatively different in thepresence of synergy, requiring managers to actdifferently when implementing IMC. Basedon Naik and Raman (2003), synergy alters thebudget allocation:Proposition 4: As synergy increases, the proportion of media budget allocated to themore (less) effective communications activitydecreases (increases). If the various activities areequally effective, managers should allocate themedia budget equally among them regardlessof the magnitude of synergy.The counter-intuitive nature of this resultis its striking feature. To unde
[14:32 17/5/03 4925-Ambler-Ch1-3.tex] Paper Size: a4 paper Job No: 4925 Ambler:The SAGE Handbook of Advertising Page: 35 35–53 1.3 Integrated Marketing Communications: Provenance, Practice and Principles Prasad A. Naik The last 100 years of advertising gave birth to four big ideas: Scientific A
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Institutional Marketing and Communications is the primary communications and marketing organization for the University of Wyoming. Institutional Marketing and Communications enhances . Develop, execute and assess integrated, strategic marketing and communications programs, both internal and external, that strengthen, promote and protect .
The Decay of Lying, Wildean, 37 [July 2010], 16). The Provenance of Wilde’s “Decay of Lying” 2 1 essays, “Shakespeare and Stage Costume” (1885) and “Pen, Pen and Poison” (1889). This recent 2 discovery about the provenance of th
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What Is Integrated Marketing Communications? Integrated Marketing Communications Coordination of promotional efforts for maximum informational and persuasive effect Primary goal is to achieve and to support marketing objectives This is primarily accomplished by sending an integrated and consistent message to consumers Usually employs a variety of mediums
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