中国经济管理大学

《战略品牌管理》MBA导师手册（工商管理经典教材）

Chapter 6
Integrating Marketing Communications to Build Brand Equity

Overview
This chapter describes the new media environment and role of marketing communications in building brand equity. Advertising, promotions, direct marketing, event sponsorship, personal selling, publicity and public relations and other forms of marketing communications are the means by which firms stay in touch with consumers and form relationships with them. They can help build customer-based brand equity by affecting brand awareness; by creating, reinforcing or strengthening favorable and unique band associations; by eliciting positive brand judgements or feelings; and facilitating brand resonance.  A communications campaign should contain a mix of options, each selected based on its ability to achieve specific objectives and to integrate with other options to maximize brand equity.

The options included in a mix should, through their complementarity, produce results that are greater than the sum of their individual effects. Whenever possible, options should be linked to one another through the use of common visual or verbal information. Such links, or cues, enhance consumer motivation, ability, and opportunity to process and retrieve brand-related information. Hence, they facilitate the formation of strong, favorable, and unique associations.

Components of a communication strategy can be judged for their ability to achieve the desired brand knowledge structures and elicit the differential response from consumers that creates brand equity. Six success factors for advertising are identified: consumer targeting, ad creative, consumer understanding, brand positioning, consumer motivation, and ad memorability. A flexible marketing program is one that contributes to brand equity in a number of different ways.

Each type of marketing communication tool is evaluated in the chapter. These include all advertising, in the form of television, radio, print, direct response, on-line, place (billboard, poster, movie, airport, product placement). Also included are promotions – sales promotions, consumer promotions, and trade promotions; event marketing and sponsorship; public relations and publicity; and personal selling.

The chapter discusses the importance of integrated marketing communication for maximizing the contribution to brand equity of a brand’s marketing program. An integrated marketing communication program must be judged on six criteria: coverage, contribution, commonality, complementarity, versatility, and cost.

Brand Focus 6.0 discusses how to coordinate media buys in order to maximize brand equity. Strategies for coordination include the implementation of brand signatures and ad retrieval cues, designing complementary media schedules across media, and developing television campaigns over time.

Science of Branding
6-1: Understanding the Effects of Advertising

Branding Briefs
6-1: Have it Your Way in the DVR Market
6-2: iPod Silhouettes Campaign Captures Music Lovers
6-3: More Revenue, Interest Pour into Online Ads
6-4: Product Placement becomes More Creative, More Lucrative
6-5: Samsung DigitAll Matrix Promotional Campaign
6-6: Building Sponsorship Resonance with NASCAR
Additional Branding Briefs:
6-7: Driving Higher Sales at Oracle

Discussion questions
1. Pick a brand and gather all its marketing communication materials. How effectively have they “mixed and matched” marketing communications?  Have they capitalized on the strengths of different media and compensated for their weaknesses at the same time?  How explicitly have they integrated their communication program?
 
Answers will vary.

2. What do you see as the role of the Internet for building brands?  How would you evaluate a Web site for a major brand, e.g., Nike, Disney, or Starbucks?
 
Good corporate Web sites combine information about the brand and its products or services with interesting and often entertaining features. Disney Online includes a corporate website with detailed financial and business information, a site for families planning vacations, a site for kids seeking fun on the Web, and an e-commerce shopping site. Ultimately, each page on a company’s website must contribute to brand equity by being useful, involving, and relevant to the targeted consumers.

3. From a current issue of Newsweek or Time magazine, decide which print ad you feel is the best and which ad you feel is the worst based on the criteria described in the chapter.
 
Answers will vary.

4. Pick up a Sunday newspaper and look at the coupon supplements. How are they building brand equity, if at all?  Try to find a good example and a poor example of brand-building promotions.
 
For coupons to build brand equity, it is important for them to offer the consumer more than just a price break. Other incentives and promotions such as cash back, prizes, merchandise tie-ins, and free services are more effective means of building brand equity through coupons than simple percentage-off discounts.

5. Choose a popular event. Who are its sponsors? How are they building brand equity with their sponsorship?  Are they integrating the sponsorship with other marketing communications?
 
 Typically, event sponsors are borrowing equity from the event and its participants and seeking to establish connections between the event and the brand in the minds of consumers. Alternately, a sponsor can help develop the event and build equity for the brand and the event simultaneously. Event sponsors integrate the sponsorship with other marketing communications by buying commercial airtime during the event broadcast, creating tie-in advertising and promotions, and using the event logo in marketing materials.

Exercises and assignments
1. Have students divide into groups and ask each group to develop a marketing communications strategy for the same brand. Once they have finished, discuss the various plans and the groups’ rationales for them. Compare and contrast the plans on their reliance on pull vs. push, mass vs. direct media, advertising vs. consumer promotions, traditional vs. non-traditional options, and broadcast vs. print.

2. Assign students the task of identifying brands that have appeared in movies or television shows. Discuss why the particular movies or shows were chosen and what the likely effect of the placement was on consumers.

3. Compare the communications strategies for two competing brands on the factors delineated in #1 above. What are the reasons for the differences?  For the similarities?  Which brand’s strategy do you think is more effective?  Why?

4. Identify brands that have received publicity, favorable or unfavorable, as the result of action taken by the brand’s management. Analyze the press coverage, its positive and negative effects, and the company’s efforts to capitalize on or downplay the attention. Recent examples include Philip Morris changing its name to Altria, the television advertisement for Nuveen that featured digitally-enhanced images of Christopher Reeves rising from his wheelchair and walking, and ads for Cingular and Alcatel featuring famous speeches by Martin Luther King, Jr.

Key take-away points
1. It is through marketing communications that brands build relationships with consumers.
2. Development of an integrated marketing communications campaign entails “mixing and matching” options based on their ability to produce a whole that is greater than the sum of its parts.
3. Creating a dialogue with consumers requires thinking beyond traditional advertising and promotion strategies.
4. Consistency is the key to creating brand awareness and strong brand associations.
Branding Brief 6-7
driving higher sales at Oracle

Larry Ellison, along with three partners, founded the database management software company System Development Laboratories in 1977. In 1982, the company changed its name to Oracle, after the name of its first product. By 1988, Oracle had a 36 percent share of the U.S. government’s PC database market. The company began offering consulting services to its customers in 1989.
Oracle’s adjustment to this rapid growth was not seamless, however. The company developed a reputation as a leader in “vaporware,” or products that are announced publicly but are still under development and therefore, unavailable. Its software often contained numerous bugs or lacked promised features. The company found itself embroiled in an accounting scandal in 1990, a result of a widespread practice among the sales representatives of recording sales a quarter early in order to boost earnings during slow quarters. Oracle was forced to restate earnings, pay a fine to the SEC, and spend millions of dollars settling shareholder lawsuits. The company’s stock plummeted as a result of these developments.
Beginning in 1991, Ellison enacted a plan that rescued Oracle from the brink. He secured $80 million in financing from Nippon Steel, installed experienced Booz Allen manager Ray Lane as COO and president, reduced headcount by 10 percent, and imposed stricter policies governing its sales force. Ellison took a hands-on approach to establishing sales protocol for his company. He rewrote sales contracts himself and initiated a standard-pricing policy that eliminated haggling. He also altered the compensation scheme so that managers were rewarded for meeting profit-margin targets rather than for reaching sales volume quotas regardless of cost.
These moves, along with the launch of the next-generation Oracle 7 database in 1993, allowed the company to complete a turnaround. By 1994, the company was the number-one database management software maker in the world, with sales exceeding $2 billion that year. Oracle’s revenues tripled between 1995 and 1999, yet the company’s sales force doubled during the same period. In 1998, the company split its sales force into two teams. One team concentrated on the company’s core products – database software – while the other team was charged with selling Oracle’s data-processing applications. More than anything else, however, Oracle’s sales reps were able to handle the heavy workload because the company embraced the Internet. In 1999, 25 percent of the company’s software sales were accomplished online.
As business continued to flood the company, Oracle sought to take more of its business to the Web. It invested in a new e-commerce site called OracleSalesOnline.com – later renamed Sales.Oracle.com – that enables customers to place orders directly online. The site also lets customers purchase upgrades and add users to its license. Oracle also developed another site that sales reps use to demonstrate software during phone calls with customers, who are then directed to order online. Additionally, it required sales reps to enter detailed customer data into a central system that other salespeople or executives can access. In 2001, the company integrated online customer service and support features with the Sales.Oracle.com service, calling this new site Support.Oracle.com. The company also licensed its sales and support applications to more than 10,000 companies around the world.
Oracle’s network of information and its powerful software helped trim costs considerably. The company claimed in an aggressive ad campaign that it saved $1 billion in 2000 by running its own e-business software. In a specific instance, a manager noticed one day that U.S. sales forecasts dropped $3.5 million. Using the network, the manager identified which company had changed its purchase, contacted the sales rep working with the account, who renegotiated the deal in less than 24 hours. In another example of cost-cutting, the company moved its sales and training meetings with customers from hotels and conference centers to the Web. These Web-conferences reduced costs from $325 per person to two dollars a head.     
Competitors are quick to criticize Oracle’s aggressive sales tactics. An executive from IBM criticized Oracle’s strategy of over-promising: “They take the P.T. Barnum approach to business: There’s a sucker born every minute.” Oracle’s 85 percent customer-retention rate, which is higher than either Microsoft’s or IBM’s, proves that many customers are satisfied with the company’s products and service.

中国经济管理大学

《战略品牌管理》MBA导师手册（工商管理经典教材）

第6章
整合营销传播建立品牌资产

概述
本章介绍了新媒体环境，在建立品牌资产的营销传播作用。广告，促销，直销，活动赞助，个人销售，宣传和公共关系和其他形式的营销传播的手段，使企业与消费者的关系，并与他们保持联系的形式。他们可以帮助建立以客户为基础的品牌知名度的品牌权益的影响;通过建立，加强或强化的有利和独特的带协会;通过判决或引出正面的品牌感受;和促进品牌的共鸣。一个宣传运动应包含每个选定的选项组合根据其能力，以实现具体目标，并与其他选项结合品牌资产最大化。

该方案包括在混音要通过它们的互补性，产生的结果是比他们个人的影响的总和。只要有可能，选择权应该是连在一起的，通过共同的视觉或口头信息的使用。这样的链接，或线索，加强对消费者的动机，能力和机会处理和检索品牌相关的信息。因此，它们促进了强壮的，有利的，独特的组织形成。

一个传播战略的组成部分，可以判断的能力，达到理想的品牌知识结构，引起了消费者对品牌资产创建差别反应。六个广告的成功因素包括有：消费定位，广告创意，消费者的了解，品牌定位，消费动机和广告难忘。灵活的营销计划是一个有利于品牌资产在许多不同的方式。

每个营销传播工具的类型是评估一章。其中包括所有在电视，广播，印刷品，广告的形式直接反应，上线，地（广告牌，海报，电影，机场，产品定位）。还包括促销 - 促销，消费者促销和贸易促销，事件营销和赞助活动，公共关系和宣传工作;和个人销售。

本章讨论了最大限度的贡献，以品牌创品牌的营销计划资产的整合营销沟通的重要性。一个整合营销传播方案必须根据六项标准：覆盖率，贡献，通用性，互补性，通用性和成本。

6.0品牌集中讨论如何协调媒体购买，以最大限度地提高品牌资产。为协调战略，包括品牌广告签名和检索线索的执行情况，制定补充媒体跨媒体计划，并随时间发展的电视广告系列。

科学的品牌
6-1：了解广告的效果

品牌简介
6-1：有它在你的路DVR市场
6-2：iPod的音乐爱好者捕捉运动剪影
6-3：更多的收入，利息倒入网络广告
6-4：产品投放变得更有创意，更丰厚
6-5：三星DigitAll矩阵推广活动
6-6：建筑与NASCAR赞助共振
其他品牌简介：
6-7：在甲骨文较高的销售驱动

讨论的问题
1。选择一个品牌，并收集所有的营销传播材料。如何有效地拥有它们“混合和匹配”的营销沟通？他们有资本对不同媒体的优势和弱点，弥补他们在同一时间？他们明确了如何整合他们的通信程序？

答案会有不同。

2。你看到了什么作为品牌建设互联网的作用？你如何评价一个网站的一大品牌，如耐克，迪斯尼，星巴克？

良好的企业网站结合对品牌及其产品或有趣的娱乐功能，经常服务的信息。迪斯尼在线包括一个详细的财务和商业信息的企业网站，进行规划休假，一个在网络上寻求乐趣的孩子的家庭网站的网站，电子商务购物网站。归根结底，每个公司的网站的页面必须有利于品牌资产而有用的，涉及和相关的目标消费者。

3。从目前的新闻周刊杂志或时间的问题，决定哪些印刷广告，你觉得是最好的，你觉得哪一个广告是基于在这一章中描述的标准，最糟糕的。

答案会有不同。

4。拿起一个星期日报，并期待在优惠券的补充。他们是如何建立品牌资产，如果在所有？试着找一个好例子，一个品牌建设的促销不良榜样。

优惠券，以建立品牌资产，重要的是为他们提供的不仅仅是一个价格打破了消费者更多。其他奖励和现金返还等促销活动，奖品，商品搭售，和免费服务，是比通过简单的百分比建设小康折扣券的品牌资产更有效的手段。

5。选择一个受欢迎的活动。谁是它的赞助商？他们是如何建设自己的赞助品牌资产？他们与其他整合营销传播赞助？

通常情况下，赞助商是借用事件及其参与者的权益，并寻求建立与该事件并在消费者心目中品牌的连接。另外，赞助商可以帮助发展和建设的事件和事件的品牌，同时权益。赞助商整合活动期间，通过购买广告时段播出，创造了与其他营销传播赞助配合，在广告和促销，营销材料中使用事件标志。

练习和作业
1。让学生分成小组，并要求各组制定同一品牌的营销传播战略。一旦他们完成，讨论各种计划，并为他们的群体'理念。比较和对比对比度拉推，大众媒体的直接对比，对比消费者的促销广告，传统与非传统选项，广播与印刷版上的依赖的计划。

2。分配学生已经确定在电影或电视节目中出现的品牌的任务。讨论为什么特定的电影或电视节目和什么样的选择和安置是对消费者可能造成的影响。

3。比较两个竞争品牌的传播战略因素划定＃1以上。是什么造成这种差别的原因是什么？对于有何异同？哪个品牌的战略，你认为是更有效？为什么呢？

4。确定已经收到的宣传，有利或不利的行动的品牌的管理采取的结果，品牌。分析新闻报道，其正面和负面的影响，以及公司的努力，利用或忽略的关注。最近的例子包括菲利普莫里斯公司更名为奥驰亚集团，为Nuveen电视广告，内容是克里斯托弗里夫斯数字增强图像从他的轮椅，步行上升，以及Cingular和阿尔卡特马丁路德金的广告，小特色的著名演讲

重点外卖点
1。它是通过营销传播，品牌与消费者建立关系。
2。一个整合营销传播运动的发展需要“混合和匹配”自己的能力产生一个整体，大于部分的总和更大的选择。
3。建立与消费者的对话需要思考超越传统的广告和促销策略。
4。一致性是创造品牌知名度和强大的品牌联想的关键。
 
品牌创建简介6-7
在甲骨文较高的销售驱动

埃里森，三个合作伙伴一起，成立于1977年的数据库管理系统软件公司开发实验室。在1982年，公司更名为甲骨文后的第一个产品名称。到1988年，甲骨文公司是美国政府的PC数据库市场百分之36的份额。该公司于1989年开始提供咨询服务，其客户。
甲骨文的这种快速增长的调整是不是无缝的，但是。公司制定了作为领先者的声誉“雾件”，或者说是公开宣布，但产品仍处于开发阶段，因此，无法使用。它的软件往往包含许多错误或缺乏承诺的功能。该公司发现自己卷入会计丑闻于1990年，一个普遍的做法在一季度的销售记录，以提高早期在慢季度盈利的销售代表一个结果。甲骨文被迫重述的收入，并处以罚款的美国证券交易委员会，并花费数百万美元解决股东诉讼案。该公司的股票大幅下跌，由于这些发展的结果。
从1991年开始，埃利森颁布了一项计划，甲骨文的边缘救出。他从新日铁担保融资8000万美元，安装经验丰富担任首席运营官和总裁博思艾伦经理雷里，员工人数减少了百分之十，实行更严格的政策和管理其销售队伍。埃利森，他的公司花了一个动手的方法来建立销售协议。他改写了自己的销售合同，并发起了一个标准的定价政策，消除了讨价还价。他还改变了补偿方案，使管理人员对会议利润率为达到目标而不是不计成本的销售数量配额奖励。
随着在下一代Oracle 7数据库于1993年推出这些举措，让该公司完成的转变。到1994年，该公司是排名第一的数据库管理软件制造商在世界上，销售额超过$ 20亿年。甲骨文公司的收入1995年至1999年的三倍，但公司的销售人员在同一时期增加了一倍。 1998年，公司分成两个小组的销售队伍。一个小组对公司的核心产品集中 - 数据库软件 - 而其他队与销售Oracle的数据处理应用的罪名。超过别的，但是，甲骨文公司的销售代表能够应付繁重的工作量，因为该公司接受了互联网。 1999年，25年该公司的软件销售额的百分之完成了网上。
随着业务持续涌入公司，甲骨文试图利用其业务更多的网站。它投资在一个新的电子商务称为OracleSalesOnline.com网站 - 后更名为Sales.Oracle.com - 这使客户能够直接在网上下订单。该网站还可以让客户购买升级和用户添加到其牌照。甲骨文公司还开发了另一个网站，销售代表使用证明在与客户，谁被定向到网上订购电话软件。此外，它要求销售代表到中央系统进入一个详细的客户资料，其他销售人员或管理人员可以访问。 2001年，该公司整合了Sales.Oracle.com服务网上客户服务和支持功能，调用这个新网站Support.Oracle.com。该公司还授权其销售和支持应用多万世界各地的公司。
甲骨文公司的信息网络和其强大的软件帮助缩减成本相当。该公司声称在一个富有挑战性的广告运动，它保存在2000年运行自己的电子商务软件10亿美元。在一个特定的实例，经理发现有一天，在美国的销售预测下降350万美元。利用网络，确定了公司已改变其购买经理，销售代表联系，与该帐户，谁重新谈判在不到24小时内处理工作。在另一项削减成本的例子，该公司动了酒店及会议中心的客户网络的销售和培训会议。这些网络会议减少325元，每人费用2元的头。
竞争对手很快批评甲骨文的积极的销售策略。来自IBM的主管批评甲骨文的过度很有前途的战略：“他们采取的PT巴纳姆的经营方针：。目前的每分钟出生一个吸盘“甲骨文的百分之85的客户保留率，这是比任何微软或IBM的更高，证明了许多客户与本公司的产品和服务感到满意。