MKT 423 Notes_Week 5
MKT 423 Notes_Week 5 MKT 4230
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This 11 page Class Notes was uploaded by Allie S on Sunday February 21, 2016. The Class Notes belongs to MKT 4230 at Clemson University taught by Dr. Knowles in Spring 2016. Since its upload, it has received 35 views. For similar materials see Promotional Strategy in Marketing at Clemson University.
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Date Created: 02/21/16
▯ ▯ Ch. 6 ▯ Source, Message and Channel Factors ▯ ▯ Persuasion matrix Purpose HOW Controllable elements interact with consumer’s responses o Controllable elements: Source Message Channel o We can’t control our consumers, can’t control the message they take away, o But we can expose them ▯ ▯ THE PERSUASION MIX: ▯ ▯ Independent variables ▯ Dependent variables – Steps they go through to be persuaded how were they effected; behaviors? ▯ NONE of these variables can be ignored ▯ ▯ 1. Source Person involved in communicating a marketing message o Direct source - Delivers a message and/or endorses a product or service o Indirect source - Draws attention to and enhances the appearance of an ad o Organization – no direct/indirect source, but organization does have a message and usually the product delivers message o EX: Tom Brady for Smartwater – DIRECT = we “know” him Beautiful model for Dolce and Gabbana = Indirect Swatch model – Indirect – decorative model Heinz – organization = use tomatoes Credibility works through the process of internalization o If this is a credible person, we may internalize this because WE want to be similar to this person o Do we accept them as credible? What is their: level of Expertize, or trustworthiness? Marketers want them to trust the source’s expertise and character o Limitations: High and low credibility sources Arguing for a position opposing their own best interest? We see equal effects Sleeper effect – persuasiveness of a message increases with the passage of time regardless of the source credibility Overtime the message becomes more believable ▯ ▯ ▯ ▯ ▯ 2. Attractiveness – how much do we want to be like the spokesperson similarity familiarity likability ▯ ▯ Q-Score = star power Q-score formula = the % of those who say “one of my favorites”/ by the % who have heard of him/her ▯ ▯ Problem with celebrities: ▯ ▯ ▯ The meaning movement and endorsement process: ▯ ▯ ▯ Celebrity bundles emotions or cultural pieces – consumer buys idea attached ▯ ▯ ▯ 3. Power = customer compliance Power depends on the amount of control over the consumer, the customer’s perceived level of concern for self, and the level of “watching” the consumer feels Message Factors Message structure o Order presentation o Conclusion drawing o Message sidedness o Refutation o Verbal versus visual Message appeals: o Comparative advertising o Fear appeal o Humor appeals 1. Order of presentation - o Primary effect Stronger Recall the beginning of the message o Recency effect Recall the end of the message, most recent 2. Message structure o Conclusion drawing Depends on: Target Audience Type of issue of topic Nature of the situation 3. Message Appeals o Comparative advertising – compare directly to competitor May be especially useful for new brands Often used for brands with small market share Frequently use in political advertising o Fear appeals – fear of not using or using competitor product May stress physical danger or threats to health May identify social threats: disapproval or rejection May backfire if the level of threat is too high o Humor appeals – attracts attention best They can attract and hold attention They are often the best remembered They put the consumer in a positive mood Advantages + Create a positive mood that enhances persuasion + Aids retention and awareness Disadvantages - Harms recall/comprehension - viewers can block out ad - doesn’t persuade general 3. Channel Factors Personal versus nonpersonal channels - Information received from personal channels is more persuasive than that received from the mass media Effects of alternative mass media o Differences in information processing Self-paced - Readers process the ad at their own rate and study it as long as they desire Externally paced - Transmission rate is controlled by the medium ▯ Ch. 7 ▯ Value of Objectives Communications o facilitate coordination of the various groups Planning and decision making o guide decision making and development of the integrated marketing communications plan Measurement and evaluation of results o provide a benchmark to measure success or failure Within a Company… o create a set of general ideas called CORPORATE Objectives Marketing gets these and has to market based on these Marketing objectives are set in specific and measurable – quantifiable, realistic, and attainable Part of the Marketing Plan created o 4 P’s Promotional people get the Marketing plan and are passed downwards – promotional, product, distribution people Have to translate the Marketing plan into the IMC Promotional Objectives: 1. Inform about product – new product/group 2. Persuade to purchase – now or when needed 3. Remind – keep relevant and known ▯ Marketing Objectives Versus Integrated Marketing Communications Objectives ▯ Sales-oriented Objects versus Communication Objectives Sales Objectives = main goal is to increase sales o Require economic justification – ROI o Successful implementation requires all marketing elements to work together o Required to produce quantifiable results; % or $ Problems with Sales Objectives o Advertising has carryover effect Carryover effect: Money spent on advertising does not have immediate impact on sales Can’t always tie ad to sales today^^^ o It is difficult to determine precise relationship between advertising and sales o Do not offer much guidance for planning and developing promotional program Communications Objectives = increase brand knowledge, interest in brand, favorable attitude o Based on hierarchy effect models Cognitive, affective, and behavioral goals o Quantifiable and observable results Not always immediate effects Criticisms of DAGMAR Based on communications effect o Awareness, comprehension, conviction and action Objectives and strategies in the social consumer decision journey Source: Expert interviews; McKinsey analysis
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