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Part Four Objectives and Budgeting for Integrated Marketing
Communications Programs
Belch: Advertising and
Promotion, Sixth Edition
Figure 7-7 Traditional
advertising-based view of
marketing communications
IV. Objectives and
Budgeting for Integrated
Marketing
Communications Programs
7. Establishing Objectives
and Budgeting for the
Promotional Program
© The McGraw−Hill
Companies, 2003
working and less than 10 percent thought it was working well. 24 This study showed
overwhelmingly that top management did not even know what the company’s advertising
was supposed to do, much less how to measure it.
Few firms will set objectives that meet all the criteria set forth in DAGMAR. However,
promotional planners should set objectives that are specific and measurable and
go beyond basic sales goals. Even if specific communications response elements are
not always measured, meeting the other criteria will sharpen the focus and improve the
quality of the IMC planning process.
Setting Objectives for the IMC Program
One reason so much attention is given to advertising objectives is that for many companies
advertising has traditionally been the major way of communicating with target
audiences. Other promotional mix elements such as sales promotion, direct marketing,
and publicity are used intermittently to support and complement the advertising
program.
Another reason is that traditional advertising-based views of marketing communications
planning, such as DAGMAR, have dominated the field for so long. These
approaches are based on a hierarchical response model and consider how marketers
can develop and disseminate advertising messages to move consumers along an
effects path. This approach, shown in Figure 7-7, is what professor Don Schultz calls
inside-out planning. He says, “It focuses on what the marketer wants to say, when the
marketer wants to say it, about things the marketer believes are important about his or
her brand, and in the media forms the marketer wants to use.” 25
Schultz advocates an outside-in planning process for IMC that starts with the customer
and builds backward to the brand. This means that promotional planners study
the various media customers and prospects use, when the marketer’s messages might
be most relevant to customers, and when they are likely to be most receptive to the
message.
A similar approach is suggested by Professor Tom Duncan, who argues that IMC
should use zero-based communications planning, which involves determining what
tasks need to be done and which marketing communications functions should be used
and to what extent. 26 This approach focuses on the task to be done and searches for the
best ideas and media to accomplish it. Duncan notes that as with a traditional advertising
campaign, the basis of an IMC campaign is a big idea. However, in IMC the big
idea can be public relations, direct response, packaging, or sales promotion. Duncan
suggests that an effective IMC program should lead with the marketing communications
function that most effectively addresses the company’s main problem or opportunity
and should use a promotional mix that draws on the strengths of whichever
communications functions relate best to the particular situation.
Many of the considerations for determining advertising objectives are relevant to
setting goals for other elements of the integrated marketing communications program.
Advertising
through
the
media
Attitudes Knowledge
One-way
Preference Conviction Purchase
behavior
Linear
Acting on consumers