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Part Five Developing the Integrated Marketing Communications Program
Belch: Advertising and
Promotion, Sixth Edition
V. Developing the
Integrated Marketing
Communications Program
10. Media Planning and
Strategy
© The McGraw−Hill
Companies, 2003
changes in technology (the availability of new media), competitive factors, and the
like. While some of this information may require primary research, much information
is available through secondary sources, including magazines, syndicated services, and
even the daily newspaper.
One service’s competitive information was shown in Figure 10-1. The Competitive
Media Reporting Service provides media spending figures for various brands competing
in the same market. Competitive information is also available from many other
sources, as shown in Appendix A to this chapter.
Where to Promote?
The question of where to promote relates to geographic considerations. As noted in
Chapter 7, companies often find that sales are stronger in one area of the country or the
world than another and may allocate advertising expenditures according to the market
potential of an area (see Figure 10-8). For years, Whirlpool has had a much greater
brand share of the appliance market in the East and Midwest than in the Southeast and
West. The question is, where will the ad dollars be more wisely spent? Should
Whirlpool allocate additional promotional monies to those markets where the brand is
already the leader to maintain market share, or does more potential exist in those markets
where the firm is not doing as well and there is more room to grow? Perhaps the
best answer is that the firm should spend advertising and promotion dollars where they
will be the most effective—that is, in those markets where they will achieve the
desired objectives. Unfortunately, as we have seen so often, it is not always possible to
measure directly the impact of promotional efforts. At the same time, certain tactics
can assist the planner in making this determination.
Using Indexes to Determine Where to Promote In addition to the
indexes from Simmons and MRI, three other indexes may also be useful:
1. The survey of buying power index, published annually by Sales & Marketing
Management magazine, is conducted for every major metropolitan market in the
United States and is based on a number of factors, including population, effective
buying income, and total retail sales in the area. Each of these factors is individually
weighted to drive a buying power index that charts the potential of a particular metro
area, county, or city relative to the United States as a whole. The resulting index gives
media planners insight into the relative value of that market, as shown in Figure 10-9.
When used in combination with other market information, the survey of buying power
index helps the marketer determine which geographic areas to target.
2. The brand development Index (BDI) helps marketers factor the rate of product
usage by geographic area into the decision process.
BDI = Percentage of brand to total U.S. sales in the market × 100
Percentage of total U.S. population in the market
Figure 10-8 Companies allocation of media dollars—U.S. and international
Media Spending (millions)
Outside World- Latin Middle
Rank Advertiser U.S. U.S. wide Africa Asia Europe America East Canada
1 Unilever $2,967 $698 $3,664 $24 $931 $1,713 $291 $7 $0
2 Procter & Gamble $2,610 1,542 4,152 7 589 1,513 397 41 61
3 Nestlé 1,560 327 1,886 7 404 985 163 1 0
4 Toyota 1,345 790 2,135 6 905 365 0 13 55
5 Volkswagen 1,290 424 1,714 4 14 1,101 150 0 20