1. Creating
&
delivering
MESSAGES & INCENTIVES
Presented by: Darpan Jain Arindam Talukder
Divya Madan D S bhure
Manoj Rajkhowa Radhika Sukhani
Khushroo Dumasia Veer Abhimanyu Sood
Suman Alla Abhishek Gupta
Abhishek Rathi Jay Nahata
PART-3

2. A brief…..
Planning the delivery of the chosen content
 Understanding and analyzing brand contact:- Brand audit
 Conducting the brand audit
 Brand contact delivery systems
 Communication flows
 Mental Brand networks or schema
Planning the content
• Consumer Insight
• Developing a message and incentive strategy
• Strategy development

3. Planning Marcom Delivery

4. Understanding and analyzing Brand
Contact
Architecture
Employees
Other
customers Services &
services
ITC standards
Product/
Communication
Company
service/ standards .
reputation brand Brochures and
catalogues
PR activities & Maurya
events
Sales Team
WOM
Restaurants

5. Whole Brand inventory: Conducting Brand Audit
Step 1 Step 2 Step 3
Brand contact Importance Impression Customer Customer Message Resources
evaluation evaluation expectation experience sent currently
High<-->low +ve---- -ve High—med-low H—M--L Fav--unfav allocated
Employees HIGH +ve High High Fav Optimum
Architecture HIGH +ve High High Fav Excessive
Hypothetical example
Services & service HIGH +ve/-ve High H-M Fav High
standards
Communication HIGH +ve High High Fav Optimum
standards
Sales team H-M-L +ve High H-M Fav insufficient
Brochures/catalogu MED +ve Med High Fav Sufficient
es
restaurants HIGH +ve High High Fav High
Word of mouth HIGH +ve/-ve High H-M Fav/UF ------
Events LOW +ve High High Fav Sponsored
PR activities MED +ve/-ve Low ---- Fav/UF ------
Company HIGH +ve/-ve High High Fav/UF High
reputation
Other customers HIGH +ve High High Fav High

6. Develop- ‘Whole Brand contact
priority grid’
Important
I Company reputationII
WOM
Services
Architecture
WOM Employees
Services Other Customers
Co. Reputation Restaurants
sales
Brochures & catalogues
-ve +ve
PR
Sales
Events
PR
III IV
Less important
High priority
Low priority

7. Brand Contact Delivery Systems of IMC
The Concept
• no mass marketing.
• talk to customers/prospects when they want to hear from you and not
at your convenience.
• when delivered at the point of desire i.e. when it is wanted or needed,
the customers are more receptive to it.
• receptivity is directly related to relevance.

8. Layout – Brand Contact Delivery Model
Customer/Prospect Exposure
Incentive
Message
Relevance/Receptivity
Relevance/Receptivity
Delivery Systems
Product/Use Channel Traditional Media Electronic Media Special Events
Package Product Directed Undirected Accessed Unintentional Wired Wireless Natural Sponsored
Marketer Member TV/Radio/ Signage Internet Mobile Holidays Cultural
Magazine Direct Mktg Trade
e.g. FAB India (For men)

9. • Customer/Prospect: Boys18 yrs to 35 yrs
• Message: New Designer (ethnic wear)
• Incentive: Customization
• Relevance/Receptivity: Navratri & Marriage Season
• Channel (Direct Marketer): Exclusive Showrooms
• Channel (Undirected Member): Ethnicity
• Traditional Media (Accessed TV, Radio, Magazine): Common programs
• Traditional Media (Unintentional Signage, Outdoor): Hoardings
• e-Media (Wired): Popular public portals e.g. google, rediff, yahoo, orkut, facebook
• e-Media (Wireless): sms

10. Traditional Outbound Marketing Communication Model
Consumer electronics
Eureka Forbes, Sony, Noise:
Clutter, Message conflict
Samsung and inconsistency
Message: Channel:
Brand messages Newspaper, TV,
Source:
(planned, radio, magazine, Receiver :
• Company/Brand
unplanned, Email, sales rep., Target Audience
• Agency
product, customer service,
services) Internet
Feedback:
Buy/not buy, request info.,
visit store, sample product,
repeat visit/purchase

12. Customer Initiated Inbound Communication Model
Telecom companies,
Noise:
Media Busy signal, Company
delays, Incomplete info.
Channel:
Source: Message: • Toll-free number
Customer or • Question • Letter Receiver:
other • Complaint • Salesperson Company
stakeholder • Compliment • Customer service
• Internet
Feedback:
Response, recourse,
recognition, respect,
reinforcement

14. Mental Brand networks or schema
Complete Easy to book
relaxation online
Reliable Attracts good
Luxury crowd Bill
Clinton
Std. services Branded 5 Expensive
star
Safe Bukhara
Sense of
freedom Huge
cheerful
Large Good
collection of ambience
restaurants
Find more
Rejuvenating
People to
interact

15. Planning Marcom Content

16. Developing a message and Incentive Strategy
Strategy Development
Planning Marcom Content

18. Identifying the
strongest motivational
force in the mind of
customer.

19. Identifying the Identification of
psychological opportunity that
strongest
offers opportunity for the
motivational force in marketer to intersect and
the mind of connect customer.
customer.

20. Identification of What marketer wants to
psychological opportunity that deliver and what customer
offers opportunity for the wants to acquire.
marketer to intersect and
connect customer.
Identifying the
strongest motivational
force in the mind of
customer.

21. Developing & Testing Customer Insight
FOR THAT PROVIDES
WHO UNLIKE
OUR PRODUCT IS A OUR PRODUCT

22. FOR WHO OUR PRODUCT IS A THAT PROVIDES UNLIKE OUR PRODUCT

23. FOR WHO OUR PRODUCT IS A THAT PROVIDES UNLIKE OUR PRODUCT

24. FOR WHO OUR PRODUCT IS A THAT PROVIDES UNLIKE OUR PRODUCT

25. FOR WHO OUR PRODUCT IS A THAT PROVIDES UNLIKE OUR PRODUCT

26. FOR WHO OUR PRODUCT IS A THAT PROVIDES UNLIKE OUR PRODUCT

27. FOR WHO OUR PRODUCT IS A THAT PROVIDES UNLIKE OUR PRODUCT

28. CUSTOMER INSIGHT
A client wanted to understand why several electronic features in a
new model received a high number of problems in IQS and CSI, and
was yielding lower overall customer satisfaction for the vehicle in
general. Customer data analysis and a voice of the customer-based
evaluation of the vehicle’s features against industry benchmarks in
driving conditions showed that the vehicle’s new electronics, while
robust in features, were overly complex, making it hard to use—and
often frustrating. Indeed, the number of features had made the
electronics of the vehicle a big hit internally at the client, but the
complexity of accessing and using the features in driving conditions
made these features almost a big “miss“ with customers. Based on
the learning from this evaluation (and improved customer input),
the interface design and functionality of the electronics now has
greater intuitiveness and overall user accessibility.

29. MATCHING ORGANIZATIONAL
CAPABILITY WITH INSIGHTS
• Features are aligned to customer
requirements for usability and reliability,…
• Features do not reduce a vehicle’s overall
perceived value by increasing quality issues
and service repair problems, and that…
• Problem prevention, particularly with new
technology features, begins with strong
customer information integration into the
development process.

30. Developing a message and Incentive
strategy
Brand Messages Brand Incentives
Typical Goals Typical Goals
Enhance Brands Gain Trail
Outline Benefits Increase Usage
Build Preference Encourage Stocking
Differentiating from Competitors Promote Cross Purchase
Typical Tools Typical Tools
Media Press Coverage Price Reduction
Events Coupons
Literature Sampling
Website Contests/ Sweepstakes
Gifts/ Other offers

31. Strategy Development
Who is the Consumer?
Does the Product or Service Fit the group?
How will competition affect our objectives?
What is the competitive Consumer Benefit?
How will the Marketing Communication make the Benefit Believable?
What should the personality of the brand, Company, or Product be?

32. Strategy Development
What main message do we want the consumer to take away?
What will be the perceptual or promotional Effect be?`
What are the consumer Brand Contact points?
How will we handle future research?

33. THANK YOU

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