Download From Strategy to Creative Execution

From Strategy to Creative
Execution
Sunarto Prayitno
1
Background
To develop a strategy and then create communication
messages and incentives requires all of the nine
competencies for mastering IGMC as well as a
comprehensive understanding of the eight-step IGMC
planning process.
The IGMC process is not simply a template you can use
to develop and implement programs. Instead, it is more
concern with logical, customer-driven processes that
lead to sustainable and successful outcome.
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Background
The nine keys areas to develop effective IGMC
programs:
1. Create Global Processes and Standardization
2. Start with Customers, Not Products or Geographies
3. Identify and Value Customers and Prospects
4. Identification of Customer and Prospect Contact Points
5. Align the Organization’s Interactive Response
Capabilities
6. Manage Multiple Systems
7. Value the Brand
8. Focus on Financial Measures
9. Create Horizontal Organizational Structures
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Background
The Eight-Step IGMC Process
1. Global Database
2. Consumer/Prospect Valuation
3. Contact Points and Preferences
4. Brands Relationships
5. Message Development and Delivery
6. Estimate of Return on Customer Investment (ROCI)
7. Investment and Allocation
8. Marketplace Measurement
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Strategic Thinking
There is nothing new about strategy, which is defined as
“the art of the general”.
Just as an army general must work with his resources
under conditions of risk and uncertainly, so must
corporate executives, marketing managers, and brand
managers decide how best to marshal limited marketing
resources to achieve satisfactory exchange that help
grow brand.
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Strategic Thinking
From a corporate and brand perspective the field of
action is not just the USA, UK, or Japan, but increasingly
the entire world.
When communicating with any public, the same strategy
cannot be deployed to all potential customers or
prospects.
In other words, strategy itself is a pluralistic concept.
Strategic outcomes are, however, extremely general in
nature.
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Strategic Thinking
And yet, in country after country, year after year, the
same banal, unappealing, unexciting messages are
deployed through broadcast and broad-scale media.
They are not consumer oriented or event geographically
oriented but company oriented.
Instead of building brands or even companies, they tend
to switch consumers and potential customers off.
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Strategic Thinking
Instead of reinforcing, rebuilding, or strengthening
memory organization packets, such campaigns and
messages do not pass the second stage of perception or
information processing, attention.
What’s important is not the product/brand means to the
company, but what the product/brand means to the
customer.
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Strategic Thinking
Thus our strategic thinking, the IGMC mode of though,
involve developing or understanding the mind-set or
behavior of our target.
Such understanding in based on tracking customer
income flows and seeing the product, brand, or
communication from their perspective.
Invariably this way of seeing will depend on the quality of
material in the database concerning customers and their
needs.
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Customer and Consumer
Mind-Sets
Customers want to be taken seriously, to be valued. That
implies that they are seeking relationships.
What companies can do is find out as much as possible
about each customer or market, and then craft marketing
communication to appeal to clearly identifiable needs
that in turn lead to behavioral outcomes.
Today’s computerized technologies and market research
techniques, if used wisely, allow customers to be known
and appealed to directly. Therefore, no single strategy
can be deployed to all potential or existent customers.
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Customer and Consumer
Mind-Sets
The Nexus of Marketing
Strategy
• Objectives
• Customers
• Initiative
• Consumers
• Concentration
• Audiences
• Economy of Resources
• Publics
• Maneuver
(Existing or potential)
• Unity of Command
• Coordination
• Surprise
• Simplicity
• Flexibility
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Communication Strategy
The drive for comprehension of consumer mind-set,
coupled with the strategic imperative, means that
corporations that wish to compete in the global
marketplaces of today and tomorrow will almost
inevitable need to undergo a process analogous to
organizational reengineering.
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Communication Strategy
The potential of IGMC strategy to further synergize
marketing strategy and tactics, is depends on several
factors:
– The domestic, international, and global environment.
– The stage of life cycle in which brands are positioned
on a country-by-country basis and the extent to which
such brands are directed globally.
– The corporate culture with respect to globalization or
IGMC processes.
– The extent to which IGMC prevails in each contextual
environment.
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Global Developments and IGMC
Databases
Corporate
Communications
Global
Multinational
National
Brand
Communication
IGMC
Publics
Internal/
External
Marketing
Strategies
Advertising
Sales Promotion
Marketing
Public Relations
Integrated &
coordinated
Direct Marketing
Personal Selling
Marketing Mix
Source: Don E. Schultz & Philip J Kitchen, Communicating Globally: An Integrated Marketing Approach, NTC Business Book, 2000
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IGMC or Global Potentialities
Un-integrated
Communication
Domestic
Orientation
Continuum A
Continuum B
Integrated
Communication
Global
Orientation
Source: Don E. Schultz & Philip J Kitchen, Communicating Globally:
An Integrated Marketing Approach, NTC Business Book, 2000
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Communication Strategy
Marketing communication may be tackled from
domestic perspective through the following stages:
1. Determine the target buying incentive.
2. Establish brand core value.
3. Identify brand perceptions.
4. Know the competition core values and brand
perceptions.
5. Determine the competitive consumer benefit.
6. Focus on confidence-building motive.
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Communication Strategy
7. Determine tonality and personality.
8. Determine communication objectives.
9. Decide on perceptual change variable.
10. Seek to manage customer contact points.
11. Move from here to there.
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Creativity and IGMC
Creativity or what is perceived to be creative may vary
significantly from country to country or from consumer to
consumer.
From a brand building perspective the use of integrated
communication is derived from consumer needs and
wants.
By adopting this approach, perceived value
(recognizable to consumers) are build into messages to
differentiate and position brands from competing
alternatives.
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Effectiveness and
Creativity
Must extend from
sound marketing
strategy
Must take the
consumer’s view
Must be
persuasive
What
characterizes
effectiveness and
creativity?
Must find a
unique way to
break through
clutter
Must not promise
more than it can
deliver
Creative idea
must not
overwhelm the
strategy
Adapted from Shimp, 1997
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Creativity and IGMC
The three-step typology for application of IGMC
processes:
Business Building
Brand Building
Corporate Communication
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Creativity and IGMC
All those activities that stimulate sales for a given product
or brand within an annual marketing planning period are
business building. The annual marketing plan for a
brand usually contains the following elements:
Situational analysis
Clear description of the target market
Marketing objectives and goals
Overview of marketing strategy
Delineation of marketing tactics
Control and implementation criteria
Summary and appendix information
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Creativity and IGMC
The building of brands is partly tied up with the annual
planning period but extends significantly beyond this
period.
Brand purchase, and indeed brand loyalty, is not just an
expression of current promotional or IGMC campaign.
Such behaviors are a function of past brand usage and
current intent.
What this means from an IGMC prospective is that brand
building should be part of a continuous process of
development.
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Creativity and IGMC
To complete this task properly, corporations are starting
to appoint corporate communication executives who in
turn engage specialists in the field of marketing or
corporate communication to develop programs for
internal and external publics in a manner consistent with
the corporate identity.
The gap between identity (corporation) and image
(publics) that need to be bridged constitutes the planning
framework using such as mechanism as public relations,
public affairs, investor relations, government relations,
labor market communication, social responsibility,
corporate advertising, and media relations.
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Conclusions
There are ten factors at the nexus of marketing strategy:
Objective
Initiative
Concentration
Economy of Resources
Maneuver
Unity of Command
Coordination
Surprise
Simplicity
flexibility
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Conclusions
The corporate reengineering you will need to effect must
be a top-down effort.
Make creativity be effective, not merely unique.
Apply IGMC processes to building your business, brand,
and corporate identity.
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