Essay-Marketing
Business Case #5
Marketing Communications
Marketing is the process through which a firm creates value for its customers by delivering (place)
the goods and services (product) that meet their needs and wants. For this to be sustainable, the
firm must monetarily capture a portion of the value created (price). And for this exchange to occur,
the consumer must be aware of the product’s existence, its value proposition, its place of
availability, and its price. Advertising and sales promotions are the main communication tools by
which companies convey this information and further persuade current and prospective customers
to engage in a value exchange with the firm.
This note identifies the main i ssues involved in the effective management of the marketing
communication process. It first defines the purpose of communication. Then it classifies the tools
available to communicate with consumers. In the sequel, it elaborates on how consumers respond
to communication attempts. Finally, it lays out a framework for marketers to manage the entire
communication process.
Purposes of Communication
The ultimate purpose of marketing communication is to influence consumers to engage in a value
exchange with the firm. It does so by informing and persuading consumers. Marketing
communications inform consumers of the existence (awareness) and benefits of products, services,
and ideas. It also persuades consumers to change their attitudes and behaviors regarding goo ds and
services. There are, thus, four broad types of intermediary communication goals to be achieved:
Awareness : To capture one’s attention to a product, service, or idea.
Information : To convey factual information about a product, service, or idea.
At titude (or image ): To persuade consumers to change their attitude regarding a brand.
Call -to-action : To persuade consumers to act through specific behavior (e.g., purchase).
If done correctly, these intermediary goals of informing and persuading should e ventually lead to
a value exchange. How this is achieved in practice can be understood by looking at the consumer’s
decision -making process (DMP).
Decision -Making Process
While the desired end result of all marketing activities, including communication, is typically an
exchange (often money for goods/services), there is a typical sequence of steps a consumer goes
through that lead up to this event. This sequence of steps or stages defines the consumer’s decision -
making process. A valid communication goal could be just to move the customer from one of these
early steps to the next. Determining the elements of a marketing communication strategy begins
with a careful analysis of the target consumers’ DMP. Business Case #5
Figure 1 shows the types of responses — categorized as c ognitive, affective, and behavioral —
required from consumers to move them along a typical DMP for a short lifecycle category (e.g.,
confectionary). In the cognitive stage, the consumer is elaborately thinking about the product and
its benefits. The communi cator’s job is to convey a message to the potential consumer. This
involves making the consumer aware of the existence of the product and then getting her to
consider the product by conveying information about it. The affective stage, when the consumer
use s her emotions and feelings as a basis for judgment, helps her change her attitude about a
product, leading to a strong intent to purchase, a trial of the product. Finally, an enduring
behavioral stage involves the consumer taking action, resulting in not only a trial purchase, but a
repeat purchase of the product with the eventual development of loyalty towards the product or
brand.
Figure 1 Stages of a Decision -Making Process
Think -Feel -Do, or the other way around?
There is no one universal model of the purchase process that is applicable to all products,
consumers, and shopping occasions. The level of involvement each consumer has with the
category will necessarily change the DMP through the elimination, addition, o r reversal of the
stages. The important issue is to precisely understand the order that consumers of the category
follow when making a purchase decision. Do they first think (cognitive) about the benefits and
drawbacks of the available alternatives? For so me product categories, such as car insurance, the
consumer tends to be initially highly involved with the evaluation of alternatives and choice. Or,
as is the case for hedonic goods such as perfumes or jewelry, do they first rely on their emotions
to devel op a general feeling (affective) about, or preference for, a product? Or do they act first by
consuming the product (behavioral) with a trial purchase, and then think about and determine their
preferences afterward? This is often the case for low involveme nt products such as confectionary
foods.
Understanding the order of thinking, feeling, and doing is important in managing communications
as each phase requires a different message. The challenge is that for a specific product category,
consumers (or entir e segments) may take different steps towards making purchase decisions, or
the same consumer may choose products differently depending on the context.
However, two stages are pervasive in the front end of most DMPs: awareness and consideration.
Attention and awareness : Before marketing communications can impact the consumer’s DMP at
any stage, it has to be noticed. For that, communication tools must first and foremost attempt to
capture the consumer’s attention. That is, attention is the ‘bottleneck’ to d ownstream DMP impact Business Case #5
of messages. In order to capture consumer attention, advertising should provide engaging content
such as entertainment, humor, and pleasing aesthetics. Only after attracting attention can ads
attempt to inform and persuade. One reason why so many T V and online ads have become more
entertaining than informative in nature is due to a growing battle between brands for the limited
attention span of the consumer. So, in planning a campaign, it is crucial to determine the
appropriate balance between content that attracts the consumer’s attention and that which informs
and persuades.
Consideration : The other key stage in the DMP is the consideration stage. Individuals are often
aware of many brands in any given product category. However, not a ll brands are seriously
considered for purchase. The consideration set is made up of the brands that are taken seriously by
the consumer prior to a purchase decision; for example, brands that are perceived to fit their needs
or budget. The size of this set varies by consumer, product category, context, and level of expertise,
but is typically in the range of two (e.g., air freshener) to eight (e.g., automobile) brands.
Understanding what causes consumers to consider a brand and how to persuade them in this regard
is very important. The reason is that being part of the consideration set is often a necessary
condition for brands to be chosen on the next purchase occasion. For instance, Chevrolet was
having an enduring sales problem. The car manufacturer discov ered that it wasn’t even in the
consideration set of many of its target customers, middle -aged married males, who were in the
market for a new car since most did not visit a Chevy dealer. So, Chevrolet decided to use T V ads
to promote weekend family events at their dealership, which included food, shows and
opportunities to test drive the cars on the lot. This significantly increased married men’s inclusion
of Chevrolet in their consideration set after they experienced the quality of the new car models
and, as a result, sales rose for that segment.
At any time, multiple consumers will be at different stages in the DMP. In order to move them
along their own DMP, there are many tools of mass and personalized communication that
marketing managers have at their disposal.
Tools of Communication
Tools of mass marketing communication between firms and consumers can be broadly separated
into three types: advertising, sales promotions, and other forms of communication. Non -mass (i.e.,
personal) communication betwee n firms and consumers, such as direct selling and response, are
not covered in this note. See [1] and [2] for more on this topic.
Advertising
Advertising refers to the paid placement of non -personal messages by an identified sponsor
intended to inform and persuade members of a particular target market about a brand, product,
service, or idea. The many forms of advertising can be broadly distingu ished based on two
dimensions: type of message and medium.
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Type of Message: Brand Building vs. Product Promoting
All advertisements, or ads, have a goal to inform or persuade. The focus of the ad can be centered
on the advertiser (brand or firm) or the advertised object (product, service, or idea). Ads focused
on the advertiser are broadly termed ‘brand building ads’ as they aim to build or alter the image
consumers have of the source, corporate brand or firm. If well executed, this type of ad tends to
reduce the consumer’s sensitivity to price differences relative to competitor brands as it
differentiates the adverti ser from competitors in the marketplace.
Ads focused on an object produced by the advertiser are termed ‘product promoting’ ads because
they aim to persuade consumers to buy the product or ‘buy into’ the idea. In practice, an ad can be
a mixture of brand building and product promoting types such as in the case of a corporate brand
(e.g., Apple) showcasing its line of products (e.g., iPhone).
Medium: Traditional vs. Digital vs. Social
Before the Internet became popular, advertising media were mostly restr icted to a few traditional
options such as television, print (newspapers and magazines), radio, and outdoor/billboards. More
recently, there has been an explosion in the new forms of digital media (online and mobile) and
social media (social networking sit es, multiplayer video games, events, etc.). In choosing the
medium for an ad, it is important to consider whether the medium is compatible with the
communication needs of the message and the profile of the targeted consumer group.
There are numerous ways in which traditional, digital, and social media can be distinguished with
respect to their benefits and downsides. One key distinction is directionality.
The directionality of the communication between those involved is a useful means to compare the
avail able media outlets. In this light, traditional media, such as TV, print, or ads on taxis and in
elevators, is unidirectional: from firm to consumer. The number of impressions, i.e., different
exposures, of a campaign captures this feature. New forms of dig ital media such as online, mobile,
and interactive billboards, on the other hand, are bi -directional: they allow the consumer to
communicate back with the firm. The amount of such engagement captures this added feature.
Lastly, the most recent developments in social media such as ads on social networking sites or
viral ads, not only allow the firm to communicate with the consumer and vice versa, but they also
allow consumers to communicate with each other, interacting using the advertised content. The
amoun t of such peer interactions captures this added feature. Table 1 shows a comparison among
media types.
In sum, the choice of media for a campaign should also be based on the directionality of the
response or interaction desired. To give an example, in 201 0, P&G decided to revive one of their
deodorant brands, Old Spice. First, they advertised on TV to reach a broad audience. Then, they
followed up with online ads shown on major entertainment websites to get younger consumers
engaged by encouraging them to visit the brand’s website. Lastly, P&G created a series of short
ad snippets directly responding to bloggers and Twitter followers and placed these on a video
sharing site to drive viral sharing and word of mouth. By sequentially using different media to Business Case #5
escalate the communication from a one -way direction to multiple directions, Old Spice revived its
outdated brand image among young consumers.
Other factors that should be taken into consideration when choosing the media on which to
advertise are its target ing ability --how efficiently the target customers can be reached --and its
customizing ability --how efficiently the message can be customized to separate consumer
segments. For example, traditional television advertising has reasonable targeting ability as
advertisers can choose the channel and program that draws in specific audiences, but its
customizing ability is very low as all viewers get the same message. On the other hand, digital
internet advertising allows for much higher customization of messages a s well as more precise
targeting due to a plethora of websites and specific content within each site. Lastly, social
advertising, while as customizable as digital, promises to deliver even more precise targeting as
this media gathers information both from its users and its users’ acquaintances.
Table 1 Differences in Directionality of Communication
Sales Promotions
Sales promotions are the other major form of mass marketing communication. For example, out
of the $1.7 billion allocated by PepsiCo for marketing communications in 2012, $944 million was
spent on advertising and the rest was spent on promotions. Because m ost products are sold through
independent retail or wholesale channels, channel partners can play a key role in influencing
consumer buying processes. Channels not only fulfill demand, but they also assist in demand
generation by providing information to a nd persuading consumers. Manufacturers can use sales
promotions to support channels in their marketing efforts. There are two main types of sales
promotions: consumer promotions and trade promotions.
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Consumer (pull) vs. Trade (push)
Promotions can be d irected to either the end consumer or the channel. The importance of the
channel has led to an increase in promotion spending directed to it rather than to the end consumer.
Beverage brands such as Coke and Pepsi spend up to 70% of promotion budgets on trade
promotions.
Consumer sales promotions are designed to accomplish multiple objectives: product trial, repeat
purchase, brand switching, upselling, cross -selling, and neutr alizing the effect of competitors’ ads
or promotions. Consumer sales promotions often take the form of coupons, free samples, rebates,
or premiums. A rebate, for example, returns a portion of the purchase price to the buyer in the form
of cash on their nex t purchase occasion and is intended to incentivize consumers on their next
(repeat) purchase. On the other hand, a premium is an item of value, other than the product itself,
given as an additional incentive to influence the purchase of a product on their current (trial)
purchase.
Trade promotions are financial incentives to the channel aimed at gaining its support to carry an
item, increase its visibility, or lower its price. Trade promotions take on many forms. Among the
most prominent are discounts. Man ufacturers might also pay the retailer slotting allowance fees
for distribution of a new product, for example, or for special displays at the store. Another option
for manufacturers is cooperative advertising, where they share local or retail advertising c osts
known as feature ads (e.g., supermarket leaflets). These financial incentives either directly increase
retail margins or are passed through to consumers in the form of temporary price discounts or
coupons.
Other Forms of Communication
There are nume rous ways in which firms can affect consumer decisions through third parties other
than via mass media or channels. Examples include event marketing or sponsorships and publicity
and public relations. Direct marketing, as a tool to trigger immediate behavi oral response such as
request for print material or a decision to purchase, is another form of advertising. It is often used
jointly with selling efforts and thus is only used by a select number of firms. Examples of direct
marketing are infomercials, cata logs, and telemarketing. For more, refer to [3] and [5].
In general, forms of communication that induce consumers to actively seek out specific products
or brands from the retail channels are commonly referred to as “pull” approaches. Consumer
promotions and advertising, such as Coke’s polar bear Christmas ads, are considered pull -type
approaches. Conversely, marketing communication that help the manufacturer to “push” products
through the channel to consumers are commonly referred to as push approaches. T rade promotions,
such as volume discounts to supermarkets of coffee flavor Coca -Cola BlāK in exchange for its
prominent display at the entrance of stores, as well as direct selling are push -type approaches.
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Consumer Response to Communication
Consumers encounter and respond to communication in two very different ways. They are either
passively exposed to ads and promotions, or they actively seek them out. This difference is the
basis for separating communication strategies into inbound and outbound marke ting.
Outbound (firm -initiated) vs. Inbound (consumer -initiated)
Communication between a firm and a consumer can be initiated by the firm, in which case it is
termed outbound marketing (such as advertising and promotions) or by the consumer, in which
case it is termed inbound marketing. While outbound marketing is gener ally done using paid media
controlled by the firm, inbound marketing may also involve unpaid media, such as the use of
organic search engine results, yellow pages, or online recommendation sites. These two
communication approaches affect consumers differen tly depending on what stage of the purchase
process they are in.
A recent study by a management consulting firm involving products such as cars and phones, and
services such as insurance showed that while outbound, firm -initiated marketing is the most
inf luential communication form when consumers are initially considering their options, inbound
consumer -initiated marketing is most influential to consumers subsequently, as they diligently
compare the few available alternatives (see Figure 2). At the final s tage, when a choice is made,
the channel -initiated marketing efforts (point -of -sale displays and sales force) are the most
influential factors. Thus, it is important to choose the most appropriate tool for each stage of the
DMP.
Figure 2 Impact of Differe nt Sources of Communication
Using Communication Tools to Influence the DMP
Different types of communication are used for the obvious reason that some are better than others,
depending on the objective. For example, due to its high reach, television adv ertising is great for Business Case #5
creating brand awareness, but it is typically not as effective in generating action by the consumer.
For that, sales promotions might be more effective. After the DMP of the typical target consumer
is defined, and the stage(s) intende d to influence the consumer are selected, it is necessary to
choose the appropriate communication tools (i.e., advertising or sales promotion). Advertising
requires the selection of the proper type (i.e., brand building or product promoting) and media (i.e .,
traditional, digital, or social). For instance, Mars, a candy manufacturer, used product -promoting
ads on traditional TV to introduce previously unaware consumers to the new peanut butter flavor
of their Snickers brand and to persuade them to consider “ trying it.” It then used in -store
promotions such as displays with small packages near cash registers to persuade consumers to
make an unplanned, impulse purchase. Following this, Mars went back to using brand -building
ads conveying their historical taglin e ‘Snickers satisfies” to build a positive attitude towards the
brand and encourage repeat purchases of any flavor. Figure 3 shows an example of this matching
between communication tools and the DMP for an impulse purchase, i.e., when trial precedes
attitu de formation. Note that it is not always true that advertising only influences people’s
subsequent attitudes and preferences before they try out a new product, known as the
transformational effect. It can also shape their retrospective evaluations after pr oduct trial, known
as the post -experience effect. (see [1] and [6]).
Figure 3 Example of Matching Communication Tools to DMP
In summary, by laying out the buying process of a target consumer segment, managers can analyze
each stage in isolation and exp lore what makes the customer move from one stage to the next.
With this understanding, marketers can develop marketing communication campaigns better
tailored to each stage, depending on whether the goal is to improve pre - or post -trial conversions.
Managing the Communication Process (6Ms)
The 6 Ms are a mnemonic device, akin to the 4 Ps of marketing, to remind the manager of the
important aspects of managing a communication campaign. They are:
1. Mission: What is the objective of the campaign (overall goal and DMP stage)?
2. Market: To whom is the communication campaign addressed?
3. Message: What are the specific elements to be communicated?
4. Media: Which vehicles will be used in the campaign?
5. Money: How much will be spent on the campaign?
6. Measurement: How will impact be assessed after the campaign? Business Case #5
Market and Mission are strategic in nature, i.e., these decisions have the greatest impact on the
overall success of the campaign, and thus should be us ed as input for the other decisions. Media
and Message are executional elements. They should follow (i.e., be aligned with) the strategic
decisions, and are often determined in collaboration with vendors such as advertising agencies
and media planners. Las tly, Money and Metrics are decisions that lead to or follow from
financial decisions and thus should be decided in conjunction with other functions in the firm,
apart from marketing. We next examine more closely the strategic, executional, and financial
elements of the 6Ms framework.
Strategic: Market, Mission
There are two major rules in selecting the market and mission for a marketing campaign. The first
rule is “effectiveness first, efficiency second.” Effectiveness, i.e., doing the right things, refer s to
defining the 6Ms for the purpose of achieving specific goals (mission) in specific targets (market).
For example, in deciding the mission, initial focus should be on whether the primary goal is to
inform (awareness or information) or persuade (attitud e or call -to-action), whether to build the
brand or promote a product, and which DMP stages to affect. Only then should managers revisit
some of these decisions to search for efficiency improvements, i.e., doing things right, for example,
by altering the t actical elements of the ad content. The second rule in the strategic planning
involves adhering to consistency and alignment. Consistency refers to maintaining a pattern over
time. It is important to evolve and adapt, but not to change the 6Ms too frequent ly or too suddenly.
Alignment refers to maintaining a cohesive pattern across the 6Ms (e.g., matching type of media
to stages in the DMP and to target consumers). For example, Nike has consistently used its tagline
“Just Do It” for brand building ads since 1988, aligning virtually all advertising messages and
media used to date.
Executional: Media, Message
These issues have been discussed in the second section (Tools) of this note. There are many types
of media and messages available. An appropriate under standing of the advantages and
disadvantages of each type in relation to the objectives of the campaign is crucial. Only after media
and message are chosen should the budgeting and definition of metrics of evaluation be made.
Financial: Money, Measurement
Money and Measurement deal with how much money to budget and determining whether this
spending will pay off. Some firms set communication budgets by first defining the available money
and then deciding what can be done with it in what is termed a top -dow n approach. P&G, the
largest advertiser in the world, budgeted $9.4 billion dollars to advertising worldwide in 2012. An
example of top -down is fixing budgets based on the ad -to-sales ratio. P&G’s ad -to-sales ratio was
11.4% in 2012. As a basis for compari son, a 2012 study revealed an average ad -to-sales ratio in
the US of 20% for cosmetics and toiletries, 9% for food and confectionary and 3% across the top
200 industries. An alternative approach to budgeting is a bottom -up process of defining the
communica tion goals first and then “costing it out.” If using the latter, note that bottlenecks (low
conversion rates) in the DMP require money to be alleviated. Also, note that conversion Business Case #5
improvements at different stages tend to have different costs associated wit h them, depending on
the media prices and message effectiveness.
In measuring the results of a campaign, there are three principles to follow: (1) measure what
matters, not what is available; (2) measure what is directly related to the purpose of the camp aign;
(3) measure the full impact, direct and indirect, of the campaign.
1. Measuring what matters
As Albert Einstein once said, “Not everything that counts can be counted. Not everything that can
be counted counts.” In evaluating the effect of marketing co mmunication, many times what matters
is difficult to measure, so managers use available measures as proxies for what should be
measured. For instance, measures of consumer preferences, such as brands in consideration sets,
are known to be leading indicator s (i.e., causal in the temporal sense) of purchases. Yet, managers
don’t always have this information available and must rely on lagging indicators of sales as a proxy
measure. For example, manufacturers often use channel sales, which retailers tend to pla n months
in advance, to predict future sales. However, surveying consumers about their consideration is
more likely to indicate future sales and would therefore be a better measure. The DMP of
consumers can be a useful tool to determine what to measure. If the manager is interested in
identifying metrics that will likely correlate with and lead to an initial trial purchase, s/he needs to
collect measures that tap into the pre -trial stages (see Figure 3) rather than measures that tap into
post -trial stages. Notice that the same measure, say attitude towards a brand, can be a leading or
lagging indication of purchases, depending on the sequence of stages in the DMP.
2. Measuring relative to purpose
Measuring advertising effectiveness has two dimensions: size of the audience and depth of the
impact. Size of the audience is the key dimension for traditional media advertising due to its one -
way directionality. A common measure used to summarize the size of the audience reached is the
cost -per -thousand impressions. For example, if a TV show with a 30 -second ad costs $185,000
and garners 10 million viewer impressions, the CPM or ‘cost -per -mil’ is computed as $18.50.
Digital media, on the other hand, if used for its potential to generate both -way communication,
require s that more than just the number of impressions be compared on a cost basis. Measuring
depth of impact is also important. A metric that captures this two -way interaction, or engagement
of the consumer with the advertised content, should be used. Yet, diffe rent media and product
categories might have different means of engaging consumers. Some require active viewing of
content, such as full viewing of online video ads; others require manipulation of content such as
interactive ads. Consequently, determining a customized metric that taps into the type of
engagement desired, and then comparing this on a cost basis, is more appropriate for digital media
ads. Similarly for social media advertising, measuring engagement is not enough. The extent of
peer -to-peer in teractions and its associated cost is a more suitable form of assessing effectiveness,
both in terms of size and depth of impact.
For instance, The Coca -Cola Company uses different metrics to evaluate campaigns depending on
both brand and media. To measur e size of impact, Coca -Cola uses effective reach, or the number
of impressions in a target audience. To measure depth of impact, engagement is assessed by a Business Case #5
composite of media -specific metrics such as page views or clicks in static digital media and
viewin g time or video completions in dynamic media. For social media, they measure ‘talkability’
(amount of peer interactions). Coca -Cola then classifies its brands on the basis of their maturity
(e.g., marketing share and consumer attitudes) in the marketplace. In Brazil, for example, Coke is
at the top of brand maturity, followed by Fanta in the middle and PowerAde at the bottom of the
maturity scale. For each brand, a different performance metric like consumption -exclusivity rate,
non -rejection rate and trial rate, respectively, is deemed key to measure via surveys and is then
targeted for improvement. A proprietary econometric model is then used to combine weighted
metrics of reach, engagement, and talkability in order to choose the media that have historicall y
provided the most cost -effective improvement in the chosen performance metric.
3. Measuring the full impact
Measuring the return on investment (ROI) of a campaign is challenging, particularly if it involves
multiple media. The reasons are that different media should be used for different objectives and
therefore should be assessed using different metrics. This o ften inhibits the use of a common
metric. One exception is the use of advertising elasticity, i.e., the percent change in sales that
corresponds to a 1% change in advertising spending, as the common efficiency metric. Academic
research has found the averag e elasticity to be 0.11% for ad campaigns in the US; 0.19%
corresponding to elasticities for new versus 0.09% for mature products; and 0.42% corresponding
to durables versus
0.09% for food items. Furthermore, it is important to note that communication tools can be very
valuable even if they don’t directly lead to a sale in the short term. As previously discussed, these
tools facilitate the conversion of consumers through diffe rent stages of the DMP in the long term.
In addition, marketing communications has a beneficial effect for the advertiser, not just among
prospective customers, but also among current customers and other stakeholders such as
employees and society at large. In both these cases, potential increases in the equity of the brand
should also be factored in when assessing the longer term impact or ROI of marketing
communications.
Summary
Managing marketing communication is a challenging role because it involves i nforming and
persuading consumers who are heterogeneous in regards to their needs and wants, often behave
inconsistently in their purchase processes, and may respond in unexpected ways to these
persuasion attempts. T his note is intended to summarize the ap proaches most used to understand
consumers’ responses to marketing communication so as to determine the appropriate tools to use
in managing a successful marketing campaign.
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Questionnaire
Q1.
If a company instructs a marketing company to ascertain a ta rget audience, does this make the
product more cost effective by delivering the right message or does it offset the need for employed
sales personnel?
Q2. (True/False)
Using figure 1. as an example, it could be construed that a targeted marketing campaign would in
some ways remove as an option any alternative from the product or service in that particular
marketplace for consumers to choose from.
Q3.
A good strategic marketing campaign can in itself be more beneficial to manufacturer, vendor and
purchaser than any one o f them coul d initially determine, however in a ll favored one may have an
opposite effect. Who’s ’ the one?
Q4.
A marketing campaign in which uses an alternate view of a purchase in such a way to alter the
mindset of a purchaser could in some way be a dangerous tool, in so much that overspend could
occur. Is this an ethical method of advertising?
Q5. (True/False)
Discerning consumers are generally unmoved by the benefits of a product or service demonstrated
by a marketing campaign, instead they are more likely to make a more informed dec ision based
on research, however less discerning people may see a marketed product as a time saver.
Q6.
With the inflated budgets in some marketing campaigns, why are not more directed through the
more cost effective channels of social media and even the free avenues open to the public? There
are so many differing ways in which this can be achieved, maybe not as direct as some but the
audience will be more diverse.
Q7.
Can the effects of a marketing campaign enhance the sales figures of the company it is
representing? For example, can the campaign highlight falling sales and in which area?
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Q8.
With enough imagination could advertising capture a non -targeted group of people that originally
the manufacturer, for instance, initially envisage?
Q9.
With an ever increasing demand and the rising cost of production for popular products, can
advertising present an enticing approach to the regular article even though it may have reduced in
size but the cost at the point of sale remains the same?
Q10.
A certain level of the population mistrust both advertising and advertisers due the claims that are
purveyed in slogans and narrative, how can the advertising industry as a whole transform its image
to that of a more believable vessel?
