MBA DL

Marketing Communications
Lecture 2
Communications Planning
using SOSTAC
Communication Planning
The SOSTAC process
S = Situation analysis (Where are we now?)
O = Objectives (Where do we want to be?)
S = Strategy ( How do we get there?)
T = Tactics (the details of the strategy)
A = Action (Campaign Management,
Implementation – putting plans to work)
C = Control ( measure, monitor, review and rethink)
Martin Haley
Communications Planning
Framework
Situation analysis

Corporate
Marketing Communication
objectives Marketing
research Objectives
objectives
Communication
objectives
Communication Pull
Strategy Push
Agencies Profile

Tactics/ Coordinated
communication mix
Scheduling Resources
Action

Control and evaluation

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Situation analysis

PEST- relevant to communications

Company (Review of the performance of
current Communications mix)
Customer Profile (Segmentation, Target
Markets and Positioning)
Competitors (STP, and Communications
mix)
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 A note about PESTs
• Always make sure the implications of
the factors identified in the PEST are
detailed
• e.g. For Barbie dolls
Under ‘Political’ - possible ban on TV advertising targeting
children
Implication - must devise ways to reach target market
through other media

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The classical segment

Stable Unique

Measurable
Accessible

Relevant Profitable Substantial

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 Segmentation
Three steps:
1. Identification of segments: apply appropriate criteria
that reflect customer’s benefit
2. Evaluation of segments: apply appropriate criteria to
assess the value of segment
3. Develop a marketing-strategy: choose the most
valuable segment(s) and develop a marketing-strategy
according to the customer needs of the segment

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 From targeting to positioning
• “Positioning starts with a product, a piece of
merchandise, a service, a company, an institution or
even a person. But positioning is not what you do to
the product. Positioning is what you do to the mind
of the prospect” (Ries/Trout)

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Keys to effective positioning

Credibility Clarity

Consistency Competitiveness

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Objectives
SMART objectives: view as a test to apply to objectives
IS the Objective I have written:-
Specific
Measurable
Actionable
Realistic
Time specific

But better to have sketchy ones than none at all!

This Response Hierarchy models

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 Response Hierarchy Models
(Adoption Models)

Attempts to map the mental process

through which an individual passes on
their journey towards purchasing.
AIDA (Strong 1925) Attention, Interest, Desire,
Action
Awareness, Interest, Evaluation, Trial ,
Adoption. (Rogers 1962)

MBA Marketing Communications Martin Haley

 High and Low involvement and
response hierarchy models
AIDA ATR

Need Need
Awareness Awareness

Search from
Search
evoked set of
Interest Trial preferred brands
Evaluate
Buy
Desire
(or conviction) Reinforcement PPE

Buy Don’t forget High/low involvement is

a Situational analysis issue which
needs discussing before it gets here.
Post purchase Action
evaluation
(PPE)
 Objectives (you need Communications related ones)
• Marketing objectives
– e.g. increase sales by x% over the next 12
months across all geographic markets
– e.g. gain optimal shelf space in x% of
independent outlets in 1 year
• Communications objectives
– e.g. increase awareness of the service in
segment y by x% within 2 months
– e.g. reposition brand x from narrow choice of
younger segments to include older age group
too within 3 years
Do these pass the SMART test?

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Strategy

• Drives tactics in the same direction -

i.e. the key to integrated campaigns
• Can be difficult to separate from
objectives
– e.g. ‘all media should be used to
communicate the message that our luxury
ice cream brand is also ideal for ordinary
mid-week use’ (to drive sales

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Direction of a
communication pull strategy
Manufacturer Communication flow

Wholesaler

Retailer

Customer

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Direction of a
communication push strategy
Manufacturer Communication flow

Wholesaler

Retailer

Customer

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Direction of a communication
profile strategy
Local Retailer
communities

Employees Retailers

Focus
organisation
Wholesaler Customer

Finance Regulators
markets

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Consumer vs. B2B Communications
Criterion Consumer oriented markets B2B markets

Message reception Informal • Formal

Decision-makers Single or few • Many
Balance of the Advertising and sales • Personal selling dominates
promotional mix promotions dominate • Specific use of below-the-
Specificity and Broad use of promotional mixes line tools
integration
Message content Use of emotions and imagery • Information based
messages
Decision time Normally short • Longer and more involved
Negative Limited • Array of people
communications • More use of segmentation
Target marketing and Targeting and communication approaches
research approaches • Majority to sales
Budget allocation Majority to brand management management
Evaluation and Great variety of techniques and • Limited number
measurement approaches used
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 Tactics

• How various tools (advertising, sponsorship, etc.) are

to be used; to what ends

• When they are to be used; for how long

• More detail on each tool in later lectures

• Try to screen through the available promotional tools

and show what’s included and what’s not

• Try to screen through the available media and show

what’s includes and what’s not

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Action
• Detailed plans including:
– Costings, to meet budget constraints
– Lead times, use Gantt chart or Critical Path
analysis to plan and monitor action
– Responsibilities ( who does what)
– Contingencies

• The less glamorous side to getting things

done

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Tactical Timings:
launching a new mobile phone
Oct Nov Dec Jan Feb March

x
Product in
store
Advertising
- Radio x x x
- TV

Direct
marketing x x
- text
messages
- mailings
Point-of-
sale x x x

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Resources: The 3 Ms

Men/women – the human resource

Money - budgets
Minutes - timing

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Control

‘No plan survives contact with the enemy’

Helmuth von Moltke
therefore methods must be in place to
identify what changes should be made based
on experiences
1. Measurement e.g. awareness; sales etc.
(NB how often?)
2. Compare performance against objectives.
3. Identify more appropriate way forward.
4. Act!

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It’s the process that is important

‘Plans are nothing, planning is

everything’
Dwight D Eisenhower

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