Module II

CAMPAIGN PLANNING
In this module
• Campaign planning process
– JWT planning framework
• Segmentation
• Positioning
• Advertising objective setting
• Budgeting
CAMPAIGN PLANNING PROCESS
Planning cycle
Why are we
Where are we?
there?

Where could
we be?

Are we How could we

getting there? get there?
Continuous cycle of learning Ensures discipline and
and modification demarcates research issues

Simple, yet extremely Questions about the brand,

comprehensive not advertising. Questions
cover the marketing mix
 Where could How could we
Where are we?
we be? get there?
Brand audit Positioning Theory, Brief & Laddering

Segmentation Objective setting Creative appeals, strategies &

frameworks
Target audience & Media strategy & research
person
Developing the big idea
 Where does our brand stand
now (compared to
competitors) in the market
place and in the consumer’s
mind.
Where are we?
Where have we come from? In
what direction do we seem to
be going?
 Context
Customers
Competitors
Communication
Where are we?
It is a through audit of the situation
the brand is in, as of date.
Where are we?
Understand your
consumers
The Overall
Market Understand consumers of
competing brands

Trade partners Understand perspective of

your sales partners

Sales Channel
Where are we?

Buying Patterns
Market size & nature
Who buys? How often? How do
How big? Segments? Growth?
they differ from buyers of
How many players? Profitability?
competing brands? Who
Rate of technological change?
influences? How and where is it
External Issues (Legal)?
purchased?
Where are we?

Usage Patterns
Motivations
Who uses? How? For what
What are the consumer’s needs,
purpose? How often?
wants, desires? What motivates
Relationship between buyer and
their decision? What makes them
user? How do they differ from
choose between brands?
users of competing brands?
Where are we?

Competition Brand’s position

Who is the competition? Has it Sales? Share? Distribution type
changed? Is it major brands, & level? Price? Pricing policy?
regional brands, private labels. Is it Number of variants and
social change or even apathy? extensions?
Where are we?
Marketing activities (You and
competition) Company analysis (You and
Marketing expenditure? Sales competition)
force size, character & methods? Strengths in production, finance
Advertising & advertising R&D, marketing? Weakness?
expenditure, media mix, creative Policies? Constrictions?
content? Promotions?
 Where are we?

Segmentation

Target audience / person

 Segmentation helps the
marketers to bring together
Segmentation individuals with similar choices,
desires, attitudes and interests
on a common platform.
While segmentation brings together individuals
with similar choices, the essence of segmentation
lies in dividing up or slicing a market into distinct
groups that:

Have common needs

Will respond similarly to a marketing action

Several methods are available for
segmenting markets. Marketers
may use one or a combination of
variables to segment the market
Geographical Demographic

Segmentation
Psychographic Behavioural
Segmentation

Geographical Demographic Psychographic Behavioural

Demographic = Dividing the market on Dividing consumers
Structure of population the basis of lifestyle based on their usage,
variables loyalties, or buying
Age, Gender, Income, responses
Education, Ethnicity, Hobbies, Interests,
Lifecycle, SEC Attitudes Loyalty, Occasions
Socio-economic classification

SEC is used to classify households in India. Based on

• Education of chief earner
• Number of “consumer durables” (from a predefined
list), owned by the family. The list has 11 items,
ranging from ‘electricity connection’ and ‘agricultural
land’ to cars and air conditioners
List of Durables
• Electricity connection
• Ceiling Fan
• LPG Stove
• 2W
• CTV
• Refrigerator
• Washing Machine
• PC or Laptop
• 4W
• Air conditioner
• Agricultural Land
Target Market

Markets becoming
Resources limited
diverse in character

Multiple brands
Enable focus
compete in the same
category
Target Market
The outcome of the segmentation analysis will
reveal the market opportunities available. The
target marketing process involves two steps

Determining how many segments to enter

Determining which of the segment/s offers the

maximum potential.
Target Market : Test
The individuals within a market segment must be similar; having
the same needs, attitudes, opinions and interests

Should be distinctly unique from other segments and the general

population

Segments should be large enough to be financially viable and

sustainable

Segments should be accessible : Media or marketing

communication
 Concentrated Differentiated Undifferentiated

Brand focuses on Brand address Undifferentiated

addressing one differing needs of marketing involves
segment or one different segments, ignoring segment
distinct and unique through different differences and
need. Addressing a programs offering just one
niche product or service to
the market.
Where are we?

Segmentation

Target person
Target person
She loved Gemini from the time they first met, when she was just a ten year
old child, at her home. The strong taste, bold colors, elephants and the fact
that Gemini always brought the family together endeared Gemini to her.

As she grew, the bonding kept strengthening with Gemini leading her
aspirations of being a modern, educated woman in the family. The
relationship became so inseparable that when she got married five years
ago, she brought Gemini along with her to her in-law’s home, to live with
the new family.

Sadly, in the last three years, the chemistry between her and Gemini has
weakened. Gemini started taking the relationship for granted and became
colder and less engaging.
Target person
At the same time, in the new world of opportunities, she made a rapid
progress in her life. She started to work, earn money, became more
independent, active, expressive and that is being reflected in the various
choices that she is making for herself as well as for her family

She is no more a consumer in the market with needs but a shopper in the
market who buys. She’s interacting with other tea brands and started
flirting with them, especially the ones that are attractive, premium looking
and have new and appealing promises.
Target person
As she progressed, her family too got the lift. The husband became more
enterprising and open and the in-laws started supporting her in all her
initiatives and as a family they have moved up economically and socially

She once proudly told her friend, “When a man succeeds, the success is his.
When a woman succeeds, the family succeeds as a whole”. But there-in lies
the conflict.
Target person
While being happy about the progress, she has a constant conflict in her
mind on how to bring a balance between her success and her family’s
success. She wants to continue playing her roles of a wife, mother and
daughter-in-law as actively as ever. She believes that she has been
performing these roles better than ever, all stemming from the confidence
that she got from her own success.

But at times it puts doubts in her mind on how far she should stretch her
individual growth versus the needs/wants of the family. But she fiercely
wants both. Wants to marry the connection between her success and her
family’s success. And that is the only ‘way forward’.
Target person description
A qualitative ‘portrait’ of the relevant target audience. It is a
summary based on outcome of the segmentation variables used.

The ‘portrait’ describes (but is not limited ) to the nature

relationship the target audience has with the category, brand and
competition

Necessary to make the TA and the situation ‘come alive’, in the

mind of the planning, creative and media teams

Developed by ‘Brand in-charge’ from the client as well as the

agency team
Planning cycle
Why are we
Where are we?
there?

Where could
we be?

Are we getting How could we

there? get there?
 What factors have contributed
to our brand’s strengths and
weakness?

Which of the factors – either

under the manufacturer’s control
Why are we there? or not – have led to our brand’s
and competitor’s positions

Which of these are the most

important? Are they
interrelated? If so, how?
Products : Formulation or Promotions : Amount, type, style
performance
History : Past reputation
Packaging : Size, structure, style
Competitors : Activity or inactivity
Naming : Type, style

Advertising : Amount, media- Attitudes : gap between

mix, content reputation and reality
Distribution & display : Amount, Manufacturer’s reputation : real
type and style or assumed

Pricing Or any combination of these

Planning cycle
Why are we
Where are we?
there?

Where could
we be?

Are we getting How could we

there? get there?
Where could we be?

Positioning

Objective setting
 What, realistically, could be the
position of our brand in the
future?

‘Where could the brand be in

relation to its key competitors, in
the future?’
Where could we be?
The word could implies not only
‘Where would it be desirable and
profitable to be?

But also, ‘Where is it realistic to

expect to be? And when?’
 This stage requires the ‘Brand-in
charge’ to perform the first act of
imagination

It ends with the statement of

Where could we be? proposed strategy or a new /
modified positioning

NOT a deductive process. The

strategy does not spring logically
and inevitably from data
Positioning
The art and science of fitting
the product or service to one Unique
or more segments of the broad
market in such a way as to set Only
it meaningfully apart from
competition.
Positioning is the sum total of the
Develops in your mind, over
perceptions in the consumer’s
time and is influenced by many
mind of the nature of the
variables, internal as well as
company and its products,
external.
relative to competitors.
Positioning : Importance

Source of competitive advantage

Marks the brand boundaries (defines what

the brand can and cannot do)

Helps define the future product, brand and

communication strategy
Positioning approaches

By attributes Against
By product user
competitors

Against product By Price-quality By price &

class relationship usage
KEY POSITIONING
Dove cream bar
Need to understand and respect
what has been fundamental to the
brand’s consumer appeal in the past.
Know what foundations we are
building on

It does not mean that when we move

forward, we have to drag ‘past
baggage’ with us

Vital to understand implications of

moving the brand on from what ever
made it famous in the first place
Root strengths may be a product
format, a recipe or a highly
distinctive brand property, a focused
discriminator – or indeed a
combination of these

Important thing is that the root

strengths have played a critical part
in establishing the brand’s credibility
and distinctiveness

They have and will very likely

continue to be important
touchstones for consumers. They
are things we ignore at our peril
Describes all the choices available to
the current consumer with which our
brand competes

Should do more than describe the

marketplace as it is. It should reflect
emerging threats and opportunities.
It should be broad enough to provide
your brand with space to grow

Soup in a cup The whole snack market

Ice cream brand Competing

which is a indirectly with
favourite with other ‘pocket
teenagers. money’ items
It can best be described as ‘source of
gain’ or ‘who loses when we gain?’

Consider both direct and indirect

competition. Define the market
without using category terms (e.g.
detergents) but rather using broader
benefits (e.g. clothes cosmetics)

It should be broad enough to provide

your brand with space to grow

Not cold drinks but SHARE OF

THROAT
The competitive environment
Dove bridges soaps and skincare.
Many women consider it part of
their beauty regime.

It competes directly with premium

and upper mass soaps (such as Lux,
Pears, Camay) and facial washes and
trades women up from regular soaps
 Focus on a tightly defined core
positioning target rather than a
wider total consumption target

Consumption
target

Core
target

The person we
must excite and
involve
Bring this group to life by describing
their needs, attitudes, passion points
and values of the people for whom
the brand is always the best choice

The consumption target will share

some of the attitudes and needs on
occasions. However, it helps to have
a defined centre of gravity in order to
focus consumer understanding and
creative work
Target
Women, 30-50 years, beginning to
feel the effects of dry skin. Want to
feel their personal best

They are pragmatic bar/soap users

but still want the best care for their
skin

They have realistic expectations

about products and need to know a
product works before appreciating
sensual aspects
Insight is the penetrating
understanding into consumers’
underlying needs and wants

Insight is to see ‘inside the

consumer’. It expresses the totality of
what we know from seeing inside the
customer

MUST ensure that we gain

competitive advantage in the context
of the external environment and the
brand
It is a source of inspiration. Comes
from deep understanding and should
translate into action
Does the insight describe a human truth
and how it opens the door to the brand

Is it fresh and inspiring?

Does it hook back to the brand?

Is it fleeting or enduring?

What is the improvement, however small,

that using the product brings into
everyday life
Insight

Soap cleans, but leaves the skin

feeling dry and tight, not at its best
Benefits’ describe ways in which the
brand solves consumer problems or
improves some aspect of their life –
the reasons to buy.

Benefits can functional, emotional,

sensory or a combination of these
Products in a category may have
similar benefits (clean, healthy hair).
However a strong brand must
provide something to help consumer
prefer that brand to any other

This can be done by

offering an additional benefit that
differentiates it from competition
(nourishes the roots)
Or should have the ability to offer
the generic benefit better than
others (tastes more like butter)
Benefits

Won’t dry my skin like soap can.

Makes skin noticeably softer and
smoother. Helps you feel more
feminine. Rewards you with
understated indulgence
Values describe what the brand
stands for. ‘Beliefs’ are convictions
the brands holds. ‘Personality’
describes how the brand behaves
which includes its style of
communication

Use words whose meaning are clear.

Do not use words which can be
interpreted the wrong way.
Values, Beliefs & Personality

Values : Verisimilitude (True or real)

Personality : Affirming confident
femininity. Nurturing and very
capable. Understatedly elegant
Having a fabulous benefit is of no
use to the brand if it isn’t believed.
‘Reasons to believe’ underpin the
brand’s benefits, values and
personality

Provides evidence for why the brand

is better than the alternatives. Can
be superior product details, expert
endorsement or an emotional
reason linked to its values or legacy
RTB is often not rational. It may be
based on trust, where it is seen or
who is associated with it. It can also
include the brand’s unique authority
based on its heritage (MTR and
breakfast)
Reasons to believe (RTB)
Indicts soap with clinical proof

Contains ¼ moisturising cream

You can see & feel the difference

Conviction of its users

Recommended by doctors
Physical cues of skin care
(creaminess, fragrance and soft
shape)

pH neutral
Distils the brand’s competitive edge

The SINGLE MOST COMPELLING

REASON for the consumer to choose
the brand

It is the point which will make the

consumers want to buy it. It is what
will make the brand not just
different, but also more appealing
than its competitors
Arriving at the Discriminator is an
exercise in judgement. It does not
directly flow from research or from
consumers

It can be a benefit, it can incorporate

a RTB or it can provide an emotional
value. It MUST be important to the
consumer’s life, credible from the
brand, and different
Discriminator
(Only) Dove won’t dry my skin like
soap can because it contains one
quarter moisturising cream

Best if it is written in ‘consumer

speak’
The purpose of the Essence is to
inspire, guide and focus the brand
team efforts internally.

It is the brand idea, the brand’s

rallying cry, its mantra, its sense of
mission

It is the distillation of the brand’s

genetic code or identity into one
clear thought
The Essence should be easy to
recognise and visible in every
aspect and activity of the brand.

It is that ONE SINGLE THOUGHT

which can be used as a benchmark to
tell us what is right and authentic for
the brand and what is not

The Essence should also provide a

powerful springboard that inspires
the development of communication
for the brand
The difference between the
Discriminator and the Essence lies in
the fact that
• Essence : distils the essence of the
brand
• Discriminator : distils the brand’s
competitive edge
The essence

Enriching femininity
Case Study II

WONDERFUL PISTACHIOS
Wonderful Pistachios

wonderfulpistachios.co.in
About pistachios
Pistachios have premium imagery and a distinct taste. But not a top-of-
mind nut. Not associated with anything in particular

Unlike other nuts, association of pistachios limited to an ‘ingredient’ which

makes sweet preparations special. Consumption of pistachios limited to
special preparations/occasions and/or gifting

Pistachios sold as a commodity, at the nearby grocer, based on his

recommendation. No national brands or strong local brands
The task
Change consumer mindsets about pistachios

From a ‘special occasion dry fruit’ to the preferred and regular snack

Make Wonderful Pistachios – The snack of choice.

Caution
In doing this, let us not ignore or lose the traditional benefits of (Wonderful)
Pistachios i.e. the benefits of health
• Naturally cholesterol free, nutrient dense, and one of the lowest calorie,
high energy, lowest fat nuts
• Full of antioxidants, phytosterols and natural polyphenols

The other advantage to leverage, is the fact that there are no negative
associations with pistachios. The only deterrent to consumption is the price
Competitive environment
The entire ready-to-eat snacking
category. All encompassing - from
homemade to street food to
packaged products to private labels
and unbranded products – huge and
extremely fragmented.

Driven by taste and indulgence,

ruled by affordability. Low price
delivering high gratification.
Target
Males/Females in SEC A 27 -35 years.
Lifestyle & health conscious and have
therefore made modifications to
their lifestyles and in their household
diet.

Make a conscious effort to ensure

that they consume a health product
everyday or exercise daily. Discerning
snackers who are active physically.
Insight
Snacking is a ‘guilty pleasure’. I love
snacking and enjoy it in the
moment, but regret it later. Because
it conflicts with the values I am
trying to hold on to. (“I’ve sinned”)

“I wish…… I could snack on something

which allows for a clear conscience.”
Benefits
Rational – Extremely healthy unlike
other snacking alternatives. Gives
energy. ‘Titillating’ taste
Emotional – Nourishing, ‘Seen as a
healthy eat’, mark of respect or
closeness
Sensory – Crunchy, Crackling
Values and personality

Goodness. Nourishment.
‘Strengthens the core’.
Hybrid personality – equal measures
of health and taste (Responsible and
fun-loving). With no trade-offs.
Reasons to believe

Cholesterol free, nutrient dense,

high energy, lowest calorie / lowest
fat nut, available in 2
mouthwatering flavours.
Discriminator

The healthiest snack which is also

the tastiest
Zero guilt snack
The creative ‘way-in’ aims to leverage the shame one
experiences after snacking

CREATIVE DEVELOPMENT
Where could we be?

Objective setting
Objectives : Importance
Ensures objectivity
Coordination among all
and therefore better
brand partners
decision making

Measurement and Reward & recognition

Evaluation of Results
Sales as an objective
Even today for managers the only
meaningful objective for their
promotional program is sales.
Is it the role of advertising
essentially to drive sales, for a
brand or for an organisation?
A firm spends money on
advertising and promotion to sell
its product or service.
 Adverti-
sing

Competi-
Economy
tion

Distri-
bution Sales Price-
Value

Consumer Product
Benefits Benefits

Packaging
Sales is a function of many However, there is a co-relation
variables, advertising is just one between advertising and sales,
of the many variable in certain situations

All the variables, except Tactical or Seasonal advertising

advertising, are controlled by
the client or customer. Only
advertising is developed by
Agencies
Communication or Advertising Objectives
DAGMAR
Defining Advertising Goals for
Measured Advertising Results
(DAGMAR) DAGMAR is based on a hierarchical
model and the communications
process passes through four stages
Under DAGMAR approach, an
advertising goal involves a
communications task that is
specific and measurable.
 Action Getting the consumer to act

Conviction Developing a mental disposition in the

consumer to buy the product

Comprehension Understanding of what the product is and

what it will do for the consumer

Awareness Making the consumer aware of the

existence of the brand or company.
Marketing objective aims to Advertising objectives are
maximise profitability of a brand communication objectives which
by maximising its relevancy modify consumer behaviour, and
enable achievement of marketing
objectives

To achieve 15% market share, in To increase ToM awareness from

2023, from 12%, last year 31% to 42%, in 2017-18
3 Rules
 Specific

Detailed

Crystal clear
Awareness among non-
users of Bingo
Non users include
Non users include
Brand awareness
 Create Reinforce Maintain
awareness awareness awareness
Increase consumption
moments
Increase consumption moments
Class Exercises

INSIGHTS
Planning cycle
Why are we
Where are we?
there?

Where could
we be?

Are we How could we

getting there? get there?
 How could we get there?

Budgeting Advertising Appeals

Advertising Theory Message Strategies

Laddering Process Creative Frameworks

Media Strategy & Research

Creative Brief
Developing the big idea
BUDGETING
 Directly proportional method. When
sales go up so does the budget and vise
versa. However, when sales decline,
communication budget has to be
Percentage of sales ramped up to reverse the trend

Implies that a certain During extraordinary growth, no

percentage of sales is set additional budgetary support is
aside for the possible under this method
communication budget.
The other disadvantage is that no
additional money can be allocated for
special needs or to combat competitive
activity
 Designed to prevent loss of market
share. Expenditure raised or
increased to match that of
competition. Normally used in
highly competitive markets
Meet the competition
Matching competition is no
guarantee of optimal utilisation.
Issue is not how much, but always
how well
 The management lists the
communication objectives to be
achieved and calculates the cost of
achieving each objective.

The budget represents the

Objective and task cumulative sum of the estimated
cost of all objectives

Difficult to apply in organisations

which have multiple brands. Fixing
the objectives and calculating the
costs is a time-consuming activity
 Sets the budget after all the
company’s other budgets have been
determined. Money is allocated
based on what the management
feels they can spend
“What we can afford” Management does not recognise
the benefits of marketing

Management sees marketing

expenditure as a non-revenue
generating activity
DIGITAL CONSUMER PATH
Old marketing paradigm

Old Marketing Paradigm : Pushing messages through background

clutter
Earlier decision journey
Brand loyalty

Desire to Purchase
Purchase Decision

Post-Purchase experience
Changing consumer’s decision journey
Non-Loyalty
Critical Moment
(research & shopping)
(ZMOT)
Quasi Loyalty

Desire to Blind Brand loyalty Purchase

Purchase Decision

Post-Purchase experience
New marketing paradigm
Clutter

Search Marketing
g Ms
Ms Mobile Marketing g
M sg Msg

Digital Lens
Msg Social Media Msg
Msg
Brand Msg Websites Msg Consumer
Msg Msg
Msg Video Marketing
Msg
Ms g
g Digital Storefronts Ms

Gamified Spaces

New Digital Marketing Paradigm : Marketing messages must be fragmented

and fed into digital channels to reach consumers at right moment
Marketing: Old and new consumer path

Old Customer New Customer

Path  Path
• Awareness Aware
• Interest  Appeal
• Desire  Ask
• Action  Act
 Advocacy
Marketing: Old and new consumer path
O3 INFLUENCES
Influence of the 3Os

• Own (Self),
• Other (Word Of Mouth)
New Customer • Outer influences
Path • (Advertisements)
BUILDING DIGITAL MARKETING
STRATEGY (RACE FRAMEWORK)
Key Questions!
How do I know if digital marketing is right for a business?
Are customers / audience ready for digital marketing?
What is a digital marketing strategy and why is it needed?
How to formulate a digital marketing strategy?
To decide if a business needs
Digital Marketing Strategy?

1 2
Are the
Is the Audience products
online / is it going /services /brands
to be online? suited for digital
marketing
5 components of Digital Marketing Strategy
 Is your business ready to embrace digital marketing?

1 Know your  Are your products/services fit for online promotion?

 Do you have right tech/infra in place? Do those processes need to change?
Business  Are you and your employees ready to accommodate changes?

 Who are your competitors in digital market place? Offline/ Online / Global?
Know your  What re they doing right? – Emulate them
2 Competitio  What are they doing wrong? – Learn from them
n  What are they not doing? – Opportunity for you

 Who are your customers? What do they need /want…especially from you?
Know your 
3 Customers 
Are you servicing the same customers online? Or Targeting a new demography/segment?
How does this target uses digital technology?
 How can you use this technology to engage such customers to build relations?
 What you want to get out of digital marketing?
Know what  Are you generating online sales? Or Create sources of targeted sales? Or
4 you want 

Create brand awareness? Or Something else?
Setting clear measurable, specific goals is the key – SMART GOALS
to achieve

Know how  Where? : Channels / media

 When and how much?: Frequency
5 you are  Who will do it?: Self or outsourced
doing  Any framework for execution of the strategy: RACE Framework or other frameworks
RACE Framework for Digital Strategy
Development
END OF MODULE