ST.

JOHN PAUL II COLLEGE OF DAVAO

COLLEGE OF BUSINESS ADMINISTRATION
"Hysicolly Oetocftezf Set Acozfemtcoffj/ Attocftezf

SCP-TOPIC8-MIDTERM PERIOD TOPICS

Week 9 Planning
Lesson Title Integrated Marketing Communications Plan
Learning Outcome(s) | Differentiate business plan, marketing plan from IMC plan

At SJPIICD, I Matter!

LEARNING INTENT!
Terms to Ponder

Strategic planning is the process of identifying a problem that can be solved with
marketing communication.
Marketing plan is developed for a brand or product line and evaluated annually,
although sections dealing with long-term goals might operate for a number of years.
Strategic business unit {ABU} is a line of products or all the offerings under a single
brand name.

Essential Content

Strategic Planning. For marketing communication, strategic planning is the process

of identifying a problem that can be solved with marketing communication, then
determining objectives (what you want to accomplish), deciding on strategies (how to
accomplish the objectives), and implementing the tactics (actions that make the plan come
to life). This process occurs within a specified time frame.
According to Root and Furse, strategic planning provides a blueprint for achieving
organization's goals. When creating a strategic plan, there are certain objectives that the
organization is trying to satisfy during the execution of the strategic plan. Understanding
the organizational objectives of a strategic corporate plan will help to create efficient plans
to guide organization's growth. A strategic plan is a document used to communicate with
the organization's goals, the actions needed to achieve those goals and all the other critical
elements developed during the planning exercise.
The Business Plan. Strategic planning is a three-tiered process that starts with the
business plan and then moves to functional areas of the company such as marketing
where a marketing plan is developed that outlines objectives, strategies, and tactics for all
areas of the marketing mix. Both the business plan and the marketing plan
provide direction to specific plans for specialist areas, such as advertising and other areas
of marketing communication.
A business plan may cover a specific division of the company or a strategic business
unit {SBU}, which is a line of products or all the offerings under a single brand name.
These divisions, or SBUs, share a common set of problems and factors. The objectives for
planning at this level tend to focus on maximizing profit and return on investment {ROI).
ROI is a measurement that shows whether, in general, the costs of conducting the

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 ST. JOHN PAUL II COLLEGE OF DAVAO
COLLEGE OF BUSINESS ADMINISTRATION
"Hysicolly Oetocftezf Set Acozfemtcoffj/ Attocftezf

business—the investment--are more than matched by the revenue produced in return.

The revenue above and beyond the costs is where profit lies.
The Marketing Plan. A marketing plan is developed for a brand or product line and
evaluated annually, although sections dealing with long-term goals might operate for a
number of years. To a large extent, the marketing plan mirrors the company's business
strategic plan and contains many of the same components, although they are focused on
a specific brand rather than the larger organization or corporation.
A mnrfcet situation nnnlpsis assesses the external and internal environments that
affect marketing operations—the company's history, products, and brands, as well as the
competitive environment, consumer trends, and other marketplace trends that have some
impact on the product category. A set of "what's going on" questions help structure this
market analysis.
The Advertising or IMC Plan. Advertising and marketing communication planning
operates with the same concern for objectives, strategies, and tactics that we've outlined
for business and marketing plans. The focus, however, is on the communication program
supporting a brand. It outlines all the communication activities in terms of the objectives,
strategies, tactics, timing, costs, and evaluation.
A CAMPAIGN PLAN. In addition to or instead of an annual plan, a firm may develop
a campaign plan that is more tightly focused on solving a particular marketing
communication problem in a specified time. Such a plan typically includes a variety of
marketing communication (marcom) messages carried in different media and sometimes
targeted to different audiences. The following outline traces the steps, and the decisions
they represent, in a typical campaign plan.
Typical Campaign Plan Outline
I. Situation Analysis
• Background research
• SWOTs: strengths, weaknesses, opportunities, threats
• Key advertising problem(s) to be solved
II. Key Strategic Campaign Decisions
• Objectives
• Target audience (or stakeholder targets in an IMC plan)
• Brand position: Product features and competitive advantage
• Campaign strategy: Key strategic approach and marcom tools
III. Media Strategy (or Points of Contact in an IMC Plan)
• Media objectives
• Media selection
• Media planning and buying:
o Vehicle selection
o Budget allocation
o Scheduling
IV. Message Strategy
• Key consumer insight (brand relationship insight in IMC)
• Message objectives
• Selling premise
• Big idea
• Message design and executions
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 ST. JOHN PAUL II COLLEGE OF DAVAO
COLLEGE OF BUSINESS ADMINISTRATION
"Hysicolly Oetocftezf Set Acozfemtcoffj/

V. Other Marcom Tools Used in Support

• Sales promotion
• Public relations
• Direct marketing
• Personal selling
• Sponsorships, merchandising, packaging, point-of-purchase
• Integration strategy (maximize synergy)
VI. Campaign Management
• Evaluation of effectiveness
• Campaign budget
The outline is useful as a guide for the planning document, but more
importantly, it identifies the key strategic decisions that guide various sections of a
campaign plan. They include (1) identifying the key problems and opportunities, (2)
stating objectives, (3) targeting the audience, (4) creating or reinforcing a position, (5)
identifying the key strategic approach that will deliver the objectives, and (6) using
management controls to determine efficiency in budgeting and effectiveness through
evaluation.

SELE'-SUPPORT: You can click the URL Search Indicator below to help yot/ further understand the lessons.

Search Izzdicator

Duncan, T., & Moriarty, S. (1997). Driving Brand Value: Using Integrated
Marketing to Manage Profitable Stakeholder Relationships. McGraw-Hill.

Gangerra, J. (2006). Small Company, Big Brand. Business Week.com.

http://www.businessweek.com/print/smallbiz/ content/aug
2O06/sb20060825_681509.htm.

Kelley, L., & Jugenheimer, D. (2006). Advertising Account Planning. M.E.

Sharpe.

Ruft, J. (2004). Research Goes Beyond Focus Groups. The Denver Post.

Trout, J. (2005). Branding Can't Exist Without Positioning. Advertising Age.

Varanica, S. (20O6). In Haggar's Blood Ad Blitz, Middle-Aged Is the New Young.

Wall Street Journal.

Varanica, S. (2007). JH Joins Critics of Agency Structure. Wall Street Journal.

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