Creative Advertising Strategy 10. 2 What Makes Effective Advertising? Sound Strategy Consumer’s View Doesn’t Overwhelm Deliver on Promises Break Clutter

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  • Creative Advertising Strategy10

  • *What Makes Effective Advertising?

  • *Memorable AdvertisingApple Computers 1984 TV Commercial

  • *The Role of CreativityCreative ads share two characteristics:

  • *Original Ads: Apple iPod

  • *Advertising Successes and Mistakes Value Proposition is:

    The reward:

  • *Advertising Plans and StrategyAdvertising strategy

  • *Advertising Strategy: A Five-Step Program Specify the key fact from the customers viewpoint.State the primary problem, or advertising issue, from brand managements perspective. State the advertising objective. Implement the creative message strategy. Establish mandatory requirements.

  • *Step 1: Specify the Key Fact

  • *Step 2: State the Primary Problem

  • *Step 3: State the Advertising Objective

  • *Step 4: Implement the Creative Message Strategy

  • *Step 5: Establish Mandatory Requirements The final step involves including mandatory requirements due to:

  • *Constructing a Creative BriefBackgroundStrategyTaskPositioningClients ObjectivesTargetTheir current thoughts/feelingsWhat do we want them to think/feelWhat do we want them to doPropositionBelief in propositionHow we speak to them

  • Alternative Advertising Strategies

    Unique Selling Proposition (USP)Brand ImageResonanceEmotionalGenericPreemptive

  • Alternative Strategies: Unique Selling PropositionSuperiority claims based on unique physical feature or meaningful benefitDefinitionMost useful when point of difference cannot be readily matched by competitorsConditionsMay force competitors to imitate or choose more aggressive strategyCompetitiveImplications

  • Alternative Strategies: Brand ImageClaims based on psychosocialdifferentiation, usually symbolicassociationDefinitionBest for homogeneous goodwhere differences are difficult to develop (e.g., cola)ConditionsOften involve prestige/identityclaims; rarely challengecompetition directlyCompetitiveImplications

  • Alternative Strategies: ResonanceAttempts to evoke stored lifeexperiences of prospects togive product relevantmeaning or significanceDefinitionBest for socially visible goods;requires considerable consumerunderstanding to design messagesConditionsFew direct limitations oncompetitors options; most likelycompetitive response is imitationCompetitiveImplications

  • Alternative Strategies: EmotionalAttempts to provoke involvement or emotion through ambiguity, humor without strong sellingemphasisDefinitionBest suited to discretionaryItems associated with emotionsConditionsCompetitors may imitate toundermine strategy of differenceor pursue other alternativesCompetitiveImplications

  • Alternative Strategies: GenericA claim that could be made by any company in that category. No attempt to differentiate the brand.DefinitionBest suited to brands that dominate a product category.ConditionsCompetitors may imitate but ones overall dominance will mean one gains a larger share of an increased pie.CompetitiveImplications

  • Alternative Strategies: PreemptiveA generic claim made with an assertion of superiority.DefinitionFew real functional differences between brands. Must be first in product category to make the claim, and to support it with sufficient ad weight.ConditionsEffectively precludes competitors from making a similar claim.CompetitiveImplications

  • Values

  • Universal Human Values

    Self-DirectionStimulationHedonismAchievementPower

    SecurityConformityTraditionBenevolenceUniversalism

  • Individualistic Cultures

    Self-DirectionStimulationHedonismAchievementPower

    SecurityConformityTraditionBenevolenceUniversalism

  • Collectivistic Cultures

    Self-DirectionStimulationHedonismAchievementPower

    SecurityConformityTraditionBenevolenceUniversalism

  • *Self-Direction Value

  • *Security Value

  • Workshop QuestionsWhat are the value orientations or valued end-states that are motivating to our target audiences? Do they differ across audiences? How can we find out?

    What are the attributes and consequences that link to those value orientations? How can our IMC strategy emphasize those attributes and consequences?

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