科特勒 营销管理（亚洲版·第6版）英文-第17章.pptVIP

Measuring Communication Results Senior managers want to know the outcomes and revenues resulting from their communications investments. Too often, communications directors supply only outputs and expenses. After implementing the communication plan, the communications director must measure its impact on the target audience. * Measuring Results of Marketing Communications Members of the target audience are asked: Whether they recognize or recall the message. How many times they saw it. What points they recall. How they felt about the message. Previous and current attitudes toward the product and the company. The communications director should also collect: Behavioral measures of audience response, such as how many people bought the product, liked it, and talked to others about it. * Feedback Measurement Figure 17.5 provides an example of good feedback measurement. We find that 80 percent of the consumers in the total market are aware of brand A, 60 percent have tried it, and only 20 percent who have tried it are satisfied. This indicates that the communication program is effective in creating awareness, but the product fails to meet consumer expectations. * Feedback Measurement In contrast, only 40 percent of the consumers in the total market are aware of brand B, and only 30 percent have tried it, but 80 percent of those who have tried it are satisfied. In this case, the communication program needs to be strengthened to take advantage of the brand’s potential power. * Figure 17.5: Current Consumer States for Two Brands * Managing the Integrated Marketing Communications Process Many companies still rely on only one or two communication tools. This practice persists in spite of the fragmenting of mass markets into a multitude of minimarkets, each requiring its own approach; the proliferation of new types of media; and the growing sophistication of consumers. The wide range of communication tools, messages, and audiences makes it imperative that companie