Presentation on theme: "Chapter 20 Managing Mass Communications: Advertising, Sales Promotions, Events and Experiences, and Public Relations."— Presentation transcript:
1 Chapter 20 Managing Mass Communications: Advertising, Sales Promotions, Events and Experiences, and Public Relations
2 Learning Objectives What steps are required in developing an advertising program? How should marketers choose advertising media and measure their effectiveness? How should sales
promotion decisions be made? What are the guidelines for effective brand- building events and experiences? How can companies exploit the potential of public relations?
3 Developing and Managing an Advertising
Program
Advertising can be a cost-effective way to disseminate messages, whether to build a brand preference or to educate people. In developing an advertising program, marketing managers must always start by identifying the target market and buyer motives. Then they can make the five major decisions known as “the five Ms”: 1. Mission: What are our advertising objectives? 2. Money: How much can we spend and how do we allocate our spending across media
types? 3. Message: What should the ad campaign say? 4. Media: What media should we use? 5. Measurement: How should we evaluate the results? These decisions are summarized in Figure 20.1.
4 Developing and Managing an
Advertising Program
Setting the advertising objectives Deciding on the advertising budget Developing the advertising campaign Choosing media Evaluating advertising effectiveness An advertising objective (or goal) is a specific communications task and achievement level to be accomplished with a specific audience in a specific period of time. We classify advertising objectives according to whether they
aim to inform, persuade, remind, or reinforce. These goals correspond to stages in the hierarchy-of-effects model discussed in Chapter 19. Informative advertising aims to create brand awareness and knowledge of new products or new features of existing products. Consumer packaged goods companies like Colgate, General Mills, and Unilever will often focus on key product benefits. Persuasive advertising aims to create liking, preference, conviction, and purchase of a
product or service. Some persuasive advertising is comparative advertising, which explicitly compares the attributes of two or more brands. Comparative advertising works best when it elicits cognitive and affective motivations simultaneously and when consumers are processing advertising in a detailed, analytical mode. Reminder advertising aims to stimulate repeat purchase of products and services. Expensive, four-color Coca-Cola ads in magazines remind people to purchase
Coca-Cola. Reinforcement advertising aims to convince current purchasers they made the right choice. Automobile ads often depict satisfied customers enjoying special features of their new car.
5 Setting the Advertising Objectives
Informative
Persuasive Reminder An advertising objective (or goal) is a specific communications task and achievement level to be accomplished with a specific audience in a specific period of time. We classify advertising objectives according to whether they aim to inform, persuade, remind, or reinforce. These goals correspond to stages in the hierarchy-of-effects model discussed in Chapter 19. Informative advertising aims to create brand awareness and knowledge
of new products or new features of existing products. Consumer packaged goods companies like Colgate, General Mills, and Unilever will often focus on key product benefits. Persuasive advertising aims to create liking, preference, conviction, and purchase of a product or service. Some persuasive advertising is comparative advertising, which explicitly compares the attributes of two or more brands. Comparative advertising works best when it elicits cognitive and affective motivations
simultaneously and when consumers are processing advertising in a detailed, analytical mode. Reminder advertising aims to stimulate repeat purchase of products and services. Expensive, four-color Coca-Cola ads in magazines remind people to purchase Coca-Cola. Reinforcement advertising aims to convince current purchasers they made the right choice. Automobile ads often depict satisfied customers enjoying special features of their new car.
Reinforcement
6 Deciding on the Advertising Budget
Stage in the product life cycle Market share and consumer base Competition and clutter Advertising frequency Product substitutability Although
advertising is treated as a current expense, part of it is really an investment in building brand equity and customer loyalty. Here are five specific factors to consider when setting the advertising budget: 1. Stage in the product life cycle—New products typically merit large advertising budgets to build awareness and gain consumer trial. Established brands usually are supported by lower advertising budgets, measured as a ratio to sales. 2. Market share and consumer
base—High-market-share brands usually require less advertising expenditure as a percentage of sales to maintain share. Building share by increasing market size requires larger expenditures. 3. Competition and clutter—In a market with a large number of competitors and high advertising spending, a brand must advertise more heavily to be heard. Even advertisements not directly competitive to the brand create clutter and a need for heavier advertising. 4. Advertising
frequency—The number of repetitions needed to put the brand’s message across to consumers has an obvious impact on the advertising budget. 5. Product substitutability—Brands in less-differentiated or commodity-like product classes (beer, soft drinks, banks, and airlines) require heavy advertising to establish a unique image.
7 Deciding on the Advertising Budget
Advertising elasticity Concave or S-shaped The predominant response function for advertising is often concave but can be S-shaped. When it is S-shaped, some positive amount of advertising is necessary to generate any sales impact, but sales increases eventually flatten out.
8 Developing the Advertising Campaign
Message generation and evaluation Positioning of an ad—what it attempts to convey about the brand Creative brief Open sourcing/crowdsourcing Advertisers are always seeking “the big idea” that connects with
consumers rationally and emotionally, distinguishes the brand from competitors, and is broad and flexible enough to translate to different media, markets, and time periods. Fresh insights are important for creating unique appeals and position. A good ad normally focuses on one or two core selling propositions. As part of refining the brand positioning, the advertiser should conduct market research to determine which appeal works best with its target audience and then prepare a
creative brief, typically one or two pages. This is an elaboration of the positioning strategy and includes considerations such as key message, target audience, communications objectives (to do, to know, to believe), key brand benefits, supports for the brand promise, and media. How many ad themes should the advertiser create before choosing one? The more themes explored, the higher the probability of finding an excellent one. Fortunately, an ad agency’s creative department can
inexpensively compose many alternatives in a short time by drawing still and video images from computer files. Marketers can also cut the cost of creative dramatically by using consumers as their creative team, a strategy sometimes called “open sourcing” or “crowdsourcing.”
9 Developing the
Advertising Campaign
Creative development and execution Advertising medium (television, print, and radio advertising media) The ad’s impact depends not only on what it says but, often more important, on how it says it. Creative execution can be decisive. Every advertising medium has advantages and disadvantages. Here, we briefly review television, print, and radio advertising media.
10 Developing the Advertising Campaign
Television ads Vividly demonstrates product attributes Persuasively explains consumer benefits Portrays usage imagery/brand personality Product/brand can be overlooked Creates
clutter Easy to ignore or forget ads Television is generally acknowledged as the most powerful advertising medium and reaches a broad spectrum of consumers at low cost per exposure. Properly designed and executed TV ads can still be a powerful marketing tool that improves brand equity, sales, and profits. In the highly competitive insurance category, advertising can help a brand to stand out.
11 Developing the Advertising Campaign
Print ads Provide detailed product information Flexibility in design and placement Can be fairly passive Newspapers popular for local ads In steady decline Poor reproduction
quality Short shelf life Researchers report that the picture, headline, and copy in print ads matter in that order. The picture must draw attention. The headline must reinforce the picture and lead the person to read the copy. The copy must be engaging and the brand’s name prominent.
12 Developing the Advertising Campaign
Print ad evaluation criteria Is the message clear at a glance? Is the benefit in the headline? Does the illustration support the headline? Does the first line of the copy support or explain the headline and illustration? Is the ad easy to read and follow? Is the product easily identified? Is the brand or sponsor clearly
identified? In judging the effectiveness of a print ad, marketers should be able to answer yes to these questions about its execution.
13 Developing the Advertising Campaign
Radio ads Occurs in the car and out of home Main advantage
is flexibility Ads are relatively inexpensive Can be schedule to air quickly Effective when run in morning Can be extremely creative Can tap into the listener’s imagination Radio is a pervasive medium: Ninety-three percent of all U.S. citizens age 12 and older listen daily and for about 20 hours a week on average, numbers that have held steady in recent years.
14 Developing the Advertising Campaign
Legal and social issues Advertisers must not make false claims Must not use false demonstrations Must not create ads with the capacity to deceive Must avoid bait-and-switch advertising Radio is
a pervasive medium: Ninety-three percent of all U.S. citizens age 12 and older listen daily and for about 20 hours a week on average, numbers that have held steady in recent years.
15 Choosing Media Reach, frequency, and impact
Media selection is
finding the most cost-effective media to deliver the desired number and type of exposures to the target audience. The advertiser seeks a specified advertising objective and response from the target audience—for example, a target level of product trial. This level depends on, among other things, level of brand awareness. Suppose the rate of product trial increases at a diminishing rate with the level of audience awareness, as shown in Figure 20.2(a). If the advertiser seeks a product trial rate
of T *, it will be necessary to achieve a brand awareness level of A*. The next task is to find out how many exposures, E *, will produce a level of audience awareness of A*. The effect of exposures on audience awareness depends on the exposures’ reach, frequency, and impact: Reach (R). The number of different persons or households exposed to a particular media schedule at least once during a specified time period. Frequency (F). The number of times within
the specified time period that an average person or household is exposed to the message. Impact (I). The qualitative value of an exposure through a given medium (thus, a food ad should have a higher impact in Bon Appetit than in Fortune magazine). Figure 20.2(b) shows the relationship between audience awareness and reach. Audience awareness will be greater the higher the exposures’ reach, frequency, and impact. There are important trade-offs here. Suppose the planner
has an advertising budget of $1,000,000 and the cost per thousand exposures of average quality is $5. This means 200,000,000 exposures ($1,000,000 ÷ [$5/1,000]). If the advertiser seeks an average exposure frequency of 10, it can reach 20,000,000 people (200,000,000 ÷ 10) with the given budget. But if the advertiser wants higher-quality media costing $10 per thousand exposures, it will be able to reach only 10,000,000 people unless it is willing to lower the desired exposure frequency.
16 Choosing Media Total number of exposures (E)
Gross Rating Points (GRP): E = R X F Weighted number of exposures (WE) WE = R X F X I The relationship between reach, frequency, and impact is captured in the following
concepts: Total number of exposures (E). This is the reach times the average frequency; that is, E = R X F, also called the gross rating points (GRP). If a given media schedule reaches 80 percent of homes with an average exposure frequency of 3, the media schedule has a GRP of 240 (80 X 3). If another media schedule has a GRP of 300, it has more weight, but we cannot tell how this weight breaks down into reach and frequency. Weighted number of exposures (WE). This is
the reach times average frequency times average impact, that is WE = R X F X I. Reach is most important when launching new products, flanker brands, extensions of well-known brands, and infrequently purchased brands or when going after an undefined target market. Frequency is most important where there are strong competitors, a complex story to tell, high consumer resistance, or a frequent-purchase cycle.
17 Choosing Media Choosing among major media types
The media planner must know the capacity of the major advertising media types to deliver reach, frequency, and impact. The major advertising media along with their costs, advantages, and limitations are profiled in Table
Media planners make their choices by considering factors such as target audience media habits, product characteristics, message requirements, and cost.
18 Choosing Media Place advertising options Billboards Public
spaces
Place advertising, or out-of-home advertising, is a broad category including many creative and unexpected forms to grab consumers’ attention where they work, play, and, of course, shop. Popular options include billboards, public spaces, product placement, and point of purchase. Billboards use colorful, digitally produced graphics, backlighting, sounds, movement, and unusual— even 3D—images. Public spaces: ads are appearing in such unconventional places as
movie screens, airplane bodies, and fitness equipment, as well as in classrooms, sports arenas, office and hotel elevators, and other public places. Product placement: marketers pay $100,000 to $500,000 so their products will make cameo appearances in movies and on television. There are many ways to communicate at the point of purchase (P-O-P), including ads on shopping carts, cart straps, aisles, and shelves and in-store demonstrations, live sampling, and instant coupon machines.
Product placement Point of Purchase
19 Choosing Media Evaluating alternate media
Need to demonstrate reach/effectiveness Selecting specific media vehicles Media planner must choose most cost-effective vehicles and
must estimate audience size, composition, media cost, and cost per thousand persons reached Nontraditional media can often reach a very precise and captive audience in a cost-effective manner, with ads anywhere consumers have a few seconds to notice them. The message must be simple and direct. Outdoor advertising, for example, is often called the “15-second sell.” It’s more effective at enhancing brand awareness or brand image than at creating new brand associations.
Media planners are using more sophisticated measures of effectiveness and employing them in mathematical models to arrive at the best media mix. Many advertising agencies use software programs to select the initial media and make improvements based on subjective factors.
20 Choosing Media Selecting media timing and allocation
In choosing media, the advertiser makes both a macroscheduling and a microscheduling decision. The macroscheduling decision relates to seasons and the business cycle. Suppose 70 percent of a product’s sales
occur between June and September. The firm can vary its advertising expenditures to follow the seasonal pattern, to oppose the seasonal pattern, or to be constant throughout the year. The microscheduling decision calls for allocating advertising expenditures within a short period to obtain maximum impact. Suppose the firm decides to buy 30 radio spots in September. The left side of Figure 20.3 shows that advertising messages for the month can be concentrated (“burst” advertising), dispersed
continuously throughout the month, or dispersed intermittently. The top side shows they can be beamed with a level, rising, falling, or alternating frequency. The chosen pattern should meet the marketer’s communications objectives and consider three factors. Buyer turnover expresses the rate at which new buyers enter the market; the higher this rate, the more continuous the advertising should be. Purchase frequency is the number of times the average buyer buys the product during the
period; the higher the purchase frequency, the more continuous the advertising should be. The forgetting rate is the rate at which the buyer forgets the brand; the higher the forgetting rate, the more continuous the advertising should be.
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Choosing Media Selecting media timing and allocation Continuity
Concentrated Flighting In launching a new product, the advertiser must choose among continuity, concentration, flighting, and pulsing. Continuity means exposures appear evenly throughout a given period. Generally, advertisers use continuous advertising in expanding markets, with frequently purchased items, and in tightly defined buyer categories.
Concentration calls for spending all the advertising dollars in a single period. This makes sense for products with one selling season or related holiday. Flighting calls for advertising during a period, followed by a period with no advertising, followed by a second period of advertising activity. It is useful when funding is limited, the purchase cycle is relatively infrequent, or items are seasonal. Pulsing is continuous advertising at low levels, reinforced
periodically by waves of heavier activity. It draws on the strengths of continuous advertising and flights to create a compromise scheduling strategy. Those who favor pulsing believe the audience will learn the message more thoroughly and at a lower cost to the firm. Pulsing
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Evaluating Advertising Effectiveness
Communication-effect research In-home tests, trailer tests, theater tests, on-air tests Sales-effect research Historical approach Experimental data Most advertisers try to measure the communication effect of an ad—that is, its potential impact on awareness, knowledge, or preference. They would also like to measure its sales effect. Communication-effect research, called
copy testing, seeks to determine whether an ad is communicating effectively. Marketers should perform this test both before an ad is put into media and after it is printed or broadcast. Table 20.2 describes some specific advertising pretest research techniques. The sales impact is easiest to measure in direct marketing situations and hardest in brand or corporate image-building advertising. Companies want to know whether they are overspending or underspending on advertising. One way
to answer this question is to work with the formulation shown in Figure A company’s share of advertising expenditures produces a share of voice (proportion of company advertising of that product to all advertising of that product) that earns a share of consumers’ minds and hearts and, ultimately, a share of market. Researchers can measure sales impact with the historical approach, which uses advanced statistical techniques to correlate past sales to past advertising expenditures.
Other researchers use experimental data to measure advertising’s sales impact.
23 Sales Promotion A collection of incentive tools, mostly short term, designed to stimulate quicker or greater purchase of particular products or services by consumers or the trade Whereas advertising offers a reason to buy,
sales promotion offers an incentive. Some sales promotion tools are consumer franchise building. They impart a selling message along with the deal, such as free samples, frequency awards, coupons with a selling message, and premiums related to the product. Sales promotion tools that are typically not brand building include price-off packs, consumer premiums not related to a product, contests and sweepstakes, consumer refund offers, and trade allowances.
24 Sales Promotion Establishing objectives
For consumers, retailers, and the sale force Sales promotion objectives derive from communication objectives, which derive from basic marketing objectives for the product. For consumers, objectives include encouraging
more frequent purchases or purchase of larger-sized units among users, building trial among nonusers, and attracting switchers away from competitors’ brands. If some of the brand switchers would not have otherwise tried the brand, promotion can yield long-term increases in market share.56 Ideally, consumer promotions have short-run sales impact and long-run brand equity effects. For retailers, objectives include persuading retailers to carry new items and more inventory, encouraging
off-season buying, encouraging stocking of related items, offsetting competitive promotions, building brand loyalty, and gaining entry into new retail outlets. For the sales force, objectives of promotion include encouraging their support of a new product or model, encouraging more prospecting, and stimulating off-season sales.
25 Sales Promotion Selecting consumer promotion tools
The promotion planner should take into account the type of market, sales promotion objectives, competitive conditions, and each tool’s cost-effectiveness. The main consumer promotion tools are summarized in Table
Manufacturer promotions in the auto industry, for instance, are rebates, gifts to motivate test-drives and purchases, and high-value trade-in credit. Retailer promotions include price cuts, feature advertising, retailer coupons, and retailer contests or premiums.
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Sales Promotion Selecting trade promotion tools
Forward buying and diverting retailers Manufacturers use a number of trade promotion tools (see Table 20.4). They award money to the trade (1) to persuade the retailer or wholesaler to carry the brand; (2) to persuade the retailer or wholesaler to carry more units than the normal amount; (3) to induce retailers to promote the brand by featuring, display, and price reductions; and (4) to stimulate retailers and
their sales clerks to push the product. Manufacturers often find it difficult to police retailers to make sure they are doing what they agreed to do and increasingly insist on proof of performance before paying any allowances. Manufacturers face several challenges in managing trade promotions. Some retailers are doing forward buying—that is, buying a greater quantity during the deal period than they can immediately sell. The manufacturer must then schedule more
production than planned and bear the costs of extra work shifts and overtime. Some retailers are diverting, buying more than needed in a region where the manufacturer offers a deal and shipping the surplus to their stores in non-deal regions. Manufacturers handle forward buying and diverting by limiting the amount they will sell at a discount or by producing and delivering less than the full order in an effort to smooth production.
27 Sales Promotion Selecting business and sales force promotion tools
Companies spend billions of dollars on business and sales force promotion tools (see Table 20.5) to gather leads, impress and reward customers, and motivate the sales
force. They typically develop budgets for tools that remain fairly constant from year to year. For many new businesses that want to make a splash to a targeted audience, especially in the B-to-B world, trade shows are an important tool, but the cost per contact is the highest of all communication options.
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Total sales promotion budget
Developing the program Incentive size Conditions Duration Total sales promotion budget In deciding to use a particular incentive, marketers must first determine its size. A certain minimum discount is necessary if the promotion is to succeed. Second, the marketing manager must establish conditions for participation. Incentives might be offered to everyone or to select groups.
Third, the marketer must decide on the duration of the promotion. Fourth, the marketer must choose a distribution vehicle. A 50-cents-off coupon can be distributed in the product package, in stores, by mail, online, or in advertising. Fifth, the marketing manager must establish the timing of promotion and, finally, the total sales promotion budget. The cost of a particular promotion consists of the administrative cost (printing, mailing, and promoting the deal) and the incentive cost (cost of
premium or cents-off, including redemption costs), multiplied by the expected number of units sold. The cost of a coupon deal recognizes that only a fraction of consumers will redeem the coupons. Timing Distribution vehicle
29 Sales Promotion Implementing and evaluating the program Lead time
Sell-in time Sales/scanner data Consumer surveys Experiments Marketing managers’ implementation and control plans must cover lead time and sell-in time for each individual promotion. Lead time is the time necessary to prepare the program prior to launching it. Sell-in time begins with the promotional launch and ends when approximately 95
percent of the deal merchandise is in the hands of consumers. Manufacturers can evaluate the program using sales data, consumer surveys, and experiments.
30 Events and Experiences
Events objectives To identify with a target market or lifestyle To increase salience of
company/product name To create/reinforce key brand image associations To enhance corporate image To create experiences and evoke feelings To express commitment to the community or on social issues To entertain key clients or reward employees To permit merchandising/promotional opportunities Marketers report a number of reasons to sponsor events, which are listed on this slide.
31 Events and Experiences
Major sponsorship decisions Choosing events Designing sponsorship programs Measuring sponsorship activities Making sponsorships successful requires choosing the appropriate events, designing the optimal sponsorship program, and measuring the effects
of sponsorship. Choosing Events Because of the number of sponsorship opportunities and their huge cost, many marketers are becoming more selective. The event must meet the marketing objectives and communication strategy defined for the brand. Designing Sponsorship Programs Many marketers believe the marketing program accompanying an event sponsorship ultimately determines its success. At least two to three times the amount of the sponsorship expenditure should be spent
on related marketing activities. Measuring Sponsorship Activities It’s a challenge to measure the success of events. Supply-side methods for measuring an event’s success assess the media coverage, for example, the number of seconds the brand is clearly visible on a television screen or the column inches of press clippings that mention it. The demand-side method identifies the sponsorship’s effect on consumers’ brand knowledge. Marketers can survey spectators to measure their recall
of the event and their resulting attitudes and intentions toward the sponsor.
32 Measuring Sponsorship Programs
Measure outcomes, not outputs Define/benchmark objectives on front end Measure return for each objective Measure behavior
Apply assumptions/ratios used by other departments Measure results of emotional connections Identify group norms Include cost savings in ROI calculations Slice the data Capture normative data It’s a challenge to measure the success of events. “Marketing Memo: Measuring High-Performance Sponsorship Programs” offers some guidelines from industry experts IEG.
33 Events and Experiences
Creating experiences Experiential marketing A large part of local, grassroots marketing is experiential marketing, which not only communicates features and benefits but also connects a product or service with unique and interesting experiences. “The idea is not to sell
something, but to demonstrate how a brand can enrich a customer’s life.” Many firms are creating their own events and experiences to create consumer and media interest and involvement.
34 Public Relations PR department functions Press
relations
Product publicity Corporate communications Lobbying Counseling A public is any group that has an actual or potential interest in or impact on a company’s ability to achieve its objectives. Public relations (PR) includes a variety of programs to promote or protect a company’s image or individual products. The best PR departments counsel top management to adopt positive programs and eliminate questionable
practices so negative publicity doesn’t arise in the first place. They perform the following five functions: 1. Press relations—Presenting news and information about the organization in the most positive light 2. Product publicity—Sponsoring efforts to publicize specific products 3. Corporate communications—Promoting understanding of the organization through internal and external communications 4. Lobbying—Dealing with legislators and
government officials to promote or defeat legislation and regulation 5. Counseling—Advising management about public issues as well as company positions and image during good times and bad
35 Public Relations Marketing public
relations (MPR) tasks
Launching new products Repositioning mature products Building interest in product Building corporate image Many companies are turning to marketing public relations (MPR) to support corporate or product promotion and image making. MPR, like financial PR and community PR, serves a special constituency, the marketing department. The old name for MPR was publicity, the task of securing editorial space—as
opposed to paid space—in print and broadcast media to promote or hype a product, service, idea, place, person, or organization. MPR goes beyond simple publicity and plays an important role in the following tasks: Launching new products. The amazing one-time commercial success of toys such as LeapFrog, Beanie Babies, and Silly Bandz owes a great deal to strong publicity. Repositioning mature products. In a classic PR case study, New York City had extremely bad press in
the 1970s until the “I Love New York” campaign. Building interest in a product category. Companies and trade associations have used MPR to rebuild interest in declining commodities such as eggs, milk, beef, and potatoes and to expand consumption of such products as tea, pork, and orange juice. Influencing specific target groups. McDonald’s sponsors special neighborhood events in Latino and African American communities to build goodwill. Defending products
that have encountered public problems. PR professionals must be adept at managing crises, such as those weathered by such well-established brands as Tylenol, Toyota, and BP in recent years. Building the corporate image in a way that reflects favorably on its products. The late Steve Jobs’s heavily anticipated Macworld keynote speeches helped to create an innovative, iconoclastic image for Apple Corporation. Defending problem products Influencing target groups
36 Public Relations Major decisions in marketing PR
Establishing objectives Choosing messages and vehicles Implementing the plan Evaluating results In considering when and how to use MPR, management
must establish the marketing objectives, choose the PR messages and vehicles, implement the plan, and evaluate the results. Establishing Objectives MPR can build awareness by placing stories in the media to bring attention to a product, service, person, organization, or idea. It can build credibility by communicating the message in an editorial context. It can help boost sales force and dealer enthusiasm with stories about a new product before it is launched. It can hold down
promotion cost because MPR costs less than direct-mail and media advertising. A good MPR campaign can achieve multiple objectives. Choosing Messages and Vehicles The MPR practitioner will search for stories. Each event and activity is an opportunity to develop a multitude of stories directed at different audiences. Whereas PR practitioners reach their target publics through the mass media, MPR is increasingly borrowing the techniques and technology of online and direct-response
marketing to reach target-audience members one on one. Implementing the Plan and Evaluating Results MPR’s contribution to the bottom line is difficult to measure because MPR is used along with other promotional tools. The easiest gauge of its effectiveness is the number of exposures carried by the media. A better measure is the change in product awareness, comprehension, or attitude resulting from the MPR campaign (after accounting for the effect of other promotional tools as well
as possible).
37 Public Relations The main tools of MPR are described in Table 20.6.
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