Monitoring and evaluating marketing communications is a difficult process with imprecise outcomes. Critically review this statement for both on-line and off-line campaigns, making reference to appropriate theory, the organisation and tools previously selected.

Setting up objectives is vitally important. Measurable objectives enable a business to enumerate the efficiency and the effectiveness of marketing communications’ (MCs) endeavouring impact e.g. to show the effectiveness of the investment in the campaign and allows comparison of different campaigns. Monitoring and evaluating is a continuous process and can also achieve a high level of budget accountability (Ouwersloot and Duncan, 2008. pp. 475).
In order to design and illustrate a measurement and evaluation plan, this assay utilizes the MCs measurement and evaluation theory and models for online and offline communication tactics by: * Pelsmacker et al (2004) * Pickton and Broderick (2005) * Ouwersloot and Duncan (2008 * Fill (2005) * Chaffey et al (2006) * Hannah (2012)
This essay will point out the different benefits that measuring and evaluating provides. Furthermore, it will demonstrate the proposed monitoring tools and limitations for the three MC objectives tactics which are; 1) sponsorship, 2) digital/ social media as well as 3) TV advertising. In addition, a time/budget plan will be mulled over leading to a conclusion.

Pickton and Broderick (2005) state there are five benefits that are illustrated through monitoring and evaluating MCs and campaign tactics which are:

Figure [ 1 ]: Pickton and Broderick's (2005) MCs measurement and evaluation benefits
Ouwersloot and Duncan (2008) put forward three additional benefits to measuring and evaluating MC’s:

Figure [ 2 ]: Ouwersloot and Duncan's (2008) three additional benefits
Both parties agree on the limitations of the benefits provided. Nevertheless, Pickton and Broderick (2005) report that due to limited deadlines and a shortage of funds or ‘political’ barriers on the decisions made within the organization; in reality and practice, evaluating every portion of any campaign is improbable. However, it does mean that the benefits listed in figure 1 can be enhanced significantly and make the procedure worthwhile, and a desirable aim to pursue. Ouwersloot and Duncan (2008, pp. 478) state that ‘according to a study by Accenture management consultants, 70 %marketing executives report that they don’t really know what kind of return they are getting on their marketing investments’. Furthermore, Pickton and Broderick (2005) propose that none of the available evaluation processes are perfect, but it doesn’t mean that the procedure should not be used to acquire a better understanding of the MCs. In reality, reliance on evaluation measures should never be to the extent that they replace executive judgement. The executives ‘should aid it, but not act as a substitute.’ Pickton and Broderick (2005, pp. 516).
Ouwersloot and Duncan (2008, pp. 479) advice that carrying measurements and evaluations, companies e.g. Branston Pickle, will need to be in a position to: * Have large budget allocated for the media. * Have room to put up with any financial losses if MCs do not meet their objectives.
Of course like any other processes, there are many issues that can highlight the unreliability of the measuring systems. These are example of the issues that are stated by Chaffey et al (2006): Figure [ 3 ] - Issues in measurement systems by Chaffey et al (2006) Figure [ 3 ] - Issues in measurement systems by Chaffey et al (2006)

MC Objective | Tactic | Strategy | Online/offline: | To reposition the brand image in order to appeal to the younger more involved consumer (15-34 years of age), in terms of online activity and followership. Branston’s core values will not be lost. Celebrity sponsorship may be one option to go with | Sponsorship | Pull | Offline | Figure [ 4 ] - Sponsorship communications campaign
Figure [ 5 ] - Adapted from Chaffey et al (2006), Branston’s sponsorship performance measurement process model
Figure [ 5 ] - Adapted from Chaffey et al (2006), Branston’s sponsorship performance measurement process model
Adapted from Chaffey et al (2006) figure 5 illustrates the Performance Management Process. In theory this is a closed cycle and recurs until the campaign is most favourable. As pointed out by Pickton and Broderick (2005) in reality and practice, the costs margin will need to be observed as chances of rising is high. However, in theory this is a valuable activity and very much advisable.
Branston’s sponsorship effectiveness will be measured in Figure 6 under Fill’s (2005) four categories: 1) Exposure, 2) Communication results, 3) Sales and Market share and 4) Feedback from participating groups.

Figure [ 6 ] - Measuring Branston's sponsorship effectiveness according to Fill (2005) Figure [ 6 ] - Measuring Branston's sponsorship effectiveness according to Fill (2005)

Criticisms were made by Pelsmacker et al (2004). Referring to a Belgian study, Pelsmacker et al (2004) declares that at a major car racing event, 33% of people had no idea and could not name a sponsor. In addition, 25% named wrong sponsors and a low of 2.3 % named at least one. Another example, watched by most or all people, the sponsored daily weather resulted with only 9% naming the sponsor. These results identify that consumers contain tremendously low awareness levels of sponsors (Pelsmacker et al, 2004). MC Objective | Tactic | Strategy | Online/offline: | To increase customer involvement and website traffic by 35% in the next 12 months by implementing a customer database and homepage interactivity with the customers. To increase Branston’s presence in social media networks and digital media by 65% in 12 months. | Digital/Social Media | Pull | online | Figure [ 7 ] - Digital/Social media communications campaign Figure 8 illustrates the effectiveness of e-communications (website) stated by Chaffey et al (2006):

Figure [ 8 ] - the effectiveness of e-communications (website) stated by Chaffey et al (2006)
Figure [ 8 ] - the effectiveness of e-communications (website) stated by Chaffey et al (2006)

When the corporate website is clicked on or interacted with by visitors, the web server usually keeps track and count of different types of data. These data are contained in so called log files. Illustrated in figure 9, Pelsmacker et al (2004) states that there are usually 4 different log files:

Figure [ 9 ] - Pelsmacker's et al (2004) description of the different log files Figure [ 9 ] - Pelsmacker's et al (2004) description of the different log files

Below in figure 10 is the different visitor volume measures and statistics adapted by El-Filali (2012), Branston’s website data estimations are also included:

Figure [ 10 ] - The different visitor volume measures
Figure [ 10 ] - The different visitor volume measures

PPV: Pages Per Visit – This is the average amount of Website pages observed per a visitor per a site. VPV: Visits Per (unique) Visitor – This is the regularity of website visits per a visitor. This is reliant upon a period measure. Branston will be using the visitor volume measurements to measure the corporate website visiting behaviour. In order to analyse the enormous load of data, Branston will employ tools such as Nedstat and WebTrends. As stated by Pelsmacker et al (2004) these tools are developed to competently and proficiently summarise and analyse data. These software instruments are used to discover significant and meaningful patterns within the data on the website’s visiting behaviour. Pelsmacker et al (2004, pp.323) states that ‘Log files have important limitations. They cannot identify individual users.’ Consequently, a piece of software is fixed in the system of the site visitor called ‘cookies’. This therefore allows the web servers to record the patterns of revisit behaviour of all visitors. Pelsmacker et al (2004). Adapted from Fill (2005) illustrated in figure 11 is the Website E-commerce attrition model. Branston’s social media profiles as well as its corporate website will be using this below model to understand and analyse how many visitors are lost at each stage.

Figure [ 11 ] - Fill's (2005) Website E-commerce attrition model
Figure [ 11 ] - Fill's (2005) Website E-commerce attrition model

Branston will be measuring its presence in social media by Hannah’s (2012) 5 key criteria:

Figure [ 12 ] - Hannah's (2012) 5 key criteria to measuring social media presence Figure [ 12 ] - Hannah's (2012) 5 key criteria to measuring social media presence

Hannah (2012) states that determining which online quotations are positive, which are neutral and which are negative can be hard for both people to judge, and for computers to make sense of. In order for Branston to understand its online presence, it will be employing external assistance from Brands Eye and Nielsen buzz metrics as recommended by Hannah (2012).

Figure [ 13 ] - Hannah's (2012) Social media brand presence measures.
Stated in “A lot of buzz about nothing” (Anon.,2010), Social media is difficult to evaluate. Buzz monitoring tools are somewhat unreliable as they can only track but can’t draw quantitative conclusions as the variety of systems utilizes different technical collection techniques and classify things differently.

MC Objective | Tactic | Strategy | Online/offline | To increase the brand awareness level among the younger and potentially profitable demographic (15-34 years of age) by 40% in the next 12 months. Investing into media or a multimillion TV advert campaign would be the most effective. | TV Advertising | Profile | Offline | Figure [ 14 ] - TV advertising communications campaign Research efforts are seen by professionals as a threat which causes a limitation to creativity. Those professionals (marketing managers) also view it as a waste of money and time and cannot substitute experience and intuition (Pelsmacker et al, 2004) There is a general consideration and belief, that the effect on communication efforts cannot be measured, therefore, there is no point to even try to attempt it. Advertising research should not put creativity in a situation that it is silent. However, it does not mean that it cannot lead the creativity to be more relevant and effective. Pelsmacker et al (2004, pp.309) state that ‘research should never take over marketing knowledge but then again it can be used as a correction to marketing myopia’ Measuring the effectiveness of communication efforts in for example Sales, market share or profits cannot be isolated. Therefore, the commercial payoff is only visible after a period of time. In advertising research, it is known that so frequently the predictors of commercial success are guessed from measuring ‘intermediate’ effects such as: * Brand awareness * Brand knowledge * Attitude * Preference * Purchase intentions Although, Pelsmacker et al (2004, pp. 309) argues that ‘positive intermediate effects are not always a good predictors of commercial results’. Overall, carrying out research is very attractive to managers e.g. communication managers as it allows them to 1) control and custom strategy whenever it is required, 2) obtain a great advantage on decreasing and avoiding mistakes (Pelsmacket et al, 2004). For the Branston TV campaign, Pelsmacker’s (2004) Off-line Advertising Research model will be applied. This will help improve the decision making each step of the advertising planning process. There are four main research steps; figure 16 is an adapted model by El-Filali (2012): Figure [ 15 ] - Pelsmacker’s (2004) Off-line Advertising Research (adapted by El-Filali (2012)) Figure [ 15 ] - Pelsmacker’s (2004) Off-line Advertising Research (adapted by El-Filali (2012))

Figure [ 16 ] - Pelsmacker’s (2004) Off-line Advertising Research model Figure [ 16 ] - Pelsmacker’s (2004) Off-line Advertising Research model According to Pelsmacker et al (2004), strategic advertising research is vitally crucial but at times, this research task is often abandoned. One of the advantages is that it allows the communication manager to institute a rock-hard stepping-stone for the communication strategy to be built on. Branston will apply this strategic research to all of the MCs. Pelsmacker et al (2004) identifies the elements that will need to be studied:

Figure [ 17 ] - Pelsmacker's et al (2004) elements for research campaigns Figure [ 17 ] - Pelsmacker's et al (2004) elements for research campaigns

Branston will study these issues by implying desk research as well as conducting qualitative questionnaires to establish correct information (Pelsmacker et al, 2004). Pelsmacker et al (2004, pp. 312) states that ‘In a Pre-test, advertising stimuli are tested before the ad appears in the media. The general purpose is to test an ad or different ads to assess whether or not they can achieve the purpose for which they are designed.’ Pickton and Broderick (2005, pp. 521) adds that the ads should be pre-tested but a substantial amount of pre-testing should be delegated to product related, as a distinct from advertising related. Figure (18) below represents the different pre-test objectives that are proposed by Pickton and Broderick (2005) and Pelsmacker et al (2004):

Figure [ 18 ] - Pre-test objectives by Pickton and Broderick (2005) and Pelsmacker et al (2004)
Figure [ 18 ] - Pre-test objectives by Pickton and Broderick (2005) and Pelsmacker et al (2004)

The Branston campaign will be internally tested by Pelsmacker’s et al (2004) checklist. Check lists are used to certify that nothing of importance is absent as well as if the add is ‘appealing, powerful and on strategy.’ Pelsmacker et at (2004, pp. 312). Figure 19 is an adapted checklist for Branston:

Figure [ 19 ] - Pelsmacker’s et al (2004) internal pre-test checklist
Figure [ 19 ] - Pelsmacker’s et al (2004) internal pre-test checklist

Branston will be using further eternal pre testing methods for the TV advert. These methods are:
The psychogalvanometer – Measures the level of emotional arousal. According to Pickton and Broderick (2005) Galvanic skin response is the electricity generated by chemical changes on the skin. The marketing communications are shown to the respondent in the form of stimulus material; this is done whist the respondent is wired up the machine. The device measures the level of emotional arousal (Pickton and Broderick, 2005).
The pupilometer – Measures the degree to which the pupils in the eyes of the respondent dilate in response. Pickton and Broderick (2005, pp. 324) states that ‘greater dilation is always interpreted as positive for the stimulus material.’
Pickton and Broderick (2005) point out that these techniques have been assisting certain agencies in the past and modern times. Nevertheless, a criticism will be that these methods take place in a laboratory setting rather than as part of real life. Furthermore, Pelsmacker et al (2004) points out that these techniques are not often used as they are expensive and somewhat complicated with results that are difficult to understand.
Branston will need to consider the limitations to pre-testing. Example of the limitations that is stated by Pelsmacker et al (2004) is shown in figure 20:

Figure [ 20 ] - Limitation for pre-testing by Pelsmacker et al (2004)
Figure [ 20 ] - Limitation for pre-testing by Pelsmacker et al (2004)

According to Pelsmacker et al (2004) a post-test is an examination of an advert after it has been placed in the media. Pickton and Broderick (2005) suggests that post-testing is a lesser priority to those companies that carry out pre-tests, this is due to costs..
Branston will be conducting Post-tests for the Television Advert. Furthermore, Branston will be using Pelsmacker’s et al (2004) Recall test communication effect measurement.
Pelsmacker et al (2004) states that an unaided recall test consumers indicate which adverts they remember seeing; this can be from magazines, billboards and for Branston’s situation the television advert. In an aided recall test, the consumer’s memory is jogged by clues such as: which sauce adverts have you seen yesterday? Unaided recall scores are normally lower than the aided tests (Pelsmacker et al, 2004).
Branston will be carrying out the Day After Recall (DAR) test. In this process a number of consumers are called, in Branston’s case, consumers aged 15-34 years will be contacted to take part in a telephone interview. Within a certain product category these consumers are asked to name which ads they saw on e.g. television the day before. Secondly, when the brand names are illustrated, the consumers will have to point out if they in fact remember seeing the brand’s ad.
The below figure is Pelsmacker’s et al (2004) limitations of post-testing:
Figure [ 21 ] - Pelsmacker’s et al (2004) limitations of post-testing
Figure [ 21 ] - Pelsmacker’s et al (2004) limitations of post-testing

Pelsmacker’s et al (2004) fourth step in the model ‘Off-line advertising research is the campaign evaluation research. This focuses on the overall ad effectiveness. Also stated, post-tests are contrary; as post-tests can only assess one add. However, ‘the campaign evaluation research focuses on the effectiveness of a whole advertising campaign’ (Pelsmacker et al 2004, pp. 324). Pelsmacker et al (2004) argues that the campaign evaluation research tends to be increasingly more pertinent than post-test. Moreover, it is irrelevant to assess the effects of one ad but more winning to assess the whole communication mix.
In conclusion, although there are many limitations, evaluating a campaign is best and the rational for this in terms of benefit. Such as improving risk reduction and decision making, was clear (Pelsmacker et al, 2004). Organisations tend to be hesitant to spending more money in procedures such as pre and post-testing even though valuable feedback can be obtained. However, the evaluation theory and models for online and offline communication tactics by: Pickton and Broderick (2005), Chaffey et al (2006), Ouwersloot and Duncan (2008), Hannah (2012) and Pelsmacker et al (2004) agree that it is a procedure with inexact outcome, as information will need to be collected before, during and after the campaign. In practice, lack of resources such as time and money can result for the organisation to evaluate only one part of the campaign. Nevertheless, evaluation tools and procedures are not reliable, although; organisations would be better off acknowledging their flaws than not employing them at all.

References:

* Chaffey, Mayer, Johnston, Ellis-Chadwick, (2009), Internet Marketing, Prentice Hall, Harlow.

* Fill, C. (2009), Marketing Communications (5th Edition), London: Prentice Hall.

* Hannah, C. (2012), ‘’Toughest to track: How to measure social media success’’.

* Li, Charlene; Bernoff, Josh (2008). Groundswell: Winning in a World Transformed by Social Technologies. Boston: Harvard Business Press

* Marketing, 24th November 2010, “A lot of buzz about nothing”.

* Ouwersloot, H. & Duncan, T. (2008), Integrated marketing communications,
McGraw-Hill Higher Education, New York.

* Pelsmacker, P. & Kitchen, P. (2004), Integrated Marketing Communications, Routledge, Oxfordshire.

* Pickton, D. & Broderick, A. (2005), Marketing Communications, Financial Times Management, 2nd Ed.

* Scoble, Robert; Israel, Shel (2006). Naked Conversations: How Blogs are Changing the Way Businesses Talk with Customers. Hoboken, N.J: John Wiley