Case Study: Cunard Line Ltd., Managing Integrated Marketing Communications 1. For 1992, why did they select the marketing communications activities in the case? By 1992, there had been a shift in advertising strategy due to worldwide recession in the early 1990s. As result, there was more pressure to achieve immediate sales results, i.e., to fill the ships and thus temptation to resort to more price-oriented appeals to customers. Cunard needed to strategically allocate the budget for marketing communications and branding, maintain uniformity in its communication efforts -- all while finding the right balance between tactical and strategic branding. In addition, Cunard needed to consider the effect on branding strategy due to organizational changes, retaining its current brand image and staying ahead of the competition. 2. What marketing objectives (or business issues) is the advertising trying to solve? (Be Specific!) The challenge for the marketing communications team was to create the urgency and persuasiveness of price-promotional advertising/communications on behalf of each individual ship, without detracting from the carefully crafted image portrayed its advertising. In addition, the team was challenged with an overall mix of marketing communications tools used by Cunard, as well as emphasis in marketing communications between focus on the Cunard corporate identity and focus on the identity of the individual ships. In meeting this challenge, there needed to be 1) a common look and feel to the Cunard brand, and 2) a consistent look and message between strategic and tactical marketing communications. The overall outcome was to achieve immediate sales results. Direct mail and price-promotional activities were key advertising tools used to close the sale and create urgency among potential customers while maintaining the Cunard image. 3. Looking at the Exhibits (i.e. advertising used), did they achieve it? Be critical.
Cunard solved it’s challenge to create...
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