Tourism Marketing Communications Mix
Tourism Marketing Communications Mix
The strategy underlying marketing communications could be long term or short term. A tourism marketing communications strategy must encompass the promotion mix. Few forms of communications succeed on their own. The promotional mix is influenced by whether a company chooses a push, pull or profile strategy or a combination.
Using a pull strategy, the producer directs its marketing activities (primarily advertising and consumer promotion) towards final consumers to induce them to buy the product. If the pull strategy is effective, consumers will then demand the product from channel members, who will in turn demand it from producers. Thus under pull strategy, consumer demand ‘pulls’ the product through the channels. The pull strategy would have the ultimate buying public as its primary target. The aim would be, by such means as heavy consumer advertising to create a heavy demand for the product at retail level so that retailers and middlemen would place orders.
The strategy then pulls goods through the shops from the consumer end. A pull strategy is a softer, but potentially more costly approach, where you encourage customer demand through things like advertising and promotions, such as free samples, coupons and competitions. This is a good strategy if product demand is high, customers use the brand as part of their purchase decision, or you can differentiate your product based on emotional feelings.
A push strategy involves ‘pushing’ the product through distribution channels to final consumers. The firm directs its marketing activities (primarily personal selling and trade promotion) towards channel members to induce them to carry the product and to promote it to final consumers. The push strategy identifies two target audiences based on their contribution to the marketing channel. The first are organizations or companies who do not consume the products and services. They buy; add value before selling the products on to others in the demand chain.
The second target audiences of push strategy are those who buy products and services, perform some added value activities and move the product through the marketing channel network. This group belongs to the business-to-business sector and the characteristic and issues associated with trade channel marketing communications. A push strategy is a more direct form of communicating with your clients; it’s about ‘pushing’ your products to them with as little advertising as possible. An example of this would be direct selling and exhibitions where a great deal of personal selling is involved. This is a useful strategy for when there is low brand loyalty, many good substitute products available, or perhaps for impulse buys.
The communications used to satisfy an organization’s corporate promotional goals are developed through what is referred to as a profile strategy. This is a very different strategy to the ‘push’ and ‘pull’ strategies; it’s about sustaining dialog with your stakeholders and keeping them up to date with progress. This can take many forms, for example e-mails, newsletters and progress reports. This third component of communication strategy concerns the needs of all stakeholders including members of the support network.The awareness, perception and attitudes held by stakeholders towards an organisation need to be understood, shaped and acted upon.
This can be accomplished through continual dialogue, which will lead to the development of trust and commitment and enable relationships to grow. This is necessary in order that stakeholders act favourably towards an organisation and enable strategies to flourish and objectives to be achieved. Profile strategies do not refer to any specific product or service but what the organization offers. In profile strategy, there are a range of stakeholders that understand the organization, rather than doing the actual purchase of its products and services. These groups include; financial analysis, trade unions, government bodies.
University/College: University of Chicago
Type of paper: Thesis/Dissertation Chapter
Date: 3 January 2017
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