Survey Of Marketing

timer Asked: Oct 20th, 2018
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Question Description

Review Case Study (within the READ section): Chapter. 13 - Real Choices at Domino's

1,200 words. three APA (3) scholarly resources (overall). Please be sure to support your ideas accordingly, using proper APA formatting through in-text citations and a full reference list at the end.

1. Select three (3) key points from the case and expand upon each of these points. What challenge is Domino’s management facing?

2. There are a variety of promotion techniques Dominos could utilize to enhance their market share within the pizza category. If you were a Marketing Manager for Dominos which two (2) promotional techniques would you recommend to senior management? What is the rationale behind your recommendations?

3. The authors discuss a variety of mobile advertising platforms. Discuss two (2) mobile advertising platforms used by Dominos. How successful have these two (2) platforms been for Dominos? Provide two (2) recommendations to improve the success level.

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410 PA RT FO UR | Chapter 13 DE LI V E R A ND CO M M UN I C ATE TH E VA L U E PRO PO SI TI O N Promotion I: Advertising and Sales Promotion Objective Outline 13.1 Understand the communication process and the traditional promotion mix. pp. 412–418 COMMUNICATION MODELS IN A DIGITAL WORLD THAT IS “ALWAYS ON” p. 412 13.2 Describe the steps in traditional and multichannel promotion planning. pp. 418–424 13.3 Tell what advertising is, describe the major types of advertising, discuss some of the major criticisms of advertising, and describe V developing the process of an advertising I campaign and how marketers evaluate C advertising. pp. 424–444 ADVERTISING p.K 424 13.4 Explain what sales promotion is and describe the different types of consumer and B2B sales promotion activities. pp. 445–450 SALES PROMOTION p. 445 Check out the Chapter 13 Study Map on page 450. E R S , OVERVIEW OF PROMOTION PLANNING p. 418 Sara Bamossy S Sara’s Info Courtesy of Sara Bamossy, Pitch A A Decision Maker at the Pitch N Agency SSara Bamossy is Chief Strategy Officer of Pitch,D a full-service advertising agency in Los Angeles. She brings a broad range of brand and retail experience on global clients including Toyota, P&G, Burger King, Netflix, Waldorf Astoria, and Nestlé. Sara’s R specialty is a deep understanding of a wide range of consumer groups and she has been consulted by publications such as Advertising Age and Forbes for her expertise E on Millennials and Boomers. Sara’s strategic thinking has inspired campaigns that have earned numerous industry awards including the Effies and Cannes Lions. She graduated summa cum W laude from UCLA with a BA in Marketing and Communications. She also completed the distinguished EPWL program at Stanford’s Graduate School of Business. Sara’s personal metric for a well-lived life is a passport full of stamps. She loves travel, as well as coming home again to approach everything with fresh eyes and new ideas. What I do when I’m not working: Yoga, Netflix, reading on the beach First job out of school: In high school I worked at the Gallup Poll doing market research surveys … and the rest is history. Career high: 410 and I muscled on for too long. Business book I’m reading now: Yes Please by Amy Poehler. My hero: It would be amazing to be reincarnated as a superhuman combination of JK Rowling, Gwen Stefani, and Tina Fey. My motto to live by: What drives me: The thrill of solving a complicated problem. My management style: Chameleon Coach. I prefer strengthsbased management style that best fits each individual’s needs. Don’t do this when interviewing with me: Tell me that you view the role as just a short-term stop on your career path. My pet peeve: Wasting time (see also: being unprepared, making excuses, finger pointing) If you don’t have a clear goal in life, you are destined to work for someone who does. Marketing: Real People, Real Choices, Ninth Edition, by Michael R. Solomon, Greg W. Marshall, and Elnora W. Stuart. Published by Pearson. Copyright © 2018 by Pearson Education, Inc. ISBN 1-323-75008-8 As someone who loves my job it’s hard to pick! I still remember the first time I was sent to Japan to test drive prototype cars as a young strategist leading a vehicle launch…. it was a pinch-myself-to-makesure-this-is-real career moment. 1 6 5 A job-related mistake I wish I hadn’t made: 4 Leaving a specific T role that wasn’t right for me sooner; I knew in my heart and in my mind it wasn’t S right after three months Here’s my problem… Real People, Real Choices After a series of enormously successful business decisions across promotions, operations, and menu innovation, Burger King was posting U.S. sales gains when competitors were failing or stagnant. By mid-2015 Burger King was outperforming McDonald’s and Wendy’s by significant margins in sales. However, the brand was lagging its main competitors in imagery. In the third quarter we turned our attention to refining our advertising strategy and optimizing communications. Mass communications for quick-serve restaurants (QSRs) must drive traffic quickly, often to promote specific menu items with immediate and ambitious sales gains. We needed to find a way to develop and implement long-range brand planning within the business reality of this fast-moving industry. My role was to create a strategy that would enable Burger King to tell a consistent brand story with the flexibility to support a wide range of new and V core menu items across all day parts. BK has always been known and loved for “Have it Your Way,” flame-grilling, and the Whopper. As the brand evolved, The I King was introduced to bring a younger audience and later he was retired in C favor of a broader reaching “Taste is King” campaign. The question became, what’s next for BK marketing? K As CSO (Chief Strategy Officer) of Pitch, I partnered with Burger King E North America on an action plan to get us to the ultimate strategy, with inputs from data mining, consumer research, and competitive analysis. Along the way R we reached a key decision point for the Burger King brand: Should we bring S back The King or find a new road? Should Burger King’s new long-range strategy take advantage of latent equity in a past icon? , Sara considered her Options 1 2  A “mascots” many companies use. Clearly, during the time of his reign The King   |  *            ‘ driver. Some people thought he had nothing to do with where they’re going to eat lunch today. Š       ‘               # <  ’“    { *   ‘    ~ X ~ “ McDonald or Wendy), customers can easily misattribute its mass communications to similar products—so you wind up advertising for the competition. The King was like a giant sponge that sucked up earned media coverage (exposure as a result of natural publicity rather than paid advertising) and kept Burger King in the pop-culture spotlight. That kind of exposure is hard to replicate. Bring back The King as an instantly recognizable icon. The King still had high awareness even after several years away from the spotlight. Using The King boosts brand attribution, especially for promotions. As an icon, he has the potential to drive Option ‚“            ‘   | culture moments. Using a brand icon is one of the fastest ways to optimize media impact because he brings an instant branding kick. On the other hand, brand spokespeople (even imagined ones) need to be very carefully crafted and follow strictly adhered-to guidelines or they can become gimmicks. By the end of his reign in 2011, the use of The King in messaging was no longer directly tied to business and brand needs. A perception existed that The King had become overexposed by the time he retired. To take full advantage of The King’s earned media potential, the brand must be willing to make and act on decisions very quickly to take full advantage of a constantly churning Internet news cycle. That would mean resuscitating a new and improved King who would be able to rule over a kingdom that’s shaped by unpredictable social media trends rather than the predictable television campaigns of days past. Now put yourself in Sara’s shoes. Leave The King in the past where he belongs. The QSR landscape, the economy, and consumer attitudes toward fast N food had all evolved since Burger King stopped using The King in D 2011. The rise of fast casual dining options (like Chipotle), health Option macro trends (clean eating, organic), and fast meal behavior R changes (i.e., Starbucks and meal replacement bars) all impacted the fast-food E You Choose industry. Also, even at the height of his popularity, The King was a bit tricky as Which Option would you choose, and why? a company spokesman. When depictions were not carefully crafted, he became W Option 1 Option 2 “creepy” and relevant to a narrow audience of Millennial men. His edgy persona differentiated him among this group, because as a brand icon he was a See what option Sara chose in MyMarketingLab™ part of pop culture and a departure from the typical overly wholesome 1 ISBN 1-323-75008-8 6 5 MyMarketingLab™ 4 Improve Your Grade! T Over 10 million students improved their results using the Pearson MyLabs. Visit for simulations,S tutorials, and end-of-chapter problems. 411 Marketing: Real People, Real Choices, Ninth Edition, by Michael R. Solomon, Greg W. Marshall, and Elnora W. Stuart. Published by Pearson. Copyright © 2018 by Pearson Education, Inc. 412 PA RT FO UR | DE LI V E R A ND CO M M UN I C ATE TH E VA L U E PRO PO SI TI O N Chapter 13 13.1 OBJECTIVE Understand the communication process and the traditional promotion mix. (pp. 412–418) Communication Models in a Digital World That Is “Always On” Test your advertising memory:* 1. Which fast-food chain encourages you to “Live Más”? 2. What product advertises that you can “Go Commando?” 3. What hair product brand says “Because you’re worth it”? 4. What pet food “Tastes so good, cats ask for it by name?” 5. Which credit card says, “There are some things money can’t Vbuy. For everything else, there’s …” Did you get them allI right? You owe your knowledge about these and a thousand other trivia questions to the C efforts of people who specialize in marketing communication. Of course today, these slogans are “old school” as marketers have followed consumers K onto Facebook and Twitter and into virtual worlds to talk with their customers. E creating, managing, pricing, and delivering products. But So far, we’ve talked about it’s not enough just to produce great products—successful marketing plans must also R provide effective marketing communication strategies. As we said in Chapter 1, promotion S is the coordination of marketing communication efforts to influence attitudes or behavior. , the famous four Ps of the marketing mix, and it plays a vital This function is the last of role—whether the goal is to sell hamburgers, insurance, ringtones, or healthy diets. Of course, virtually everything an organization says and does is a form of marketing comA munication. The ads it creates, the packages it designs, the uniforms its employees wear, N say about their experiences with the brand contribute to the and what other consumers thoughts and feelings people D have of the company and its products. Today, what both the company and others say in the digital world plays an increasingly important role in R the marketing communication process. Just what do we mean by communication? Today, E quirky TV commercials, innovative websites, viral vidmessages assume many forms: eos, blogs, Internet advertising, W mobile apps, social media sites, sophisticated magazine ads, funky T-shirts, blimps blinking messages over football stadiums—even do-it-yourself, customer-made advertising on the Super Bowl broadcast. Some marketing communica1 (like the Apple iPad) or actions (like donating blood), whereas tions push specific products others try to create or reinforce an image that represents the entire organization (like 6 General Electric or the Catholic Church). 5 Marketing communication in general performs one or more of four roles: 4 T 2. It reminds consumers to continue using certain brands. Sto choose one brand over others. 3. It persuades consumers 1. It informs consumers about new goods and services. 4. It builds relationships with customers. Today, marketing experts believe a successful promotion strategy should coordinate diverse forms of marketing communication to deliver a consistent message. Integrated marketing communication (IMC) is the process that marketers use “to plan, develop, execute, and evaluate coordinated, measurable, persuasive brand communication programs over time to targeted audiences.”1 The IMC approach argues that consumers come in contact with a company or a brand in many different ways before, * Answers: (1) Taco Bell, (2) Cottonelle toilet paper, (3) L’Oréal hair products, (4) Meow Mix cat food, (5) MasterCard. Marketing: Real People, Real Choices, Ninth Edition, by Michael R. Solomon, Greg W. Marshall, and Elnora W. Stuart. Published by Pearson. Copyright © 2018 by Pearson Education, Inc. ISBN 1-323-75008-8 integrated marketing communication (IMC) A strategic business process that marketers use to plan, develop, execute, and evaluate coordinated, measurable, persuasive brand communication programs over time to targeted audiences. C H AP T ER 1 3 | ƒ        >   @     @  @ƒ     after, and during a purchase. Consumers see these points of contact—a TV commercial, a company website, a coupon, an opportunity to win a sweepstakes, or a display in a store—as a whole, as a single company that speaks to them in different places and different ways. To achieve their marketing communication goals, marketers must selectively use some or all of these to deliver a consistent message to their customers in a multichannel promotion strategy where they combine traditional marketing communication activities (advertising, sales promotion, public relations, and direct marketing) with social media and other online buzz-building activities. That’s a lot different from most traditional marketing communication programs of the past that made little effort to coordinate the varying messages consumers received. When a TV advertising campaign runs independently of a sweepstakes, which in turn has no relation to a NASCAR racing sponsorship, consumers often get conflicting messages that leave them confused and unsure of the brand’s idenV tity. We’ll talk more about multichannel strategies later in this chapter. To better understand marketing communications today, let’s Ilook at the three different models of marketing communication, as shown in Figure 13.1. CThe first, the traditional communication model, is a “one-to-many” view in which a single marketer develops and K sends messages to many, perhaps even millions of, consumers at once. The one-to-many E such as advertising, approach involves traditional forms of marketing communication, including traditional mass media (TV, radio, magazines, and newspapers); out-of-home, R such as billboards; and Internet advertising, such as banners and pop-ups. This model also I. The One-to-Many Model Advertising Sales Promotion Public Relations II. The One-to-One Model Database Marketing Direct Marketing Personal Selling S , A N Marketer Market D R E W multichannel promotion strategy A marketing communication strategy where they combine traditional advertising, sales promotion, and public relations activities with online buzzbuilding activities. Snapshot | Three Models of Marketing Communication Figure 13.1 Marketers today make use of the traditional one-to-many communication model and the updated many-to-many communication model as well as talking one to one with consumers and business customers. Consumers 1 6 5 Marketer 4 T S Consumers ISBN 1-323-75008-8 413 III. The Many-to-Many Model Buzz Building Social Media Marketer Consumers Marketing: Real People, Real Choices, Ninth Edition, by Michael R. Solomon, Greg W. Marshall, and Elnora W. Stuart. Published by Pearson. Copyright © 2018 by Pearson Education, Inc. 414 PA RT FO UR | DE LI V E R A ND CO M M UN I C ATE TH E VA L U E PRO PO SI TI O N word-of-mouth communication When consumers provide information about products to other consumers. benefits from consumer sales promotions, such as coupons, samples, rebates, or contests, and press releases and special events that public relations professionals organize. We also need to expand our traditional communication model to include the one-toone model, where marketers speak to consumers and business customers individually. The one-to-one forms of marketing communication include personal selling, trade sales promotion activities used to support personal selling, and a variety of database marketing activities that include direct marketing. In today’s “always on” world that we discussed in Chapter 1, the importance of the updated “many-to-many” model of marketing communication increases exponentially. This newer perspective recognizes the huge impact of social media and its use in word-ofmouth communication, where consumers look to each other for information and recommendations. Many of us are more likely to choose a new restaurant based on users’ reviews we read on Yelp than because we saw a cool commercial for the place on TV. V In the updated model, marketers add new tools to their communications toolbox, I including buzz-building activities that use viral and evangelical marketing techniques as well as new social media platforms, such as brand communities, product review sites, and social C networking sites where consumers talk to lots of other consumers. The odds are you’re using K many of these platforms already. In this chapter and the following one, we’ll examine each E to communicate with our customers. of these three different ways R The Communication S Model communication model The process whereby meaning is transferred from a source to a receiver. Of course, promotion strategies can succeed only if we are able to get customers to under, stand what we’re trying to say. The communication model in Figure 13.2 is a good way to understand the basics of how any kind of message works—from you telling your friends about your great spring break A in Key West to that little green gecko telling millions of consumers to buy GEICO insurance. In this perspective, a source transmits a message through N some medium to a receiver who (we hope) listens and understands the message. Marketers D and importance of each of the elements of the model. need to understand the function R E Figure 13.2 Process | Communication Model W The communication model explains how organizations create and transmit messages from the marketer (the source) to the consumer (the receiver) who (we hope) understands what the marketer intends to say. Source • Company • Individual 1 • Advertising 6 •Public relations 5 •Sales promotion •Salesperson pitch 4 •Communication from other T consumers S Message (encoding) Medium • Magazines • Newspapers •Television •Radio •Billboards •Direct mail •Word of mouth Receiver (decoding) • Consumer Noise • Competing messages • Purchase data •Product awareness •Brand loyalty Marketing: Real People, Real Choices, Ninth Edition, by Michael R. Solomon, Greg W. Marshall, and Elnora W. Stuart. Published by Pearson. Copyright © 2018 by Pearson Education, Inc. ISBN 1-323-75008-8 Feedback C H AP T ER 1 3 | ƒ        >   @     @  @ƒ     415 The Source Encodes Let’s start to explore this basic model from a good place: the beginning. First, there is a person or organization—the source—that has an idea it wants to communicate to a receiver, such as potential customers. To do this, the source must translate the idea into a physically perceivable form (like a TV commercial) that conveys the desired meaning. This encoding process means the source may translate the idea into different forms to convey the desired meaning. We may just use words, music, a celebrity (Ashton Kutcher for Nikon cameras or Sofia Vergara for Cover Girl Cosmetics2), an unknown actor, an actual customer or even that animated gecko to speak to consumers. V I The message is the actual content of that physically perceivable form C of communication that goes from the source to a receiver. The message may be in the form of advertising, public relations, sales promoK tion, a salesperson’s pitch, a direct marketing infomercia ...
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School: Cornell University

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Survey of Marketing



Three key points from the case and Domino’s management challenge
Pizza is a big business in the US with more than 59,000 stores selling and delivering the
product. The annual sales on pizza in the country are over $40 billion (Solomon et al., 2018).
The big four pizza businesses with the largest percentage of the market share are Pizza Hut,
Dominos, Little Caesars and Papa John's. Pizza is a passion in the US with different styles,
tastes, and shapes. Many Americans like to order or eat out which explains the high consumption
and sales. The product is available almost everywhere in the country but there is still an extreme
demand due to the evolving consumer tastes that provide business opportunities for
entrepreneurs. The consumers prefer easy ordering and fast delivery which are been enabled by
the new trails with digital technologies.
The growth in the retail pizza industry has slowed due to the intensified competition from
other restaurant types and increased demand for healthier food (Solomon et al., 2018). American
consumers are shifting to healthier foods in an effort to improve their lifestyle. Restaurants that
offer healthier foods are providing high competition contributing to the slow growth.
Additionally, some pizza stores are introducing healthier options to maintain their market share.
Domino's must consider the option to give its customers motivation to purchase its product.
Domino's spends most of its over $100 million advertising budget on traditional
television ads such as the recent "Any Ware campaign" and "delivery expert." The company
spends more on traditional advertising methods when it should be focusing more on digital
techniques. It needs to up its budget on social media marketing since it offers various platforms
for communi...

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