BSBMKG417

Apply marketing
communication strategies
across a convergent industry
Learner Guide
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BSBMKG417
Apply marketing communication across a convergent industry
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Table of Contents
Table of Contents .............................................................................................................................. 2
Unit of Competency ............................................................................................................................. 5
Performance Criteria............................................................................................................................ 6
Foundation Skills .................................................................................................................................. 7
Assessment Requirements ................................................................................................................... 8
Housekeeping Items .............................................................................................................................. 10
Objectives .............................................................................................................................................. 10
1. Identify the convergent environment........................................................................................... 11
1.1 – Review and identify the role of the traditional siloed sectors to client requirements ................. 12
Siloed sectors vs. convergent industry .............................................................................................. 12
Reviewing and identifying the role of traditional siloed sectors ....................................................... 12
Client requirements ........................................................................................................................... 13
Activity 1A .......................................................................................................................................... 14
1.2 – Identify the potential points of integration .................................................................................. 15
Potential points of integration ........................................................................................................... 15
Identifying business processes to identify points of integration ....................................................... 16
Activity 1B .......................................................................................................................................... 17
1.3 – Establish the role of the customer within the convergent environment ..................................... 18
The role of the customer within the convergent environment ......................................................... 18
Consumer data ................................................................................................................................... 19
Activity 1C .......................................................................................................................................... 20
1.4 – Confirm and ensure that messages can be unified across an integrated offering ....................... 21
Integrated marketing ......................................................................................................................... 21
Unified communications .................................................................................................................... 21
Confirming viability of unified messaging .......................................................................................... 22
Activity 1D .......................................................................................................................................... 23
1.5 – Identify relevant and current legislation, regulations and policies that may impact on marketing
within the convergent environment ...................................................................................................... 24
ACMA (Australian Communications and Media Authority) ............................................................... 24
ComLaw.............................................................................................................................................. 24
Other resources ................................................................................................................................. 25
Impact of legislation and regulation .................................................................................................. 25
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Activity 1E........................................................................................................................................... 26
2. Prepare cross sector marketing tools and techniques ................................................................... 27
2.1 – Identify and evaluate tools and techniques from traditional sectors to the integrated marketing
communication environment ................................................................................................................ 28
Siloed sectors tools and techniques .................................................................................................. 28
Identifying tools and techniques ....................................................................................................... 28
Activity 2A .......................................................................................................................................... 30
2.2 – Create convergent tools and techniques suitable for use within a divergent media environment
............................................................................................................................................................... 31
Tools and techniques of marketing communication ......................................................................... 31
Divergent media................................................................................................................................. 31
Creating suitable convergent tools and techniques for divergent media ......................................... 32
Activity 2B .......................................................................................................................................... 33
2.3 – Create tools and techniques suitable for use within a customer-centric environment ............... 34
Customer-centric tools and techniques ............................................................................................. 34
User Generated Content Campaigns ................................................................................................. 35
Creating customer-centric tools and techniques ............................................................................... 35
Activity 2C .......................................................................................................................................... 36
2.4 – Review and confirm the fit-for-purpose and cost effectiveness of relevant tools and techniques
............................................................................................................................................................... 37
Fit-for-purpose ................................................................................................................................... 37
Cost effectiveness .............................................................................................................................. 37
Activity 2D .......................................................................................................................................... 38
3. Apply convergent marketing communications.............................................................................. 39
3.1 – Select and utilise integrated, cross sector and media divergent marketing communication
solutions to meet client requirements .................................................................................................. 40
Marketing communications ............................................................................................................... 40
Meeting client requirements ............................................................................................................. 41
Activity 3A .......................................................................................................................................... 42
3.2 – Identify and engage the use of sector and technology specific experts where appropriate ....... 43
Using sector and technology specific experts .................................................................................... 43
Identifying experts ............................................................................................................................. 43
Activity 3B .......................................................................................................................................... 44
3.3 – Establish channels to empower and respond rapidly to customer perspectives ......................... 45
Potential channels.............................................................................................................................. 45
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Empowering customers ..................................................................................................................... 45

Rapid response................................................................................................................................... 46
Activity 3C .......................................................................................................................................... 47
3.4 – Establish and maintain expert and business networks relevant to marketing communication
convergence ........................................................................................................................................... 48
Establish and maintain expert and business networks ...................................................................... 48
Maintain networks ............................................................................................................................. 48
Maintaining communication with clients .......................................................................................... 48
Written and oral updates ................................................................................................................... 48
Activity 3D .......................................................................................................................................... 49
Skills and Knowledge Activity ............................................................................................................. 50
Major Activity – An opportunity to revise the unit ................................................................................ 51
References ............................................................................................................................................. 53
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Unit of Competency
Application

This unit describes the skills and knowledge required to work effectively within the convergent
marketing communication industry.

It applies to individuals working in a variety of marketing communication roles utilising skills and
knowledge from marketing, advertising, public relations and/or convergent media sectors to achieve
outcomes.

No licensing, legislative or certification requirements apply to this unit at the time of publication.

Unit Sector

Business Development – Marketing

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Performance Criteria
Element Performance Criteria
Elements describe the Performance criteria describe the performance needed to
essential outcomes. demonstrate achievement of the element.

1. Identify the 1.1 Review and identify the role of the traditional siloed
convergent sectors to client requirements
environment 1.2 Identify the potential points of integration
1.3 Establish the role of the customer within the convergent
environment
1.4 Confirm and ensure that messages can be unified across
an integrated offering
1.5 Identify relevant and current legislation, regulations and
policies that may impact on marketing within the
convergent environment

2. Prepare cross sector 2.1 Identify and evaluate tools and techniques from
marketing tools and traditional sectors to the integrated marketing
techniques communication environment
2.2 Create convergent tools and techniques suitable for use
within a divergent media environment
2.3 Create tools and techniques suitable for use within a
customer-centric environment
2.4 Review and confirm the fit-for-purpose and cost
effectiveness of relevant tools and techniques

3. Apply convergent 3.1 Select and utilise integrated, cross sector and media
marketing divergent marketing communication solutions to meet
communications client requirements
3.2 Identify and engage the use of sector and technology
specific experts where appropriate
3.3 Establish channels to empower and respond rapidly to
customer perspectives
3.4 Establish and maintain expert and business networks
relevant to marketing communication convergence
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Foundation Skills
This section describes language, literacy, numeracy and employment skills incorporated in the
performance criteria that are required for competent performance.

Skill Performance Criteria Description

Reading 1.1-1.4, 2.1, 3.1, 3.2  Identifies and interprets textual information to
establish current industry and project status from
relevant information

Writing 1.3, 1.4  Researches, plans and prepares documentation using

format and language appropriate to context,
organisational requirements and audience

Oral 3.2  Presents information and seeks advice using

Communication language appropriate to audience

Numeracy 2.1-2.4  Identifies and interprets data from a range of sources

 Use testing and data analysis to establish and test
systems, monitor results and weigh costs

Navigate the world 1.5, 2.2, 2.3  Develops, monitors and modifies organisational
of work policies and procedures in accordance with legislative
requirements and organisation goals

Interact with 3.2-3.4  Selects and uses appropriate conventions and

others protocols when communicating with internal and
external parties to seek or share information
 Works positively with those from other disciplines to
achieved desired outcomes for organisation and
clients

Get the work done 1.1-1.5, 2.1-2.4, 3.1-3.4  Plans and organises data categories, tasks and
workloads that ensure compliance with organisational
policies and procedures, and legislative requirements
 Sequences and schedules complex activities, monitors
implementation, and manages relevant
communication
 Uses systematic, analytical processes in relatively
complex situations, setting goals, gathering relevant
information, and identifying and evaluating options;
creating new tools and techniques where appropriate
 Evaluates outcomes of decisions to identify
opportunities for improvement
 Uses and manipulates digital technology to create,
extend and enhance job role, products and capacity to
deliver effective service design
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Assessment Requirements
Performance Evidence

Evidence of the ability to:

Identify the convergent environment for marketing communication in establishing a client solution,
including:

 Reviewing The Traditional Roles And Client Groups Serviced By The Marketing, Advertising And
Public Relations Sectors
o utilising the impact of capacity in communications technology
o utilising the impact of ubiquitous enabled mobile devices
o integrating the rise in 'customer-centric' and the 'empowered customer' in client solutions
 Develop client and customer messaging that can be engaged by a target group across multiple
distribution points
 Create fit-for-purpose tools, techniques and solutions that are effective within a convergent media
environment
 Establish processes that empower customers
 Work with client and customers to implement an integrated solution within a highly iterative
environment
 Engage effectively with experts and others within the industry

Note: If a specific volume or frequency is not stated, then evidence must be provided at least once.

Knowledge Evidence

To complete the unit requirements safely and effectively, the individual must:

 Identify the characteristics and points of difference between traditional and convergent approaches
to marketing communication
 Explain how customers take a central and empowered role within convergent marketing
 List the impact of convergence on the traditional siloed industry
 Identify the current key technologies and distributed services that impact on convergent solutions
 List the type of experts and business networks appropriate to a convergent marketing solution
 List relevant and current legislation, regulation and organisational policy to the field of marketing
communication

Assessment Conditions

Assessment must be conducted in a safe environment where evidence gathered demonstrates

consistent performance of typical activities experienced in the marketing communication field of work
and include access to:

 Relevant legislation and regulations

 Communications equipment and technology
 Relevant workplace documentation and resources
 Case studies, or where possible, real situations
 Industry software packages and apps

Assessors of this unit must satisfy the requirements for assessors in applicable vocational education and
training legislation, frameworks and/or standards.
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Links

Companion volumes are available from the IBSA website -

http://companion_volumes.vetnet.education.gov.au/Pages/TrainingPackage.aspx?pid=13
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Housekeeping Items
Your trainer will inform you of the following:

 Where the toilets and fire exits are located, what the emergency procedures are and
where the breakout and refreshment areas are.

 Any rules, for example asking that all mobile phones are set to silent and of any
security issues they need to be aware of.

 What times the breaks will be held and what the smoking policy is.

 That this is an interactive course and you should ask questions.

 That to get the most out of this workshop, we must all work together, listen to each
other, explore new ideas, and make mistakes. After all, that’s how we learn.

 Ground rules for participation:

o Smile

o Support and encourage other participants

o When someone is contributing everyone else is quiet

o Be patient with others who may not be grasping the ideas

o Be on time

o Focus discussion on the topic

o Speak to the trainer if you have any concerns

Objectives
 Discover how to identify the convergent environment

 Know how to prepare cross sector marketing tools and techniques

 Learn how to apply convergent marketing communications

 Gain skills and knowledge required for this unit

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1. Identify the convergent environment

1.1. Review and identify the role of the traditional siloed sectors to client requirements

1.2. Identify the potential points of integration

1.3. Establish the role of the customer within the convergent environment

1.4. Confirm and ensure that messages can be unified across an integrated offering

1.5. Identify relevant and current legislation, regulations and policies that may impact on marketing
within the convergent environment
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1.1 – Review and identify the role of the traditional siloed sectors to client
requirements

Siloed sectors vs. convergent industry

For many years, siloed sectors have been the standard of business operations. However, with the
emergence of new technologies and new methods of thinking about business, convergent industry is
starting to be recognised as a more efficient way to do business.

‘Siloed sectors’ refers to departments operating entirely independently from one another, even in
instances where they have the potential to interrelate, and where it might be more beneficial for them
to do so. For example, if the marketing department has little to no communication with sales or
logistics.

Conversely, convergent industry is when the separate parts of a business embrace collaboration and
work together to achieve business outcomes.

Siloed sectors
The issue with siloed sectors within an organisation is that each of these sectors often operate to
different policy and procedure and, consequently, to different timelines to one another. This means
that when there is overlap between the functions of sectors within an organisation, that processes can
become delayed, confused and are often, ultimately, inefficient. Furthermore, when each department
works separately in this way, it reduces the effectiveness of decision making and is an obstacle to
innovation.

Convergent industry
In convergent industry, organisational
objectives, policies and procedures are
more universal and business processes are
more greatly interrelated, which can help
processes to advance more quickly,
communication between departments to
be achieved more effectively, and business
to be conducted more efficiently in
general.

Reviewing and identifying the role of traditional siloed sectors

In order to increase the efficiency of an organisation through convergent practice, it is first necessary to
define the roles of each traditional siloed sector.

Organisational charts/Organisational structure

Organisational charts are traditionally used to help members within an organisation trace a chain of
command and recognise the function of separate departments within an organisation.

In order to review and identify the role of traditional siloed sectors, therefore, an organisational chart
can be a highly useful tool, or, otherwise, the creation of one where it does not exist can assist an
individual to recognise the disparate functions of an organisation.
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Sector roles
Each department/sector within an
organisation will have a title, such as
‘sales’ or ‘HR’, which are relatively easy to
quantify and a general idea of the function
of these sectors is easy to define.
However, reviewing the precise functions
of each of these departments can be more
difficult to define, especially for those
organisational processes which require
involvement from more than one sector or
which could be processed by multiple
sectors.

For example, the Research and Development sector may require sales data from Sales, and personnel
management through HR.

Within each sector, too, there will often be subdivisions; such as Accounting being a subdivision of
Finance.

In this way, it can soon become evident how traditional siloed sectors operate and to identify those
areas of overlap and/or confusion that are affecting the efficient running of a business.

Client requirements
Client requirements are the things that a client expects from the organisation and/or the reason that
they have chosen the organisation to develop their marketing strategy.

These requirements may cover:

 Deliverables

 Services

 Timelines

 Cost

 Communication, etc.

In order to increase organisational success in terms of its number of clients and client feedback, it is vital
that the roles of siloed sectors are identified in relation to client requirements. For example, which
sector is the most client-facing and presents the brand image? Which sector determines product/service
design? Which sector adjusts costs for the client?

In order to enhance a product/service for the client, interaction and convergence between departments
is necessary. This allows for a fuller understanding of the client and their needs, and greater opportunity
for innovation that meets client requirements.
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Activity 1A
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1.2 – Identify the potential points of integration

Potential points of integration

Potential points of integration are the areas of different sectors that have the potential to combine or
work more closely together to improve business operations.

In technical terms, points of integration can refer to features that can be shared between multiple
devices, such as an app that functions on a smart phone and webpage.

Identifying these points of integration will depend largely on identifying the organisation’s goals and
objectives.

For example, if an organisation wants to run a marketing campaign to increase sales, natural points of
integration will emerge.

For example:
 Marketing and IT: A natural point
of integration for a modern
marketing campaign is Marketing
and IT. The Marketing department
may have envisioned the branding
of the campaign, but IT has the
skills to convert this into a social
media drive and/or convey
marketing objectives on the
organisation’s website, for
example.

 IT and Finance: So, the IT department has been tasked by Marketing to create an
internet campaign. However, this campaign will be limited by budget, which requires
communication between IT and Finance.

 Marketing and Sales: Marketing has released a marketing campaign; however, only
feedback from the Sales department can determine whether this has had an effect.

From the above examples, it is easy to see how it is necessary for departments to interrelate and the
way in which natural points of integration can emerge when business processes are identified.
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Identifying business processes to identify points of integration

Identifying business processes may require:
 Looking at organisational structure/organisational chart

 Looking at the business plan.

These two sources can help to identify upcoming tasks and also to identify which sectors would have
traditionally dealt with these in a silo model. This then means that upcoming tasks can be reviewed to
determine how the separate functions of departments in the processes of upcoming tasks can be more
greatly integrated.

This may involve:

 Inter-department communication, meetings,
sessions, etc.

 Group objectives

 Shared budget.

Additionally, consultation with stakeholders (clients, staff,

managers, etc.) can help to identify areas where the siloed
system is inefficient, and this can be used to help identify
potential points of integration.
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Activity 1B
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1.3 – Establish the role of the customer within the convergent environment

The role of the customer within the convergent environment

In convergent industry, the role of the customer is vital, as the process of integration from siloed sectors
to convergent industry is largely client-centric, with the customer being the driving force behind
decision making and organisational objectives being set.

The value of consumer activity

Consumer activity is vital in the convergent environment as it sets the organisation in a firm direction.
Traditionally, in organisational models comprised of siloed sectors, organisational goals, missions,
visions and values are concepts that exist independently of consumer activity, but in convergent
environments, the consumers’ changing needs are reflected in organisational activity. The organisation
responds to the changing needs and habits of the consumer to innovate and evolve. It is a move from
standardisation to adaptation, based on consumer preferences.

Consumer feedback in the convergent

environment
With the evolution of technology in our modern
era, consumer feedback is more consistent and
accessible than ever. We now have a range of
platforms for consumer expression, including
social media, blogs and online reviews, which
can affect the reputation of an organisation, as
well as inform its forward momentum.

Interaction
Similar to the fact that organisations are now
hearing a lot more from their consumers through
digital platforms, consumers now expect a much greater level of interaction with organisational
representatives. In terms of convergence, this responsibility is rarely limited to just one department in
the modern age, but has become a central part of running business and client-centric service.

Brand recognition
Additionally, the consumer is responsible for brand recognition and this is where convergence really
matters. Branding must be consistent across all sectors of an organisation, so that the consumer can
recognise the brand throughout product/service use.
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Consumer data
Convergence analytics
Convergence analytics is a term that can be used to describe collection and analysis of consumer activity
data that might have been known previously as ‘business intelligence’, except that nowadays, gathering
of this data is much easier and the quantity of data is much greater.

Convergence analytics may draw on data from sources such as:

 Web usage

 Call centres

 Campaign data

 Sales figures, etc.

Again, this data is not data that is exclusive to one

department, but one type of data might be
gathered in one sector and other data from a
different sector. Convergence analytics is the
process of gathering data from each of these
separate sectors in order to really determine what
the client wants and how to structure future
business objectives in order to adapt to client
behaviours and demand.
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Activity 1C
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1.4 – Confirm and ensure that messages can be unified across an integrated
offering

Integrated marketing
Integrated marketing is a marketing strategy that uses multiple methods to reach its consumers and
uses the results of its effort to feedback into all sectors of its organisation.

For example:
 One-to-one marketing

 Mass marketing

 Online/digital marketing

 Promotions, etc.

Integrated marketing relies on collaboration between sectors in order to deliver the marketing
campaign, to gather results on the impact of marketing efforts, and to make changes within the
practice, policy and/or procedure of sectors in order to keep up with client demand and to respond to
customer reactions.

Unified communications
Unified communications is a term used to describe the
integration of all forms of communication across an
organisation and between members of staff, and the
organisation and its clients.

Communications might include:

 Instant messengers

 Web and video conferencing

 Social media

 Television

 Desktop sharing

 Mobility features.

Unified messaging is a branch of this idea, where all forms of inter- and intra-organisational messaging
are integrated into one interface that can be accessed from multiple devices.
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Unified messaging
Unified messaging can make it possible to receive all messages through one portal.

Messaging may include:

 Phone calls

 Emails

 SMS

 Social media posts and comments

 IM (Instant Messaging).

Confirming viability of unified messaging

In order for unified messaging to be viable, an organisation requires:
 The technical capacity

 The budget

 Willingness of departments to
intercommunicate

 Ability to maintain systems

 Adequate security and privacy provisions

 Ease of use.

In order to confirm and ensure the viability of unified messaging for an organisation, all of the above
aspects and others should be considered, with sufficient data and cost projections evaluated to ensure
that any interface implemented is cost-effective and easy enough to implement that it increases
productivity rather than hinders it.
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Activity 1D
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1.5 – Identify relevant and current legislation, regulations and policies that may
impact on marketing within the convergent environment

ACMA (Australian Communications and Media Authority)

The ACMA is the core regulator of communications and media convergence for Australian organisations.

Guidelines provided by the ACMA include:

 Regulatory guide No. 5—Infringement notices

 Regulatory guide No. 4—Remedial directions

 Regulatory guide No. 3—Information-sharing under Part 7A of the ACMA Act

 Regulatory guide No. 2—Purpose of an investigation under the Broadcasting Services

Act

 Regulatory guide No. 1—Enforceable undertakings

 Enforceable undertakings: Guidelines for accepting enforceable undertakings—

telecommunications obligations

 Reform of the broadcasting regulator’s enforcement powers.

ACMA website (Access date: 29/01/16)

Furthermore, the ACMA publication ‘Broken Concepts’ identifies current communications and media
regulations in place in Australia and also confronts the issues in legislation in relation to convergence f
communication technologies and its changing role in marketing and other operations.

This document can be read at: http://www.acma.gov.au/theACMA/About/The-ACMA-story/Connected-

regulation/broken-concepts (Access date: 29/01/16).

ComLaw
ComLaw (https://www.comlaw.gov.au) is a
governmental legislation search engine which can
help users identify applicable items of legislation
through key word searches.

This can be used to help developers and other

employees involved in the development of
convergent industry to identify relevant legislation
and regulations which apply to convergent media and
marketing.
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Other resources
Further resources can include governmental agencies which can provide further support and advice,
personnel and publications and guidelines.

These may include:

 ‘OECD Policy Guidance on Convergence and Next Generation Networks’, Organisation
for Economic Co-Operation and Development, June 2008

 Lawyers and/or legal departments

 Regulatory bodies for media, marketing and/or your organisation’s sector(s).

Impact of legislation and regulation

The impact of legislation and regulation regarding marketing communication and convergence will
depend on the organisation’s intended uses of communication channels.

Most legislation and regulations are in place to protect

consumers from unwanted or inconvenient advertising (spam)
and to ensure that the marketplace stays fair.

In this regard, legislation and regulation might impact on:

 What can be communicated

 How often information can be communicated

 At what times information can be

communicated

 How personal information can be used to reach

consumers.

For example, legislation might stipulate that consumers’ details –

which may at some point have been provided to the organisation
– are not used to enable unsolicited advertising. How this
translates into policy might be something similar to checking a
box for inclusion or exclusion from advertising campaigns by
consumers at time of purchase.

All legislation, regulations and policies need to be regularly

reviewed to ensure that the organisation is compliant with the
most current requirements. This may involve updating policies
and procedures as legislation and regulations evolve.
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Activity 1E
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2. Prepare cross sector marketing tools and techniques

2.1. Identify and evaluate tools and techniques from traditional sectors to the integrated marketing
communication environment

2.2. Create convergent tools and techniques suitable for use within a divergent media environment

2.3. Create tools and techniques suitable for use within a customer-centric environment

2.4. Review and confirm the fit-for-purpose and cost effectiveness of relevant tools and techniques
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2.1 – Identify and evaluate tools and techniques from traditional sectors to the
integrated marketing communication environment

Siloed sectors tools and techniques

In the traditional model of siloed sectors, everything from management styles, to objectives to policy
and procedure can be conducted differently from another sector within the same organisation. This is
why a review of the communication tools and techniques in each sector is important, as when
converging departments, an organisation will want to preserve those strategies that are most efficient
and cost-effective and move away from those that are a waste of resources.

Tools and techniques might include:

 Printed marketing materials

 Social networking

 Promotions

 One-on-one marketing

 Mass marketing

 Inter- and intra-organisational systems of communication, etc.

Identifying tools and techniques

Identifying tools and techniques – and reviewing
which are most effective – can be achieved in a
number of ways.

This may include:

 Consulting with members of
staff, representatives and
stakeholders from across all
sectors of the organisation

 Observation

 Customer feedback

 Analysis of statistical data (e.g.

sales figures, customer loyalty,
‘click data’, etc.)

 Review of the separate policies

and procedures documents of
each sector.
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Each of these methods is an opportunity to identify:

 Which systems are most efficient

 Which are most cost-effective

 Which are easiest to implement

across a convergent industry

 Which are easiest to use

 Which are most beneficial to

enhancing service delivery

 Which are preferred by clients.

Analysis of all of the above can help a manager/developer etc. to identify which tools and techniques of
marketing communication are most viable for organisation-wide implementation and to maintain in the
long-term.
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Activity 2A
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2.2 – Create convergent tools and techniques suitable for use within a divergent
media environment

Tools and techniques of marketing communication

The tools and techniques of marketing communication are the ways that an organisation promotes its
messages, deals and promotions to its target audience.

Tools and techniques of marketing communication may include:

 Personal selling

 Web promotions

 Brochures

 Adverts

 Mailshots

 Publicity campaigns

 Social media, etc.

Some of these tools and techniques are naturally suited to convergent medias (one platform accessible
from multiple devices, such as an app that is linked to the organisation’s website), whilst others are
more suitable to divergent medias (separate platforms of promotion).

Divergent media
Divergent media is a term used to refer to one idea, brand or message that is communicated through
multiple channels. For example, an advert that is channelled through a television broadcast, on a social
media website and on billboards.

In order to create materials that can be used on divergent media, it is necessary that the convergent
tools and techniques are suitable for this purpose.

London Eye case study

In the document ‘How to Plan Marketing Communications?’ (The Chartered Institute of Marketing,
2009), the example of the marketing campaign to attract tourists to the London Eye is given.

In this campaign, the following divergent medias were utilised:

 Promotion – ticket and meal

 Thames Cruise

 Production of guidebooks

 Re-launch of website www.londoneye.com

 Promotion through student unions for student offers.

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For this campaign, convergent tools and techniques were necessary for promotion through divergent
media.

For example, British Airways (owner of the London Eye), had to communicate with its staff at the
attraction to create and promote offers, as well as with IT professionals to re-launch the website, and its
marketing team to reach out to students. The sales team may also have been involved to sell the two-
for-one offers during the promotion.

During this campaign, British Airways saw an 8% growth in visitor numbers.

Creating suitable convergent tools and techniques for divergent media

As in the London Eye case study, multiple channels of communication must be used to successfully
promote an organisation through divergent media. In the modern age, convergent tools and techniques
can be used for divergent media.

For example:
 QI codes on posters which lead to
websites

 Apps which lead to sales

 Television adverts with promotional

codes for online use.

In this way it can be seen that even divergent medias

depend on a certain level of convergence, in order to
create consistent branding and promotion through all
available channels, and commitment to the same
marketing campaign between all organisational
sectors.

Deciding on suitable convergent tools and techniques

Deciding on which convergent tools and techniques to create, therefore, requires knowledge of the
media channels available and a targeted marketing strategy that prioritises these media channels for
allocation of budget. Tools and techniques can then be developed and agreed upon by multiple sectors
of the organisation for a convergent marketing campaign.
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Activity 2B
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2.3 – Create tools and techniques suitable for use within a customer-centric
environment

Customer-centric tools and techniques

In convergent industries, the customer is the driving force of business. It is customer activity,
preferences and spending habits that inform the decision-making process of the organisation and sparks
innovation.

For this reason, developing tools and techniques which empower and involve the customer is essential
for success in convergent industry.

What makes a tool/technique customer-centric?

Any tool or technique which allows the customer’s voice to be heard or which increases the customer’s
level of involvement and engagement in the service/product can be considered customer-centric.

Examples include:
 Social media sites where customers can post, comment, link and respond to
organisational activity, promotions and developments

 Apps which facilitate interaction with

the organisation and/or use or purchase
of the organisation’s product/service

o smart phone apps

o websites

o QR codes.

 Tools which give the customer

opportunity to interact with
representatives of the organisation

o IM functions

o forums

o SMS/email/phone.

 Use of a core interface across devices to make it easier for users to interact with the
service/product, rather than having to learn how to navigate multiple interfaces where
it is difficult for them to track their own activity

 Targeted marketing – using tracking tools and analytics to identify customer types and
respond to individuals needs and preferences, rather than advertising in a one-size-fits-
all manner

 User Generated Content (UGC).

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User Generated Content Campaigns

In the digital age, User Generated Content campaigns are a rapidly evolving marketing technique, in
which users are used as participants in the marketing campaign. We can look to major brands as
examples of this.

#dontstopbelievin
For example, the documentary film production
company Independent Lens launched a UGC
campaign in the run-up to the release of their
documentary ‘Don’t Stop Believin’: Everyman’s
Journey’, which encouraged users to post videos
of themselves singing ‘Don’t Stop Believin’’ to
their social media sites, using the hastag
#dontstopbelievin. The best entries were
featured on a social hub, which further engaged
customers.

Social media is a huge factor in this type of

campaign, with the online ability to post to
personal sites, link, share and comment, helping
marketing campaigns to reach a global audience
on a budget.

Creating customer-centric tools and techniques

Customer-centric tools and techniques can be either a permanent feature of a brand, or employed
temporarily during a marketing campaign (such as with UCG). Either way, in order to develop customer-
centric tools and techniques, the organisation must have a clear vision of its aims and the image it wants
to represent.

Utilising input from all stakeholders, as well as using resources such as internal or external marketing
teams, research and development teams and IT specialists can all be beneficial in creating customer-
centric tools and techniques.

Monitoring tools and techniques

Performance analysis of marketing campaigns are essential for ensuring that what is working is further
developed and what is falling flat is quickly left behind. Responding to the reception of customers
towards marketing campaigns can help an organisation to identify which tools and techniques are
generating the greatest success.
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Activity 2C
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2.4 – Review and confirm the fit-for-purpose and cost effectiveness of relevant
tools and techniques

Fit-for-purpose
In order to review whether tools and techniques are fit-for-purpose, it is first necessary to identify what
the organisation’s purposes are.

Desired outcomes of tools and techniques might include:

 Increased brand recognition

 Boost in sales

 Launching a new product

 Increased user interaction and engagement, etc.

Within your own organisation, identifying these purposes might require consultation with the relevant
stakeholders. When working for an external client, this might involve consultation with the relevant
personnel from the development team.

Cost effectiveness
Cost effectiveness can be measured in two ways: cost benefit and cost effectiveness.

Cost benefit analysis (CBA)

A cost benefit analysis evaluates the money spent on a
venture against its outcomes (usually in monetary terms).
This type of analysis would be used for evaluating the
effectiveness of a marketing campaign for objectives with
numerical results, such as boosting sales or increasing
number of visitors on a website.

A cost benefit analysis can be used either to compare

multiple approaches for which will yield the best results, or
to review the results of an ongoing or completed campaign.

This technique assumes that every factor has monetary

result and that calculation of the can help to calculate the
benefits of a venture.

Cost effectiveness analysis (CEA)

As opposed to CBA, cost effectiveness analysis aims to measure the effectiveness of a venture when
factors cannot be measured numerically. This type of analysis may be used for measuring user
satisfaction, for example, or brand recognition.

CEA is most frequently used when deciding between multiple approaches to an objective to evaluate
which will yield the best results.
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Activity 2D
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3. Apply convergent marketing communications

3.1. Select and utilise integrated, cross sector and media divergent marketing communication
solutions to meet client requirements

3.2. Identify and engage the use of sector and technology specific experts where appropriate

3.3. Establish channels to empower and respond rapidly to customer perspectives

3.4. Establish and maintain expert and business networks relevant to marketing communication
convergence
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3.1 – Select and utilise integrated, cross sector and media divergent marketing
communication solutions to meet client requirements

Marketing communications
Marketing communications, as we know, is any method that an organisation uses to communicate with
its market, which may be a blend of traditional and more modern means.

Traditional means include:

 Brochures

 Email

 Coupons

 Advertisements

 Exhibitions

 In-person sales, etc.

More modern means may include:

 Social media

 Viral ad campaigns

 Blogs

 User Generated
Content

 Websites

 Apps, etc.

Further considerations include how these methods will be combined to create one fluid and consistent
marketing campaign.

Integrated marketing communication solutions

Integrated marketing communication solutions is the use of consistent branding/messages/ideas across
all channels of marketing communications.

Cross sector marketing communication solutions

Cross sector marketing is a collaborative approach to marketing where an organisation works with
another organisation to achieve either similar or separate objectives through a joint marketing
campaign, e.g. partnering with a charity, or, buying a product from organisation A and receiving a
discount from organisation B, etc.

Divergent marketing
Divergent marketing is making use of multiple channels to deliver a marketing campaign.
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Meeting client requirements

Client requirements may include any of the following considerations:
 Objective

 Budget

 Brand promotion/image
placement

 Ease-of-use for customers

 Level of integration

 Timeline.

When selecting marketing communication solutions for your client, it is important that all of the above
are kept in mind in order to choose the most suitable solutions.

Defining client requirements may require regular consultation and review with key personnel from the
client/client’s organisation. Client requirements may change as performance analytics show certain
tools/techniques to be yielding greater results than others, which means that regular review of client
objectives and requirements will form as essential part of any marketing communications relationship.
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Activity 3A
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3.2 – Identify and engage the use of sector and technology specific experts
where appropriate

Using sector and technology specific experts

Marketers should not simply rely on their own knowledge and experience when creating marketing
campaigns for products or services which are new to them, or when creating interfaces that are beyond
their own technical ability.

Sector specific experts may be required to:

 Better word the features/benefits/unique selling points of specialist products/services

 Identify the target audience

 Refine branding/image/message for

target audience

 Act as a consultant to clarify client

requirements

 Explain the purpose/use of

products/services to clarify how
customers might expect them to
appear on an interface

 Identify potential collaborators for

cross-sector marketing.

Technology specific experts may be required to:

 Develop apps/features of online
technologies

 Link devices/create one interface

 Maximise efficiency and ease-of-use of online/digital tools

 Monitor performance analytics.

Identifying experts
Experts might be identified by the clients themselves or you may be required to locate experts
independently.

Regular communication with your clients is necessary throughout the process of identifying and
engaging experts in order to ensure that their knowledge is sufficient and working style appealing to the
client, as well as to ensure that all costs stay within budget.
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Activity 3B
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3.3 – Establish channels to empower and respond rapidly to customer

perspectives

Potential channels
Potential marketing channels may be largely, but not entirely, digital.

These may include:

 Social media

 Television

 Radio

 Websites

 Blogs

 Smart phone apps

 In-person sales

 Brochures/coupons/fliers

 Mail shots, etc.

When establishing marketing channels in convergent industry, the ability to empower the customer and
respond rapidly to their perspectives is key. This means that concepts of customer empowerment and
customer interaction are desirable features of marketing channels. For this reason, digital channels are
on the rise in marketing communications.

Empowering customers
Customer empowerment is about giving the customer a voice. This relates not only to the right to
complain, but to involvement in every aspect of marketing.

For this reason, channels which allow the customer to speak their mind, get involved and promote
products and services that they enjoy are perfect marketing opportunities in convergent industry.

Channels that promote customer empowerment include:

 Social media sites – these allow the customer to voice their concerns and to like and
share content that they like. It also means that they can keep up-to-date with
promotions and events and take part in User Generated Content initiatives.

 Apps – these allow the user to interact with organisational content and engage with
the brand.
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Rapid response
Customer perspectives can be broad, ranging from
issues with products and services, to ideas for new
directions. Responding to these perspectives can be
done in two ways: 1) Immediate verbal or written
response to customer 2) Response reflected in
organisational activities/services/promotions.

Immediate verbal and written responses can be achieved through features such as IM (Instant
Messaging) and social media, whilst channels that allow for close monitoring of customer activity, such
as apps and websites, can help to inform long-term change.
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Activity 3C
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3.4 – Establish and maintain expert and business networks relevant to

marketing communication convergence

Establish and maintain expert and business networks

Maintaining networks is an important aspect of marketing communications, especially as the results and
market response to marketing campaigns can drive the need for adaptation and frequent change, which
will necessitate renewed collaboration with experts and business networks.

Expert networks:
 Sector specialists

 Technical specialists.

Business networks:
 Collaborators.

Maintain networks
Maintaining expert and business networks in marketing communication convergence requires regular
communication between teams.

This can be achieved through in-person meetings, brainstorms and reviews, and through regular update
via email, telephone and even IM.

Maintaining communication with clients

Maintaining communication with clients is an ongoing process that requires regular interaction. Reviews
may be scheduled at key times throughout a marketing campaign and at key times in business seasons.

When communicating with clients, it can be useful to have performance analytics at hand to help inform
their decisions, as well as the results of any CEA and CBAs.

Written and oral updates

Written updates can provide information essential to structuring the development of marketing
campaigns, and may include information such as performance analytics, CEAs and CBAs. These updates
can be circulated amongst clients and personnel from other relevant networks in order to inform
decisions about the future of marketing campaigns.

When preparing written updates, information must be:

 Appropriate to context

 Informed by organisational requirements

 Suitable for audience.

Oral updates might also be given during presentations and reviews with some or all members of the
marketing campaign team. Again, oral presentations must be presented using language that is
appropriate for the audience.
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Activity 3D
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Skills and Knowledge Activity

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Nearly there...

Major Activity – An opportunity to revise the unit

At the end of your Learner Workbook, you will find an activity titled ‘Major Activity’. This is an
opportunity to revise the entire unit and allows your trainer to check your knowledge and
understanding of what you have covered. It should take between 1-2 hours to complete and your
trainer will let you know whether they wish for you to complete it in your own time or during the
sessions. Once this is completed, you will have finished this unit and be ready to move onto the next –
well done!
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Congratulations!

You have now finished the unit 'Apply marketing communication across a convergent industry'.
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References

These suggested references are for further reading and do not necessarily represent the contents of
this Learner Guide.

Publications
‘Improving Performance by Breaking Down Organizational Silos: Understanding Organizational Barriers’,
www.selectstrategy.com,

‘Unified Messaging Systems: an Evolutionary Overview’, Declan Barber, The ITB Journal, Volume 3, Issue
2, Article 13, 2002

‘Unified communications: Collaboration simplified’, PWC, March 2015

‘OECD Policy Guidance on Convergence and Next Generation Networks’, Organisation for Economic Co-
Operation and Development, June 2008

Websites
Australian Communications and Media Authority, http://www.acma.gov.au/

Better Evaluation, www.betterevaluation.org

Books
‘Promotional Culture and Convergence: Markets, Methods, Media’, Helen Powell, Routledge 2013

Blogs
‘10 Great Examples of User Generated Content Campaigns’, Alan Cassinelli, 2014, Postano

‘6 Key Steps to Customer-Centric Modern Marketing’, Alexander Wolfe, 2014, Forbes / Tech

Articles
‘Five cross-sector partnerships innovating to solve social problems’, William D Eggers and Paul
Macmillan, October 2013, The Guardian

All references accessed on and correct as of 3/2/16, unless other otherwise stated.