Integrated Media Architecture and Scheduling

Introduction

Media planning is no longer the act of assigning a budget across television, search, social media, print, audio, outdoor, and owned channels. Contemporary audiences move among devices, platforms, locations, and moments. A person may notice an outdoor message during a commute, search for the brand on a mobile device, watch a product demonstration, compare reviews, receive a retargeting message, and complete a purchase through an application. The planning problem is therefore architectural: the marketer must design a coordinated system in which channels perform complementary roles across the customer journey.

Integrated media architecture concerns the structure of the channel portfolio. Scheduling concerns the timing, intensity, sequence, duration, and geographic distribution of exposure. Together, they determine whether a campaign merely generates impressions or builds useful progression from awareness to consideration, action, and loyalty.

The central managerial challenge is not to maximize exposure indiscriminately. It is to achieve sufficient qualified reach, appropriate frequency, timely recency, and meaningful cross-channel reinforcement within financial, legal, operational, and attention constraints.

Learning Objectives

By the end of this chapter, students should be able to:

1. Explain the principles of integrated media architecture and channel complementarity.
2. Distinguish reach, frequency, gross rating points, effective frequency, recency, continuity, flighting, and pulsing.
3. Build schedules using seasonality, geography, sequencing, creative rotation, and customer-journey logic.
4. Evaluate cross-media portfolios using quantitative and qualitative criteria.
5. Diagnose common scheduling failures, including excessive duplication, weak recency, channel silos, and poor measurement.
6. Apply governance, privacy, brand-safety, and ethical principles to omnichannel planning.

1. Media Architecture as a Strategic System

A media architecture is the deliberate arrangement of paid, owned, earned, retail, platform, and experiential touchpoints. It specifies:

• Roles: what each channel is expected to accomplish;
• Relationships: how channels reinforce, sequence, or substitute for one another;
• Timing: when activity begins, intensifies, pauses, or changes;
• Audience logic: which segments, locations, contexts, and customer states are prioritized;
• Measurement: how contribution and interaction are assessed.

An architecture is stronger than a channel list because it explains why channels coexist. For example, broad-reach video may establish a problem and brand cue; search may capture active information demand; social content may provide demonstration and peer validation; retail media may close the sale; email or a loyalty application may support retention. The channels are not interchangeable, even when they reach some of the same people.

1.1 Portfolio principles

Several principles guide architecture design.

Complementarity exists when channels perform distinct but mutually reinforcing functions. Audio can create mental availability while search captures intent. Outdoor can provide repeated location-based reminders while mobile delivers a product comparison tool.

Substitutability exists when two channels can perform similar tasks for the same audience at comparable cost and quality. Substitutability is useful in optimization, but excessive substitution can eliminate valuable forms of reinforcement.

Consistency means that strategic promise, brand assets, offer terms, and important factual claims remain coherent across touchpoints.

Adaptation means that the execution is native to the channel. A television commercial should not simply be reduced to a vertical mobile video; the message may require different pacing, framing, sound dependence, and calls to action.

Orchestration means that exposure is designed as a progression rather than as unrelated contacts. The order may be awareness → explanation → proof → offer → service, although actual journeys are often non-linear.

Resilience means that the plan remains viable if inventory changes, a platform becomes unavailable, a privacy signal disappears, or a creative asset underperforms.

2. Reach, Frequency, and Cross-Media Effects

Reach is the number or percentage of the defined target audience exposed at least once during a period. Frequency is the number of exposures received by an individual or household. Average frequency is often represented as total impressions divided by reach expressed as people rather than percentage.

The formula assumes that impressions and reached audience refer to the same target definition and time period. If reach is expressed as a percentage, the denominator must be converted to the corresponding audience count before calculating average frequency.

Gross rating points (GRPs) summarize delivered audience weight:

GRP is dimensionless as a planning index. It can exceed 100 because it counts repeated exposure. It does not reveal whether exposures were evenly distributed, whether the audience was qualified, or whether impressions were viewable and attentive.

For example, a campaign reaching 60% of its target at an average frequency of 4 delivers:

This does not mean that every person saw four advertisements. The average may conceal a distribution ranging from one exposure to many exposures.

2.1 Unduplicated cross-media reach

When channels overlap, adding channel reach percentages overstates total reach. Let R₁ and R₂ be the reach of two channels and R₁₂ their overlapping reach. Unduplicated reach is:

This is the inclusion–exclusion rule for two sets. It assumes that all quantities refer to the same population, time window, exposure definition, and target qualification.

If television reaches 60% of a target, social video reaches 45%, and their overlap is 25%, unduplicated reach is 80%, not 105%:

For three or more channels, pairwise subtraction alone is insufficient because triple and higher-order overlaps must also be considered. In practice, cross-media panels, identity-resolved measurement, modeled reach curves, or carefully qualified platform data are used. Estimates should be treated as uncertain rather than as exact observations.

2.2 Reach quality and effective exposure

A nominal impression is not necessarily an effective contact. Quality may depend on viewability, audibility, duration, attention, environment, fraud controls, relevance, and the individual’s relationship with the brand. A planner should therefore distinguish:

• Opportunity to see or hear: the ad could have been encountered;
• Verified delivery: technical criteria indicate that it was served or rendered;
• Attentive exposure: evidence suggests that attention was available;
• Effective exposure: the contact plausibly contributes to the communication objective.

No universal multiplier converts impressions into effective exposure. Such conversions depend on channel, creative, audience, context, and research evidence. It is inappropriate to apply an invented quality factor simply to make channels comparable.

3. Recency, Continuity, and Exposure Distribution

Reach and average frequency do not describe when exposures occur. Recency is the strategic value of being present close to the time when a decision or behavior may occur. A reminder near a shopping trip, search event, renewal date, or appointment may be more useful than an equivalent exposure several weeks earlier.

Continuity is the regularity with which a campaign maintains presence. Continuous schedules distribute activity across the planning period. They are often appropriate for frequently purchased categories, subscription services, or brands that need ongoing mental availability.

Three broad scheduling patterns are commonly used:

These are strategic patterns, not rigid mathematical forms. A pulse may vary in duration and intensity, and a flight may contain internal creative rotation.

The choice depends on purchase frequency, sales-cycle length, competitive activity, budget, inventory, seasonality, and the decay of advertising effects. A highly seasonal product may require high weight before and during the season, whereas a low-involvement replenishment product may benefit from regular reminders.

3.1 The danger of average frequency

Two schedules can have the same reach and average frequency but different outcomes. Schedule A may deliver four exposures evenly across four weeks. Schedule B may deliver all four exposures in one day. Schedule B may create launch impact but weak continuity and possible irritation. Schedule A may support memory and availability but lack a strong event signal. Planning should therefore examine frequency distributions by week, daypart, platform, audience segment, and customer state.

A practical frequency table may distinguish people receiving zero, one, two to three, four to six, and more than six exposures. The appropriate thresholds are not universal. Effective frequency depends on message complexity, familiarity, clutter, attention, competitive noise, and the consequence of the desired action.

4. Seasonality, Geography, and Market Weighting

Seasonality refers to predictable changes in demand, attention, media consumption, competitive pressure, or operational capacity. A schedule should connect media intensity to the whole demand system, not merely to a calendar event. If inventory is limited, aggressive demand generation before replenishment may create dissatisfaction. If sales staff or customer service cannot handle response, a high-intensity burst can damage experience.

Useful seasonal questions include:

1. When does category demand rise?
2. When do consumers begin researching?
3. When does the purchase decision become urgent?
4. When are competitors most active?
5. When can the organization fulfill the promised experience?

Geographic scheduling may be national, regional, local, store-radius based, or dynamically adjusted. Geographic weight can reflect sales potential, distribution, brand development, competitive intensity, media cost, or operational readiness. A market with high potential but weak distribution should not automatically receive the largest media investment.

A simple index can support discussion, but it is not a causal law. For instance, a market opportunity index might combine normalized measures of demand, distribution, and strategic priority. The weighting must be explicitly chosen, validated, and reviewed rather than presented as objectively discovered.

Geographic architecture should also account for media availability, language, cultural meaning, local regulation, weather, mobility patterns, and the risk of excluding rural or low-connectivity audiences.

5. Sequencing and Omnichannel Customer-Journey Design

Sequencing assigns different communication tasks to successive contacts. A common sequence is:

1. Category or problem entry: establish relevance.
2. Brand identification: connect the problem with distinctive assets.
3. Explanation: communicate how the offer works.
4. Proof: provide demonstrations, reviews, credentials, or evidence.
5. Conversion: present a clear action, price, location, or availability cue.
6. Experience and retention: support use, satisfaction, repurchase, and advocacy.

This sequence is a planning hypothesis, not a claim that consumers always move linearly. People can enter at any stage, repeat stages, compare alternatives, or ignore messages. Omnichannel design therefore combines journey logic with event-triggered flexibility.

Examples of triggers include a product-page visit, store locator use, abandoned basket, service interaction, content completion, loyalty milestone, or consented offline purchase. Triggered communication must respect purpose limitation, consent, frequency controls, and the possibility that the inferred customer state is wrong.

A useful architecture distinguishes media by role:

The same channel can occupy different roles for different segments. Search can be an information channel for a new prospect and a navigational channel for an existing customer. CRM can support retention but also generate acquisition through referrals.

6. Creative Rotation and Wear-Out Management

Scheduling cannot be separated from creative. Repeating one execution may build recognition, but excessive repetition can produce wear-out, irritation, avoidance, or declining attention. Rotating unrelated executions too rapidly can prevent linkage to the brand.

A sound rotation system preserves a stable strategic platform while varying executional elements such as:

• problem or benefit emphasis;
• proof point;
• spokesperson or creator;
• product demonstration;
• offer and call to action;
• visual opening and format;
• seasonal or local adaptation.

Distinctive brand assets should remain sufficiently consistent to support attribution. Rotation should be governed by evidence, not by arbitrary equal distribution. Performance comparisons must account for audience, placement, objective, time, and delivery conditions; otherwise a creative may appear weak merely because it received lower-quality inventory.

Creative sequencing can also manage cognitive load. A short introductory video may precede a detailed comparison page, while a later reminder focuses on availability or deadline. Accessibility requires captions, legible text, appropriate contrast, alternative text where relevant, and non-audio-dependent meaning when sound cannot be assumed.

7. Building an Integrated Schedule: A Managerial Method

A graduate-level planning process can follow these steps.

Step 1: Define the decision problem

Specify the business objective, communication objective, target population, geography, period, budget, constraints, and success measures. “Increase awareness” is insufficient unless awareness is defined and linked to a business decision.

Step 2: Map audience states and occasions

Identify needs, triggers, barriers, media behaviors, purchase windows, and post-purchase moments. Separate observed evidence from assumptions.

Step 3: Assign channel roles

For each channel, state the task, audience, format, expected contribution, dependencies, and risks. Avoid assigning every channel the same objective.

Step 4: Establish reach and frequency guardrails

Set a minimum qualified reach, desired frequency range, recency requirement, and maximum exposure or fatigue threshold. These are planning guardrails, not guarantees.

Step 5: Design the temporal pattern

Choose continuous, flighted, pulsed, or hybrid activity. Place bursts around demand, decision windows, events, and operational readiness. Include learning periods and optimization windows.

Step 6: Allocate geography and audience priority

Use market potential, distribution, customer value, competitive pressure, and cost. Document why high-priority areas receive different weight.

Step 7: Design creative and data dependencies

Prepare a modular asset system and define which signals can trigger which messages. Establish suppression rules so that purchasers do not receive inappropriate acquisition messages.

Step 8: Model overlap and measurement

Estimate duplicated and unduplicated reach, frequency distribution, quality, cost, and incremental outcomes. Define the data source and uncertainty for each metric.

Step 9: Pretest and launch in controlled stages

Use concept, creative, usability, brand-lift, incrementality, or geo-test evidence as appropriate. Do not confuse platform-reported attribution with causal proof.

Step 10: Learn and reallocate

Review delivery, attention, response, incremental sales, brand effects, customer experience, and compliance. Reallocation should preserve strategic roles rather than simply shifting money toward the last-click channel.

8. Worked Planning Example

The following is an illustrative example. A meal-kit subscription brand has a four-week acquisition campaign. The target audience contains 1,000,000 adults in three metropolitan areas. The plan uses online video and paid social for introduction, search for active demand, and email only for consented prospects already in the database.

Suppose estimated reach is:

• Online video: 500,000 people;
• Paid social: 400,000 people;
• Search: 120,000 people;
• Overlap among channels is estimated through a cross-media panel rather than by adding platform reach.

A simple two-channel illustration shows the issue. If video reaches 500,000, social reaches 400,000, and their overlap is 250,000, their unduplicated reach is:

If search adds 80,000 people not previously reached, total unduplicated reach becomes 730,000, or 73% of the target. If search mostly duplicates existing exposure, its incremental reach will be smaller. The planner should not assume that a low-reach channel is ineffective: it may be valuable for intent capture or conversion among already-reached people.

The campaign uses a pulsed schedule:

The plan rotates three creative modules: convenience, variety, and transparent pricing. People who subscribe are suppressed from acquisition advertising and moved to onboarding content. People who visit the pricing page but do not subscribe receive a limited sequence of proof and reminder messages, subject to consent and frequency limits.

Evaluation should include incremental subscriptions, cost per incremental subscriber, qualified reach, frequency distribution, search-brand behavior, and cancellation or complaint rates. A last-click report may assign most conversions to search, but that does not establish that search created all demand. A geo-based holdout or randomized experiment, where feasible, can estimate incremental effect more credibly.

9. Detailed Illustrative Case: Northstar Home Energy

Background

Northstar Home Energy, a fictional regional provider, offers residential heat-pump systems. The category involves high consideration, a long decision cycle, substantial installation requirements, and strong seasonality. The company has historically purchased local television and search but has treated them as separate departments.

Problem

Television delivered broad awareness but weak lead quality. Search generated leads at an apparently attractive cost, yet many leads were outside serviceable areas or were not ready for installation. During winter demand peaks, sales staff were overloaded, while spring capacity was underused. Creative messages also varied between channels, causing uncertainty about financing and installation time.

Analysis

Research identified three audience states:

1. Early concern: households noticing high energy costs but not actively researching solutions.
2. Active evaluation: households comparing technologies, savings claims, installers, and financing.
3. Ready to act: households seeking quotes and installation availability.

The analysis also identified geographic differences. Some districts had high household potential but limited installer capacity; others had adequate capacity but low awareness. Search terms indicating emergency repair were not equivalent to planned replacement intent.

Approach

Northstar redesigned the architecture. Local video and audio introduced the comfort and energy-control problem, using a consistent brand asset. Educational content and creator-led demonstrations addressed technical uncertainty. Search and comparison pages answered active questions. Retargeting was limited and sequenced rather than repeated indefinitely. A serviceability check was placed before lead submission, and the CRM suppressed customers who had already booked an assessment.

Scheduling used a pre-winter pulse: awareness began six weeks before the expected demand increase; information content intensified four weeks before; conversion activity increased when installation capacity was available. In spring, the company maintained a lower continuous presence and promoted planning, financing, and off-peak installation.

Creative rotation varied the proof point while preserving the same promise. Messages were adapted by geography to reflect local incentives only where eligibility was verified. Claims about savings were qualified by assumptions and directed to detailed terms.

Outcome

In this illustrative case, Northstar reported improved lead qualification, a more even installation pipeline, and lower complaint rates. The company did not judge success solely by platform-reported conversions. It compared serviceable leads, completed assessments, installations, cancellation rates, and the incremental contribution of the pre-winter pulse. The case demonstrates that media scheduling is also an operations, data, and customer-experience decision.

Learning points

• Media weight should reflect operational capacity as well as demand.
• Search often captures demand created partly by other channels.
• Geographic targeting must incorporate serviceability and equity considerations.
• Sequenced education can be more appropriate than repeated conversion appeals.
• Suppression and consent rules are central to customer experience.
• Incremental outcomes are more informative than isolated platform attribution.

10. Measurement, Optimization, and Decision Rules

Integrated measurement should combine descriptive, diagnostic, and causal evidence.

Descriptive measures include reach, frequency, impressions, viewability, completion, cost, spend, delivery by geography, and creative rotation.

Diagnostic measures include brand search, site behavior, lead quality, path progression, exposure distribution, overlap, fatigue indicators, and customer-service signals.

Causal measures include randomized experiments, geo-experiments, matched-market designs, conversion lift studies, and econometric models. Each method has assumptions. A platform conversion report is useful for operational optimization but may overstate incremental impact because it often counts people already inclined to convert.

Budget decisions should consider marginal rather than average performance. A channel can have an attractive average cost but poor incremental reach after saturation. Conversely, a channel with higher average cost may provide valuable new reach, credibility, or conversion assistance.

A practical optimization rule is to reallocate only when the change is consistent with role, quality, incrementality, and capacity—not merely with the lowest reported cost per action. The decision should also account for measurement error and lagged effects.

11. Technology, Privacy, and Artificial Intelligence

Modern architecture may use clean rooms, consented first-party data, contextual signals, conversion APIs, identity graphs, automated bidding, and predictive models. These tools can improve coordination, but they do not remove the need for judgment.

Artificial intelligence can assist with audience forecasting, schedule simulation, creative versioning, anomaly detection, budget pacing, and natural-language analysis. Governance should address:

• data provenance and permission;
• discriminatory or exclusionary targeting;
• explainability of optimization decisions;
• hallucinated claims or unsupported creative content;
• human approval for sensitive categories;
• security and retention;
• auditability of automated changes.

Privacy regulation and platform policy increasingly restrict persistent individual tracking. Consent must be meaningful, specific where required, and withdrawable. Sensitive inferences should not be used merely because they are technically possible. Contextual and cohort-based approaches may become more important, and planners should design measurement plans that do not depend on a single identifier.

12. Ethical, Regulatory, and Operational Challenges

Integrated campaigns create several risks.

Frequency harm: excessive retargeting can feel intrusive and may disproportionately affect vulnerable groups.

Misleading sequencing: a low introductory price followed by difficult-to-find conditions can create a deceptive journey even if each isolated message appears technically compliant.

Exclusion: optimization toward conversion may under-serve lower-income, rural, older, disabled, or less-connected audiences.

Brand safety and suitability: adjacency to misinformation, hate, unsafe content, or inappropriate user-generated material can damage both audiences and brands.

Children and vulnerable audiences: targeting, data collection, and persuasive design require heightened safeguards.

Dark patterns: interface or message design should not manipulate consent, cancellation, or purchase decisions.

Operational inconsistency: advertising availability when inventory, staff, or service capacity is inadequate can create harm and waste.

Governance should include approval matrices, claim substantiation, exclusion lists, frequency controls, accessibility review, incident escalation, vendor audits, and post-campaign learning. Ethical planning is not a final legal checkpoint; it is part of architecture design.

Best-Practice Checklist

Before approving an integrated schedule, ask:

• Is each channel assigned a distinct, defensible role?
• Are reach estimates adjusted for duplication and uncertainty?
• Is the frequency distribution acceptable, not merely the average?
• Does timing reflect decision windows, seasonality, and operational capacity?
• Are geography and audience priorities evidence-based and equitable?
• Does creative rotation preserve brand recognition while avoiding wear-out?
• Are customer states, suppression rules, consent, and service transitions defined?
• Are platform metrics distinguished from incremental causal evidence?
• Are privacy, accessibility, safety, claims, and AI governance documented?
• Can the plan adapt without losing strategic coherence?

Chapter Summary

Integrated media architecture organizes channels into a coordinated system of roles, relationships, timing, audience logic, and measurement. Effective planning goes beyond counting impressions: it considers qualified and unduplicated reach, frequency distribution, recency, continuity, seasonality, geography, operational readiness, and the changing states of the customer journey. Continuous, flighted, and pulsed schedules offer different ways to distribute presence. Sequencing can move audiences from problem recognition to proof, action, and retention, while creative rotation protects attention without sacrificing distinctive brand assets.

Quantitative measures such as GRP and set-based reach formulas are useful, but they are not complete evaluations of effectiveness. Cross-media overlap, attention quality, attribution bias, and uncertain platform data require cautious interpretation. Strong plans combine descriptive reporting with diagnostic and causal methods. Privacy, consent, accessibility, fairness, brand safety, and AI governance are integral to architecture rather than peripheral compliance matters. Ultimately, the best schedule is one that coordinates communication, customer experience, measurement, and organizational capacity.

Key Terms

Integrated media architecture: The planned system of channel roles, relationships, timing, audiences, and measurement.

Complementarity: The condition in which channels perform distinct but mutually reinforcing functions.

Substitutability: The extent to which one channel can replace another for a comparable task.

Reach: The number or percentage of a target audience exposed at least once.

Frequency: The number of exposures received by an individual or household.

Gross rating point: Reach percentage multiplied by average frequency.

Unduplicated reach: Total unique audience reached after accounting for overlap among channels.

Recency: The strategic value of exposure close to a decision or behavior.

Continuity: Regular, sustained media presence across a planning period.

Flighting: Concentrating media activity into separated bursts.

Pulsing: Maintaining a base level of activity while increasing weight at selected times.

Seasonality: Predictable changes in demand, attention, competition, or operating conditions.

Creative rotation: Planned variation of executions within a consistent strategic platform.

Sequencing: Ordering communications so that successive contacts perform related tasks.

Omnichannel journey: A coordinated customer experience across connected touchpoints and channels.

Incrementality: The additional outcome caused by advertising beyond what would have occurred without it.

Frequency cap: A rule limiting the number of exposures to an individual or household within a period.

Suppression: Excluding an audience from a message because another communication or customer state makes it inappropriate.

Review Questions

Short Answer Questions

1. What is the difference between a media architecture and a list of media channels?
2. Define reach, frequency, and GRP.
3. Distinguish continuous, flighted, and pulsed scheduling.
4. Why can adding channel reach percentages overstate unduplicated reach?
5. What is the purpose of creative rotation?

Long Answer Questions

1. Explain how complementarity and sequencing can improve an omnichannel customer journey.
2. Discuss the strategic importance of recency, continuity, and frequency distribution.
3. Develop a framework for incorporating seasonality and geography into a media schedule.
4. Critically evaluate the limitations of platform-reported attribution in integrated campaigns.
5. Explain how privacy, accessibility, brand safety, and AI governance should influence media architecture.

Analytical / Application Questions

1. A campaign reaches 55% of its target at an average frequency of 3.5. Calculate its GRP and explain what the result does and does not reveal.
2. Channel A reaches 420,000 people, Channel B reaches 300,000, and their overlap is 140,000. Calculate unduplicated reach and identify one limitation of this estimate.
3. Design a four-week schedule for a seasonal service with a six-week consideration period, limited operational capacity, and a need to combine broad awareness with high-intent search. Justify the channel roles, timing, creative rotation, and measurement plan.

Multiple Choice Questions with Answers

Question 1

A campaign reaches 60% of its target audience at an average frequency of 4. What is its GRP delivery?

A. 64

B. 120

C. 240

D. 600

Correct Answer: C. 240

Question 2

Television reaches 60% of a target, social video reaches 45%, and their overlap is 25%. What is their unduplicated reach?

A. 70%

B. 80%

C. 105%

D. 130%

Correct Answer: B. 80%

Question 3

Which scheduling pattern maintains a base level of activity while increasing weight during selected periods?

A. Continuous scheduling

B. Flighting

C. Pulsing

D. Sequential suppression

Correct Answer: C. Pulsing

Question 4

Which statement best describes recency?

A. The total number of impressions purchased

B. The value of exposure close to a decision or behavior

C. The percentage of impressions that are duplicated

D. The number of creative executions in rotation

Correct Answer: B. The value of exposure close to a decision or behavior

Question 5

Why should a planner avoid simply adding reach percentages from multiple channels?

A. Reach is always measured in currency

B. Channels may reach overlapping individuals

C. Frequency is never relevant to reach

D. GRP cannot exceed 100

Correct Answer: B. Channels may reach overlapping individuals

Question 6

Which channel role is most directly associated with capturing active information demand?

A. Search

B. Outdoor awareness only

C. Post-purchase service only

D. Unsegmented sponsorship

Correct Answer: A. Search

Question 7

What is the principal purpose of creative rotation?

A. To eliminate all brand consistency

B. To vary executions while preserving strategic and brand linkage

C. To ensure every audience receives identical frequency

D. To replace measurement with intuition

Correct Answer: B. To vary executions while preserving strategic and brand linkage

Question 8

Which measure most directly addresses whether advertising caused additional outcomes beyond what would otherwise have occurred?

A. Impressions

B. Average frequency

C. Incrementality

D. Platform-reported clicks

Correct Answer: C. Incrementality

Question 9

A campaign has 500,000 impressions and reaches 125,000 unique people. What is its average frequency?

A. 2

B. 4

C. 125

D. 625,000

Correct Answer: B. 4

Question 10

Which practice is most appropriate when a customer has already purchased and should no longer receive acquisition advertising?

A. Increase acquisition frequency indefinitely

B. Suppress the customer from acquisition messages and move them into an appropriate retention journey

C. Remove all consent records

D. Treat the customer as an unknown prospect

Correct Answer: B. Suppress the customer from acquisition messages and move them into an appropriate retention journey