Integrated Marketing Communications

Introduction

Integrated Marketing Communications (IMC) is the planned coordination of an organisation’s communication activities so that audiences receive clear, consistent and persuasive brand meaning across contact points. Advertising, public relations, sales promotion, direct marketing, events, sponsorship and personal selling should not operate as isolated departmental activities. They should work together to support marketing and brand objectives.

IMC is particularly important in contemporary markets because customers encounter brands through many channels: search engines, social networks, websites, stores, mobile applications, email, news media, influencers, salespeople and customer service. A customer may see an advertisement, read a review, visit a website, ask a salesperson a question and then receive a post-purchase email. Each interaction contributes to the customer’s interpretation of the brand.

The purpose of IMC is not simply to use many media. It is to coordinate objectives, messages, timing, audiences, budgets and measurement. Effective integration creates reinforcement: different communications perform different roles while expressing a coherent brand promise.

Learning Objectives

After studying this chapter, students should be able to:

1. Explain the concept, value and development of IMC.
2. Set communication objectives for different stages of the customer journey.
3. Design effective messages, narratives and creative executions.
4. Distinguish paid, owned, earned and shared media.
5. Select communication tools and media according to objectives and audience behaviour.
6. Prepare a basic communications budget and media plan.
7. Coordinate advertising, public relations, sales promotion, direct marketing, events, sponsorship and personal selling.
8. Evaluate communication performance using appropriate metrics.
9. Recognise ethical, legal and governance issues in integrated communication.

1. The Meaning and Scope of IMC

Integrated Marketing Communications is a management process that coordinates all brand communication in order to deliver a coherent value proposition and influence stakeholder responses. Integration occurs at several levels:

• Strategic integration: communication supports business, marketing and brand strategy.
• Message integration: communications express compatible themes, benefits, tone and visual identity.
• Media integration: channels are selected and sequenced so that each contributes a distinctive role.
• Organisational integration: marketing, sales, public relations, customer service, agencies and senior management collaborate.
• Measurement integration: common objectives and performance indicators are used across activities.
• Customer-experience integration: promises made in communication are consistent with actual delivery.

IMC is broader than promotion. Promotion traditionally refers to the communication element of the marketing mix. IMC includes promotional tools but also recognises that packaging, websites, employee behaviour, retail environments, product demonstrations and service encounters communicate brand meaning.

A useful distinction is between consistency and integration. Consistency means that communications do not contradict one another. Integration goes further by assigning complementary roles to channels. For example, television may create broad awareness, search advertising may capture active demand, a product demonstration may reduce uncertainty, and email may encourage repeat purchase.

The Communication Process

The basic communication process contains a sender, encoding, message, medium, receiver, decoding, response and feedback. Noise may interfere at any point. In marketing, the sender may be a company or brand; encoding converts a strategic idea into words, images, sounds or experiences; decoding is the audience’s interpretation.

The sender cannot assume that intended meaning equals received meaning. Culture, language, prior experience, media context, competing messages and personal motivation affect interpretation. Consequently, communication planning must begin with audience insight rather than internal assumptions.

2. Planning IMC Strategically

A professional IMC plan normally follows this sequence:

1. Analyse the organisation, market, competitors and stakeholders.
2. Identify priority audiences and decision-makers.
3. Define the communication problem or opportunity.
4. Set measurable communication objectives.
5. Develop the positioning, value proposition and message strategy.
6. Select the communication mix and media.
7. Allocate the budget and schedule activities.
8. Implement, coordinate and govern the programme.
9. Measure outcomes and improve future activity.

Situation Analysis

The situation analysis should examine brand awareness, reputation, customer needs, category involvement, competitor communication, distribution, internal capabilities and relevant environmental factors. Useful sources include customer research, social listening, sales data, website analytics, media audits, reviews and interviews with sales and service employees.

The central question is not merely “Which channel should we use?” It is “What communication task must be accomplished, for whom, and under what conditions?” A brand may have high awareness but low perceived value, or strong preference but poor availability. The communication response differs in each case.

Audience Definition and Segmentation

Audiences may include current users, prospective buyers, influencers, trade partners, employees, journalists, regulators, investors and local communities. A buyer is not always the user, and the person who influences a purchase may not be the person who pays.

Segmentation can use demographic, geographic, psychographic, behavioural and needs-based variables. For IMC, behavioural and needs-based segmentation are often especially useful because communication should reflect the audience’s information requirements and readiness to act.

A practical audience profile should specify:

• the problem or need;
• current knowledge and beliefs;
• perceived benefits and risks;
• preferred information sources;
• barriers to action;
• influential people or institutions;
• media habits; and
• the desired response.

3. Communication Objectives

Communication objectives describe what the organisation wants a defined audience to know, feel or do within a specified period. They should be distinguished from sales objectives. Sales may be affected by price, distribution, competition, seasonality and product quality, whereas communication objectives focus on communication effects.

Examples include:

• increase unaided awareness among a defined segment;
• improve understanding of a product benefit;
• strengthen trust in the brand;
• generate qualified enquiries;
• encourage trial or registration; and
• increase repeat engagement or advocacy.

A useful objective specifies an audience, effect, level and time frame. For example: “Increase aided awareness of the new service among urban commuters aged 25–40 from 35% to 50% within six months.”

Hierarchies of Response

The hierarchy-of-effects perspective proposes that audiences may move from cognitive responses to affective responses and then to behaviour:

Awareness → knowledge → liking → preference → conviction → action

This sequence is not universal or strictly linear. Low-involvement purchases may be influenced by exposure and availability before strong attitudes develop. High-involvement purchases may involve extensive information search and evaluation. Nevertheless, the model helps planners identify the communication task.

The customer journey provides another useful framework:

• Need recognition: make the problem relevant.
• Awareness and discovery: ensure the brand is noticed and understood.
• Evaluation: provide evidence, comparisons and reassurance.
• Purchase: remove friction and support conversion.
• Use and retention: help customers obtain value.
• Advocacy: encourage recommendation and constructive participation.

Objectives should match the stage. A public relations story may build credibility during discovery, while personal selling may resolve objections during evaluation.

The DAGMAR Approach

DAGMAR—Defining Advertising Goals for Measured Advertising Results—emphasises specific communication effects such as awareness, comprehension, conviction and action. Its contribution is the insistence that advertising goals should be measurable rather than expressed as vague intentions such as “increase impact.” Its limitation is that communication effects may not follow a simple sequence and may be difficult to isolate from other marketing influences.

4. Message and Story Design

A message strategy explains what the brand will communicate, to whom, why it matters and how the claim will be supported. It commonly includes:

• Target audience: the intended receiver.
• Consumer insight: a meaningful understanding of motivation or tension.
• Value proposition: the value the brand promises to create.
• Key benefit: the principal advantage for the audience.
• Reason to believe: evidence supporting the claim.
• Tone and personality: the manner in which the brand speaks.
• Call to action: the desired next step.

Functional, Emotional and Social Benefits

A functional benefit concerns performance, convenience, quality or economy. An emotional benefit concerns feelings such as confidence, relief or enjoyment. A social benefit concerns identity, belonging or status. Strong campaigns often connect these levels. A public transport service, for example, may promise reliable journeys functionally, reduced commuting stress emotionally and responsible citizenship socially.

Rational and Emotional Appeals

Rational appeals emphasise information, evidence, performance, price or specifications. Emotional appeals use feelings, relationships, humour, aspiration, fear, nostalgia or moral concern. The appropriate balance depends on category involvement, perceived risk, audience knowledge and brand positioning. Emotional execution should not obscure material information, especially where safety, finance or health is involved.

Storytelling

Brand stories organise events around characters, tension, change and meaning. A useful structure is:

1. establish the audience’s situation or challenge;
2. show the tension or unmet need;
3. present the brand’s role;
4. demonstrate a credible transformation; and
5. close with a memorable meaning or action.

The brand need not always be the hero. In many credible stories, the customer is the protagonist and the brand acts as an enabler. Stories should be consistent with the actual customer experience. A dramatic promise followed by poor service creates distrust rather than loyalty.

Message Consistency and Adaptation

Global and multi-segment campaigns require a balance between standardisation and adaptation. Core elements such as positioning, promise and identity may remain stable, while language, examples, humour, media formats and cultural references are adapted. Translation should consider meaning, idiom and cultural sensitivity rather than replacing words mechanically.

5. The Communication Mix

Advertising

Advertising is paid, identified communication from a sponsor through media. It offers reach, control over content and the ability to build distinctive brand associations. Its limitations include media clutter, declining attention, cost and relatively limited personal feedback.

Advertising objectives may be informative, persuasive, reminder-oriented or reinforcement-oriented. Effective advertising requires a clear brief, strong creative idea, appropriate media placement and disciplined frequency management.

Public Relations and Publicity

Public relations manages relationships and reputation among an organisation’s various publics. Activities include media relations, corporate communication, community relations, internal communication, crisis communication and public affairs. Publicity is exposure gained through editorial or public attention; it is not fully controlled by the organisation.

Public relations is most credible when claims are supported by evidence and when the organisation communicates openly during problems. Attempts to disguise paid content as independent editorial material damage trust and may breach disclosure requirements.

Sales Promotion

Sales promotion provides a short-term incentive to stimulate purchase or participation. Consumer promotions include coupons, samples, bundles, competitions and loyalty rewards. Trade promotions include allowances, displays and cooperative marketing.

Promotions can accelerate trial and create urgency, but excessive discounting may train customers to wait for deals, reduce perceived quality and weaken brand equity. A promotion should have a defined role, eligibility rules, duration and post-campaign evaluation.

Direct and Digital Marketing

Direct marketing uses addressable communication to encourage a measurable response. Email, SMS, direct mail, database marketing, mobile notifications and personalised web experiences are examples. Digital platforms make targeting and optimisation easier, but they also create privacy, consent and data-governance obligations.

Personalisation should be useful rather than intrusive. Organisations should collect only necessary data, explain its use, protect it and provide appropriate choices. Automated targeting requires monitoring for exclusion, discrimination and inaccurate assumptions.

Events and Experiences

Events create opportunities for participation, demonstration, relationship building and emotional engagement. They may be owned by the brand or involve attendance at an external event. Planning should define the audience, experience, staffing, safety arrangements, lead-capture process and follow-up.

An event is not successful merely because attendance is high. Quality of engagement, qualified leads, brand fit, conversion and relationship outcomes are more informative measures.

Sponsorship

Sponsorship is an exchange in which an organisation provides resources to obtain association with a property such as a sport, festival, cultural institution or social cause. Value depends on fit, visibility, activation and audience relevance. Buying a logo position alone rarely creates substantial meaning. Sponsorship should be activated through content, hospitality, community activity or customer participation.

Personal Selling

Personal selling involves interpersonal communication intended to inform, influence and develop customer relationships. It is valuable when products are complex, expensive, customised or risky. Selling tasks include prospecting, qualifying, presenting, handling objections, negotiating, closing and follow-up.

Integrated selling requires the sales force to use the same positioning and evidence as other channels. Marketing should provide useful leads and content; sales should provide feedback about customer objections and competitor claims.

6. Paid, Owned, Earned and Shared Media

The POES framework helps planners understand media control and audience participation.

The categories overlap. A sponsored influencer post is paid, while subsequent audience discussion may be shared or earned. A brand should design pathways between media: paid media can drive people to owned content; owned content can generate earned attention; satisfied customers can create shared advocacy.

7. Media Selection and Scheduling

Media selection should follow the communication task, audience behaviour and budget rather than habit. Important criteria include:

• reach: the proportion of the target audience exposed at least once;
• frequency: the average number of exposures among reached individuals;
• selectivity: ability to reach a defined audience;
• engagement: attention or participation quality;
• credibility: perceived trustworthiness;
• timing and flexibility;
• geographic coverage;
• cost; and
• measurement capability.

A simple media estimate uses gross rating points:

Reach is the percentage of the defined target audience exposed at least once, and average frequency is the average number of exposures among those reached. GRP is a delivery measure, not a measure of persuasion, sales or unique people. It may exceed 100 because individuals can receive multiple exposures.

For example, a plan reaching 40% of the target audience with an average frequency of 3 delivers 120 GRPs. This does not mean that 120% of people were reached; it represents total exposure weight.

Cost efficiency may be expressed as cost per thousand impressions:

Media cost is measured in currency and impressions are exposures. CPM compares delivery efficiency but does not by itself compare audience quality, attention, credibility or business outcomes.

Scheduling may be continuous, concentrated in bursts, or pulsed. Continuous scheduling suits products with steady demand. Bursting may suit seasonal campaigns or limited budgets. Pulsing combines a baseline presence with heavier activity at key times.

8. Budgeting and Resource Allocation

A communication budget should reflect objectives, audience requirements, competitive conditions, creative and production costs, media costs, agency fees, technology, research, events, contingency and evaluation.

Common budgeting methods include:

• Affordable method: spend what management believes it can afford. Simple but may underfund strategic requirements.
• Percentage of sales: links spending to revenue. Convenient but may reduce investment when sales decline, even when communication is needed.
• Competitive parity: considers competitors’ spending. It does not prove that competitors have chosen correctly.
• Objective-and-task: defines objectives, identifies tasks and estimates their costs. This is usually the most strategically defensible method.

The objective-and-task method can be represented as:

The symbol Σ means that the costs of all necessary tasks are added. The method assumes that tasks can be identified and costed with reasonable reliability; it does not guarantee that the objectives are realistic or that communication will cause the desired outcome.

A practical budget might allocate funds to research, creative development, production, paid media, public relations, events, sales tools, technology, measurement and contingency. Allocation should be reviewed when evidence shows that a channel is ineffective or an environmental change alters the communication problem.

9. Coordination and Campaign Governance

Integration requires explicit governance. A campaign brief should identify the objective, audience, insight, proposition, proof, tone, mandatories, deliverables, timing, budget, approvals and measurement plan.

A central brand or campaign team may coordinate internal departments and external agencies. Responsibilities should be clear for strategy, creative, media, public relations, data, legal review, customer service and crisis response. A shared calendar prevents contradictory messages, duplicated contacts and poor timing.

Contact frequency also requires coordination. Customers may receive advertising, email, sales calls and service messages from different teams. Without a contact policy, excessive communication can create irritation and unsubscribe behaviour.

Testing should occur before and during implementation. Concept tests, copy tests, usability tests, landing-page experiments and pilot events can identify problems. Tests should change one important variable at a time where possible and use an outcome that reflects the communication objective.

10. Measurement and Evaluation

Evaluation should distinguish outputs, outtakes, outcomes and broader business effects.

• Outputs: what the organisation produced, such as advertisements, releases or event attendance.
• Outtakes: what audiences noticed, understood, remembered or felt.
• Outcomes: changes in behaviour, enquiries, registrations, trial, retention or advocacy.
• Business effects: changes in revenue, margin, customer value or reputation.

Possible indicators include awareness, message recall, brand associations, sentiment, website engagement, qualified leads, conversion rate, redemption, repeat purchase and customer retention. Vanity metrics such as raw impressions or follower counts should not be treated as success without evidence of relevance.

A basic conversion rate is:

The denominator must be defined carefully. For an email campaign it might be delivered messages or clicks; for a landing page it might be visits. The chosen denominator must remain consistent when comparing periods.

Return on marketing investment can be expressed as:

Incremental contribution means additional contribution profit attributable to the marketing activity, not merely total revenue. The formula assumes that the organisation can estimate incremental effects and contribution margin. Attribution is difficult because customers may encounter several channels and because external factors influence results. Therefore, ROMI should be interpreted with experiments, comparisons and qualitative evidence rather than treated as exact fact.

Illustrative Case: FreshRoute Meal Kits

Background

FreshRoute is a fictional meal-kit brand serving busy urban households. It offers pre-portioned ingredients and digital recipes. The brand has good product satisfaction among existing customers but low awareness and a high cancellation rate after the first month.

Problem

Management initially proposes a large social-media advertising campaign. Research, however, shows three distinct barriers: potential customers do not understand how meal kits differ from grocery delivery; some doubt whether recipes are genuinely convenient; and new subscribers forget to use their first box before cancelling.

Analysis

The communication problem is therefore not only awareness. It involves category education, proof of convenience and post-purchase reinforcement. The priority audiences are busy professionals considering trial and new customers who have received their first box.

Approach and Solution

FreshRoute establishes the central proposition: “FreshRoute makes a satisfying home-cooked meal achievable on a busy evening.” The reason to believe is a set of tested recipes requiring limited preparation time, supported by customer demonstrations.

The integrated programme includes:

• short paid videos showing the complete preparation process;
• owned website content comparing meal kits with grocery shopping and takeaway meals;
• public relations stories featuring local producers and food-waste reduction;
• introductory sampling at commuter locations;
• email and app reminders timed around delivery and likely cooking occasions;
• personal selling to employers offering staff wellness benefits; and
• a referral programme encouraging satisfied customers to invite friends.

The campaign uses paid media to create discovery, owned content to answer questions, earned attention to build credibility, direct communication to support use and shared advocacy to encourage referrals. Customer service receives the same message framework and a library of answers to common objections.

Outcome

In this illustrative case, management evaluates success using awareness research, first-box activation, trial-to-second-box retention, referral rate and customer feedback rather than impressions alone. Early testing shows that preparation demonstrations outperform highly stylised food photography for comprehension. The company therefore shifts creative production toward demonstrations while retaining lifestyle content for emotional appeal.

Learning Points

The case demonstrates that integration begins with the communication problem, not with a preferred channel. It also shows that post-purchase communication can be as important as acquisition communication, and that a coherent customer experience is necessary for a credible brand promise.

11. Ethical, Legal and Governance Issues

Integrated communication creates responsibilities toward consumers and wider society. Claims must be truthful, supportable and presented in a way that does not materially mislead. Important issues include:

• disclosure of paid influencer and sponsored content;
• consent and lawful handling of personal data;
• protection of children and vulnerable audiences;
• accessibility for people with disabilities;
• responsible use of fear, urgency and social pressure;
• avoidance of stereotypes and discriminatory targeting;
• clear terms for promotions and competitions;
• intellectual-property rights for music, images and user content; and
• transparent crisis communication.

Regulatory requirements vary by jurisdiction, so practitioners must consult applicable advertising, consumer-protection, privacy, competition and sector-specific rules. Ethical practice goes beyond minimum compliance. A technically legal message may still exploit limited literacy, conceal material conditions or create unreasonable social harm.

Artificial intelligence can support audience analysis, content adaptation, media optimisation, transcription and customer-service assistance. However, practitioners must check factual accuracy, copyright, privacy, bias, disclosure and brand appropriateness. AI-generated content should be subject to human review, documented approval and monitoring. Automation should improve relevance and service, not remove accountability.

12. Contemporary Developments and Best Practice

Communication is increasingly shaped by fragmented attention, creator economies, retail media, connected television, social commerce, privacy changes and the decline of third-party identifiers. These developments increase the value of first-party relationships but also raise expectations concerning consent and usefulness.

Best practice includes:

1. Begin with audience insight and a clearly defined communication problem.
2. Link every activity to a measurable objective.
3. Build one strategic proposition while adapting execution to channel context.
4. Assign each channel a distinctive role rather than repeating the same message everywhere.
5. Coordinate paid, owned, earned and shared pathways.
6. Integrate marketing, sales, public relations and customer service.
7. Test claims and creative before committing major resources.
8. Measure attention, understanding and behaviour, not only exposure.
9. Protect privacy and disclose commercial relationships.
10. Treat customer experience as evidence of the brand promise.
11. Review performance and reallocate resources based on learning.
12. Maintain records of approvals, data use, claims substantiation and crisis procedures.

Chapter Summary

Integrated Marketing Communications coordinates communication tools, channels, people and experiences around a coherent brand and marketing strategy. Effective planning begins with situation analysis, audience definition and a clearly stated communication problem. Objectives should specify the intended audience, response, level and time frame, while recognising that awareness, attitudes and behaviour may not develop in a fixed sequence.

Message strategy connects audience insight with a value proposition, benefit, evidence, tone and call to action. Storytelling can make a proposition memorable, but credibility depends on actual delivery. Advertising, public relations, sales promotion, direct marketing, events, sponsorship and personal selling each have distinctive strengths and limitations. Paid, owned, earned and shared media should be coordinated rather than treated as isolated categories.

Media decisions should consider reach, frequency, selectivity, engagement, credibility, timing and cost. Budgeting is most defensible when objectives are translated into tasks and costs. Measurement should distinguish outputs, audience responses, behavioural outcomes and business effects. Metrics such as GRP, CPM, conversion rate and ROMI are useful only when their definitions, assumptions and limitations are understood.

Finally, IMC requires governance, ethical judgement, data responsibility and cross-functional cooperation. Technology and AI can improve relevance and efficiency, but human accountability remains essential.

Key Terms

Integrated Marketing Communications (IMC): Coordinated management of communication activities to deliver coherent brand meaning and influence audiences.

Communication objective: A specified change in audience knowledge, attitude or behaviour within a defined period.

Value proposition: The value a brand promises to create for a target audience.

Reason to believe: Evidence that supports a brand claim or benefit.

Message strategy: A plan specifying what should be communicated, to whom, why and how.

Brand story: A structured narrative connecting a situation, tension, brand role and meaningful outcome.

Advertising: Paid, identified communication from a sponsor through media.

Public relations: Management of relationships and reputation among organisational publics.

Sales promotion: A short-term incentive intended to stimulate purchase or participation.

Direct marketing: Addressable communication designed to generate a measurable response.

Personal selling: Interpersonal communication used to inform, persuade and develop customer relationships.

Paid media: Media exposure purchased by an organisation.

Owned media: Channels controlled by an organisation.

Earned media: Attention gained from independent third parties.

Shared media: Content and conversation distributed or developed through audience participation.

Reach: The percentage of a defined audience exposed at least once.

Frequency: The average number of exposures received by reached audience members.

Gross rating points: A measure calculated as reach percentage multiplied by average frequency.

Conversion rate: The percentage of relevant opportunities producing a defined desired action.

ROMI: A ratio comparing incremental contribution from marketing with marketing investment.

Review Questions

Short Answer Questions

1. Define Integrated Marketing Communications and explain how it differs from using several promotional tools independently.
2. What is the difference between a communication objective and a sales objective?
3. Identify the four categories in the POES media framework and provide one example of each.
4. State two strengths and two limitations of personal selling.
5. Why should impressions not be treated as a complete measure of campaign success?

Long Answer Questions

1. Explain the stages involved in developing an IMC plan, from situation analysis to evaluation.
2. Discuss how functional, emotional and social benefits can be combined in a message strategy.
3. Compare advertising, public relations and sales promotion in terms of control, credibility, timing and likely uses.
4. Explain the objective-and-task budgeting method and compare it with percentage-of-sales budgeting.
5. Discuss the ethical and governance issues involved in data-driven and AI-supported marketing communication.

Analytical / Application Questions

1. A new professional-service firm has strong technical expertise but low awareness and limited trust. Design an integrated communication programme using at least four communication tools and explain the role of each.
2. A campaign reaches 45% of its target audience with an average frequency of 2.5. Calculate its GRP and explain what the result does and does not show.
3. A brand receives high social engagement but no increase in qualified enquiries. Diagnose at least three possible causes and recommend an evaluation plan.

Multiple Choice Questions with Answers

Question 1

Which statement best describes Integrated Marketing Communications?

A. Using only digital advertising to reach a target market

B. Coordinating communication activities to deliver coherent brand meaning and support objectives

C. Reducing the communication budget by replacing staff with automation

D. Using the same creative execution unchanged in every country

Correct Answer: B. Coordinating communication activities to deliver coherent brand meaning and support objectives

Question 2

Which objective is written most appropriately as a communication objective?

A. Increase total company profit by 20%

B. Become the market leader within one year

C. Increase aided awareness among first-time buyers from 30% to 45% within six months

D. Reduce production costs by 10%

Correct Answer: C. Increase aided awareness among first-time buyers from 30% to 45% within six months

Question 3

Which is an example of earned media?

A. A paid search advertisement

B. A company website article

C. A customer review published independently

D. A sponsored event display

Correct Answer: C. A customer review published independently

Question 4

A plan reaches 40% of an audience with an average frequency of 3. What is its GRP?

A. 43

B. 120

C. 133

D. 400

Correct Answer: B. 120

Question 5

Which communication tool is generally most suitable when a product is complex and customers need individual explanations?

A. Personal selling

B. Mass coupon distribution only

C. Untargeted outdoor posters only

D. Packaging colour changes only

Correct Answer: A. Personal selling

Question 6

What is a major limitation of excessive sales promotion?

A. It always prevents trial

B. It may train customers to wait for discounts and weaken perceived value

C. It cannot be measured

D. It provides no short-term incentive

Correct Answer: B. It may train customers to wait for discounts and weaken perceived value

Question 7

In the formula CPM = (Media Cost ÷ Impressions) × 1,000, what does CPM measure?

A. Cost per thousand impressions

B. Customer preference measurement

C. Conversion percentage per market

D. Creative performance momentum

Correct Answer: A. Cost per thousand impressions

Question 8

Which budgeting method begins by identifying objectives, required tasks and the costs of those tasks?

A. Affordable method

B. Percentage-of-sales method

C. Competitive-parity method

D. Objective-and-task method

Correct Answer: D. Objective-and-task method

Question 9

Which measure is an outcome rather than an output?

A. Number of press releases produced

B. Number of advertisements placed

C. Increase in qualified registrations

D. Number of event invitations sent

Correct Answer: C. Increase in qualified registrations

Question 10

Why is disclosure important in influencer marketing?

A. It makes every post viral

B. It ensures audiences can recognise the commercial relationship

C. It eliminates the need for truthful claims

D. It guarantees positive reviews

Correct Answer: B. It ensures audiences can recognise the commercial relationship