Advertising Strategy, Objectives and Positioning

Introduction

Advertising is a managerial communication activity through which an organisation presents a product, service, idea or brand to a defined audience in order to influence knowledge, attitudes, behaviour or relationships. In product management, advertising is not an isolated creative exercise. It is a strategic instrument that connects business goals, product value, customer needs and market positioning.

A product may be technically excellent yet fail because potential customers do not understand its value, do not trust the provider, or cannot distinguish it from competing alternatives. Advertising helps address these problems by communicating a relevant and credible reason for customers to notice, consider, prefer and adopt an offering. Effective advertising therefore begins before media selection or copywriting. It begins with decisions about what the product is intended to achieve, whom it should serve, what value it offers and how it should be positioned in the customer’s mind.

This chapter examines the development of advertising strategy, the setting of advertising objectives, audience definition, value propositions, positioning and major persuasion models. It also considers measurement, ethics, digital developments and the practical integration of advertising with product and business strategy.

Learning Objectives

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

1. Explain the strategic role of advertising in product management.
2. Translate product and business goals into clear advertising objectives.
3. Define target audiences using relevant demographic, behavioural, psychographic and contextual variables.
4. Construct value propositions and distinguish them from positioning statements.
5. Apply the hierarchy-of-effects, AIDA, DAGMAR and persuasion models.
6. Select suitable advertising appeals, messages and communication channels.
7. Evaluate advertising effectiveness while recognising attribution and measurement limitations.
8. Identify ethical, regulatory and technology-related issues in advertising practice.

1. Advertising as a Strategic Product Management Activity

Advertising performs several related functions:

• Informing: introducing a product, explaining features, communicating availability or teaching customers how to use it.
• Persuading: encouraging preference for one brand or solution over alternatives.
• Reminding: maintaining awareness and reinforcing existing associations.
• Reassuring: reducing post-purchase doubt and confirming that the customer made a good decision.
• Differentiating: expressing why an offering is meaningfully distinct.
• Activating: prompting a response such as visiting a website, requesting a demonstration, downloading an application or purchasing.

The appropriate role depends on the product’s market situation. A new product entering an unfamiliar category may require education and awareness. A mature product in a crowded category may require differentiation and reinforcement. A product with a long buying cycle may use advertising to create consideration months before purchase.

Advertising strategy should be consistent with the product strategy. If a product is positioned as simple and accessible, an advertisement filled with technical jargon creates a contradiction. If the product’s competitive advantage is rapid delivery, advertising that focuses only on low price may attract customers whose expectations the operation cannot satisfy. Strategic consistency is therefore essential across product design, pricing, distribution, customer experience and communication.

Advertising is also only one component of the promotional mix. Public relations, sales promotion, personal selling, direct marketing, content marketing, social media and customer experience may perform complementary roles. The product manager should ask which communication task advertising can perform most effectively rather than assuming that every problem requires more advertising.

2. From Business Goals to Advertising Objectives

Business goals describe desired organisational outcomes, such as increasing revenue, entering a new market, improving retention or strengthening brand preference. Product goals translate these outcomes into product-level priorities, such as acquiring users, increasing activation, improving adoption of a feature or reducing churn. Advertising objectives specify the communication contribution to those goals.

A useful hierarchy is:

Business goal → product goal → marketing objective → advertising objective → communication execution → measured response

For example:

• Business goal: increase annual revenue from a software category.
• Product goal: acquire more small-business subscribers.
• Marketing objective: increase qualified trial registrations.
• Advertising objective: make owners of small firms aware of the product’s automated invoicing benefit and persuade them to begin a trial.
• Execution: search, social and video advertisements using demonstrations and customer evidence.
• Measurement: qualified registrations, trial activation and eventual conversion.

Advertising objectives should be specific enough to guide decisions and measurable enough to evaluate. A statement such as “make the brand more popular” is too vague. A stronger objective might be: “Within six months, increase aided awareness among independent retailers in the selected region from 35% to 50%, while generating 8,000 qualified product demonstrations.”

2.1 Types of Advertising Objectives

An objective should identify the audience, the desired change, the timeframe and the measurement approach. The desired change may be a communication outcome rather than an immediate sale. This distinction matters because advertising may influence sales indirectly and with a time delay.

2.2 Communication Objectives and Commercial Outcomes

A communication objective concerns what the audience should know, feel or do as a result of exposure. A commercial objective concerns market or financial performance. Both are important, but they are not interchangeable. Increased awareness does not automatically produce sales, and a short-term sales increase may arise from price promotions rather than advertising.

A practical objective template is:

Among [defined audience], achieve [specific communication or behavioural change] from [baseline] to [target] by [date], measured using [method], in support of [business or product goal].

Objectives should also be realistic. Advertising cannot compensate indefinitely for poor product-market fit, inadequate distribution, an unaffordable price or a defective customer experience.

3. Defining the Target Audience

A target audience is the group whose attention, interpretation or behaviour the advertising seeks to influence. It is not necessarily identical to the total market or the person who pays for the product.

Several roles may exist in a purchase:

• Initiator: first identifies a need.
• Influencer: affects the evaluation of alternatives.
• Decider: chooses the solution.
• Buyer: completes the transaction.
• User: consumes or uses the product.
• Gatekeeper: controls access to information or purchasing processes.

In business-to-business markets, for example, a product manager may advertise to users while also providing evidence required by procurement officers, financial controllers and senior decision-makers.

3.1 Audience Segmentation Variables

Useful segmentation variables include:

• Demographic: age, income, occupation, education or household composition.
• Geographic: country, region, climate, urbanisation or local availability.
• Psychographic: values, lifestyle, identity, attitudes and motivations.
• Behavioural: usage frequency, purchase history, loyalty, readiness to buy and response to previous communications.
• Firmographic: industry, organisation size, location, technology environment and purchasing structure.
• Contextual: device, time, location, task, browsing context or immediate problem.

Good segmentation is actionable. A segment should be identifiable, reachable, sufficiently substantial, relevant to the product and capable of responding differently to the marketing programme. A segment described only as “people who want quality” is not operationally useful unless quality is linked to observable needs, situations or behaviours.

3.2 Personas and Jobs to Be Done

A persona is a research-based representation of a significant audience type. It may include goals, frustrations, decision criteria, objections, information sources and typical situations. Personas should be based on evidence rather than stereotypes.

The jobs-to-be-done perspective asks what customers are trying to accomplish in a particular situation. A customer may not be buying accounting software because of an abstract interest in software; the customer may be trying to produce accurate invoices quickly and avoid late payments. Advertising becomes more relevant when it connects product benefits to that underlying job.

3.3 Audience Insight

An audience insight is a meaningful explanation of a tension, motivation or unmet need. It is not simply a demographic description. For example:

Independent café owners want to appear organised and professional, but administrative tasks consume the time they need to serve customers.

This insight can guide a message centred on reducing administrative effort while protecting the owner’s professional image. Research methods such as interviews, observation, social listening, survey analysis, search data and customer-support records can contribute to insight development. However, insights must be tested; an attractive interpretation is not automatically a valid generalisation.

4. Value Propositions and Advertising Messages

A value proposition explains why a selected customer should choose an offering. It normally connects a customer problem or desired outcome with a product benefit and a reason to believe.

A useful structure is:

For [target customer] who [need or problem], [product] is a [category or frame of reference] that [primary benefit], because [supporting evidence or reason to believe].

For example:

For independent retailers who lose time preparing stock reports, StockSense is an inventory platform that provides a reliable daily view of stock levels, because it connects point-of-sale data with automated alerts.

A value proposition is not merely a slogan. It is a strategic proposition that should guide product experience, sales arguments and advertising. It should be relevant, distinctive, credible and deliverable.

Features, Advantages and Benefits

• A feature is an attribute of the product.
• An advantage explains how the feature functions better or differently.
• A benefit describes the value experienced by the customer.

For example:

• Feature: automatic expense categorisation.
• Advantage: transactions are classified without manual entry.
• Benefit: the customer spends less time preparing financial records.

Advertising that lists features without translating them into customer benefits often assumes that audiences will perform the interpretation themselves. Strong advertising makes the value understandable while avoiding claims that cannot be supported.

5. Positioning

Positioning is the deliberate effort to establish a distinctive and desirable meaning for a product in relation to alternatives. It concerns the place the product occupies in the customer’s mental category structure. Positioning is influenced by advertising, but also by product performance, pricing, distribution, reviews, customer service and user experience.

A positioning statement is an internal strategic statement, not necessarily consumer-facing copy. It can use the following structure:

For [target audience], [brand] is the [frame of reference] that [point of difference], because [supporting reason].

A sound positioning decision requires four elements:

1. Target audience: Who is the product for?
2. Frame of reference: What category or alternatives will customers use for comparison?
3. Point of difference: What meaningful value distinguishes the product?
4. Reason to believe: What evidence supports the claim?

Positioning should be distinctive but not artificially different. A product does not need to claim that it is unique in every respect. It needs a relevant and defensible difference that matters to the selected audience.

5.1 Points of Parity and Points of Difference

Points of parity are associations that establish category membership or meet basic expectations. A mobile banking application may need secure login and transaction history simply to be considered credible. Points of difference are associations that make the brand preferable, such as unusually clear budgeting tools or superior support for small businesses.

If advertising communicates a difference that customers do not value, the positioning will be weak. If it communicates a valuable difference that the product cannot consistently deliver, the positioning will be unsustainable.

5.2 Repositioning

Repositioning may be required when customer needs change, competitors imitate the original difference, the brand acquires negative associations or the product expands into a new use case. Repositioning should be managed carefully because changing messages too frequently can weaken memory structures and confuse existing customers. Product changes, evidence and customer experience should support the new position.

6. Models of Advertising Response

6.1 The Hierarchy-of-Effects Model

The hierarchy-of-effects model proposes that audiences may move through stages such as:

Awareness → knowledge → liking → preference → conviction → purchase

The model is useful because it reminds managers that purchase may depend on earlier mental and emotional responses. Different advertising executions can therefore serve different stages. An introductory video may build awareness and knowledge, while testimonials may support conviction.

The model should not be interpreted as a universal, strictly linear law. Customers may skip stages, move backward, repeat stages or purchase habitually with limited conscious evaluation. It is best used as a planning framework for diagnosing communication tasks.

6.2 AIDA

AIDA describes four communication stages:

• Attention: secure notice in a competitive environment.
• Interest: encourage continued engagement.
• Desire: connect the offering with a valued outcome.
• Action: provide a clear and feasible next step.

AIDA is particularly useful for reviewing an advertisement. Does the opening earn attention? Does the message provide a reason to continue? Does it create meaningful desire rather than mere excitement? Is the call to action clear and proportionate to the customer’s readiness?

AIDA does not imply that every advertisement must force an immediate purchase. For a high-involvement product, the action may be downloading a guide or booking a consultation.

6.3 DAGMAR

DAGMAR, associated with Russell Colley’s work on defining advertising goals for measured advertising results, emphasises specific communication tasks and measurable stages. A typical sequence is:

Unawareness → awareness → comprehension → conviction → action

DAGMAR stresses that objectives should identify a target audience, a defined communication task, a measurable standard and a specified time period. Its strength is managerial clarity. Its limitation is that communication effects are difficult to isolate from product, price, distribution, competitors and wider market conditions.

6.4 Comparing the Models

These models are not competing measurement systems. They are conceptual tools. Their value depends on using them flexibly and validating assumptions through research and performance evidence.

7. Persuasion and Message Strategy

Persuasion involves influencing beliefs, attitudes, intentions or behaviour. Effective persuasion is not manipulation by definition; it depends on truthful communication, respect for autonomy and the absence of deceptive practices.

7.1 Rational and Emotional Appeals

Rational appeals focus on performance, price, convenience, reliability, efficiency or evidence. Emotional appeals connect the product with feelings, identity, belonging, security, pride, relief or aspiration. Most effective campaigns combine both. An emotional story may attract attention and create meaning, while factual evidence supports credibility.

7.2 Elaboration Likelihood Model

The elaboration likelihood model distinguishes between:

• Central processing: careful consideration of arguments, likely when involvement and ability are high.
• Peripheral processing: reliance on cues such as attractiveness, familiarity, popularity or mood, likely when involvement or ability is lower.

A complex enterprise purchase may require detailed evidence, demonstrations and comparisons. A low-involvement everyday product may benefit more from memorable distinctive assets and repeated exposure. The same audience may use different processing routes in different contexts.

7.3 Credibility, Social Proof and Risk Reduction

Message credibility can be strengthened through demonstrations, transparent evidence, expert sources, customer reviews, guarantees, trials and clear disclosure of limitations. Social proof can reduce uncertainty, but testimonials and reviews must be genuine and representative. Claims such as “the most trusted” or “number one” require a defined basis and supporting evidence.

7.4 Message Architecture

A practical message architecture includes:

1. Core promise: the principal value offered.
2. Support points: evidence that makes the promise credible.
3. Tone and manner: the intended personality and emotional style.
4. Call to action: the next step expected from the audience.
5. Mandatories: legal disclosures, brand elements and product information.

A single advertisement should usually have one dominant promise. Too many competing claims reduce comprehension and weaken recall.

8. Media, Touchpoints and Customer Journey

Media selection should follow the audience and objective, not fashionable channels. Paid media provides purchased reach; owned media includes company-controlled websites, applications and email; earned media includes editorial coverage, reviews and voluntary sharing. Many campaigns combine all three.

The customer journey may involve:

1. Problem recognition.
2. Information search.
3. Consideration of alternatives.
4. Trial or purchase.
5. Use and evaluation.
6. Retention, advocacy or switching.

Advertising should be adapted to the stage. Search advertising may capture existing demand, while video or display advertising may create awareness. Retargeting can support consideration but may become intrusive if frequency and privacy are poorly managed. Product managers should also ensure that landing pages, onboarding and service delivery fulfil the expectation created by advertising.

9. Measuring Advertising Effectiveness

Measurement should correspond to the objective. Awareness objectives may use aided or unaided recall, reach and search behaviour. Consideration objectives may use website engagement, qualified visits, product comparisons or demonstration requests. Behavioural objectives may use conversions, qualified leads, trials, purchases or activation.

Important distinctions include:

• Reach: number or proportion of target individuals exposed at least once.
• Frequency: average number of exposures among reached individuals.
• Impressions: total delivered exposures, which may include repeated exposures.
• Conversion rate: proportion of a defined audience completing a specified action.
• Incrementality: outcomes caused by advertising beyond what would have occurred without it.

A simple conversion rate is:

The formula is meaningful only when the denominator is clearly defined and the observation period, tracking method and conversion event are consistent. For example, if 240 of 6,000 eligible landing-page visits produce a registration, the conversion rate is 4%.

Attribution is more difficult than counting conversions. A customer may see a video advertisement, later conduct a search, read a review and purchase after an email reminder. Last-click attribution assigns excessive credit to the final recorded interaction. Experiments, holdout groups, geo-based tests, brand-lift studies and marketing-mix analysis can provide stronger evidence, although each has limitations.

Managers should distinguish leading indicators, such as attention and engagement, from lagging indicators, such as retention and revenue. Optimising only for inexpensive clicks can produce activity without profitable customers.

10. Illustrative Case: Launching a Sustainable Household Cleaner

Background

EcoHome, a fictional consumer-goods company, developed a concentrated household cleaner supplied in refillable aluminium containers. The product reduced single-use plastic but had a higher initial price than conventional cleaners.

Problem

Initial research showed that environmentally concerned consumers liked the concept but doubted whether the product cleaned as effectively as established brands. Price-sensitive shoppers also misunderstood the concentration and assumed that each container represented only one use.

Analysis

The product’s challenge was not simply lack of awareness. It involved comprehension, perceived performance risk and an unclear value comparison. The relevant audience consisted of urban households already purchasing household cleaning products and showing interest in waste reduction, but who also valued convenience and reliable performance.

The product team defined the value proposition as follows:

For households seeking to reduce packaging waste without sacrificing cleaning performance, EcoHome is a concentrated refill system that provides effective everyday cleaning with substantially less disposable packaging, supported by performance demonstrations and clear usage instructions.

The positioning used “effective low-waste cleaning” as the point of difference. The campaign objective was to increase awareness and comprehension during the launch period, generate qualified trial orders and reduce uncertainty about usage and performance.

Approach and Solution

The campaign used three message streams:

1. Demonstration: side-by-side cleaning tests showing appropriate product use.
2. Education: a visual explanation showing how one concentrate produces multiple diluted applications.
3. Reassurance: customer reviews, satisfaction terms and transparent information about ingredients and packaging.

Short video advertisements created attention and showed the product in use. Search advertisements addressed customers already looking for low-waste cleaning alternatives. The landing page included a usage calculator, frequently asked questions and a starter bundle for trial.

The campaign was evaluated using awareness and comprehension surveys, landing-page behaviour, trial orders and repeat-purchase rates. A test market received the campaign while a comparable area provided a reference for changes in trial behaviour.

Outcome

The campaign produced strong awareness but initially weak comprehension. After the usage explanation was simplified, product-page engagement and trial orders improved. Repeat purchase remained dependent on customers remembering to order refills, so the product team introduced reminders and clearer replenishment guidance. The case illustrates that advertising effectiveness depends on both message quality and the product journey after first purchase.

Learning Points

• Awareness alone did not solve the product’s main barrier.
• Demonstration was more persuasive than unsupported environmental claims.
• A higher price required communication of total value, not simply an appeal to environmental concern.
• Advertising and onboarding needed to work together.
• Measurement had to include comprehension and repeat behaviour, not only impressions or clicks.

11. Ethical, Regulatory and Governance Considerations

Advertising should be truthful, substantiated, identifiable and fair. Important issues include:

• misleading performance, health, environmental or price claims;
• undisclosed sponsored content or influencer relationships;
• manipulative use of children or vulnerable audiences;
• discriminatory targeting or exclusion;
• misuse of personal data and inadequate consent;
• deceptive interface design, including hidden subscriptions or difficult cancellation;
• fabricated reviews, testimonials or popularity claims;
• omission of material conditions in an offer.

Environmental advertising requires particular care. A broad claim such as “eco-friendly” may mislead if it lacks a clear basis. Specific claims should identify what has improved, how it was measured and what limitations apply. Local advertising and consumer-protection rules vary, so organisations should obtain appropriate legal and compliance review.

Data-driven advertising also raises governance questions. Teams should define permitted data uses, retention periods, access controls, model-monitoring procedures and escalation routes for complaints. Personalisation should improve relevance without exploiting sensitive circumstances or creating unfair treatment.

12. Contemporary Developments and Best Practices

Digital advertising has increased the speed and precision of targeting, testing and optimisation. Platforms can vary creative elements, audiences and bids rapidly. Artificial intelligence can assist with audience insight synthesis, copy variants, translation, media optimisation and creative production. However, AI-generated outputs require human review for factual accuracy, bias, intellectual-property risk, privacy and brand consistency. Automation should not replace strategic judgement.

Privacy changes and the decline of unrestricted third-party tracking are increasing the importance of first-party relationships, contextual targeting, consent management and aggregated measurement. Brands also need distinctive creative assets that remain recognisable across fragmented channels.

Best practices include:

1. Start with the product problem and customer insight, not the media channel.
2. Define one primary communication task for each campaign.
3. Make the value proposition specific, relevant and supportable.
4. Ensure positioning is reflected in the actual product experience.
5. Match message complexity to customer involvement and knowledge.
6. Use a clear call to action appropriate to the customer’s readiness.
7. Test comprehension, not only attention or click-through rate.
8. Measure incremental outcomes where feasible.
9. Integrate advertising with landing pages, sales processes and onboarding.
10. Apply privacy, accessibility, inclusion and truthfulness standards throughout.

Chapter Summary

Advertising strategy translates product and business priorities into communication that can influence awareness, understanding, preference, action and relationships. Effective planning begins by defining the target audience and its insight, then developing a credible value proposition and a distinctive positioning. Advertising objectives should specify the audience, desired change, timeframe and measurement method, while remaining connected to realistic product and business goals.

The hierarchy-of-effects model, AIDA and DAGMAR provide useful frameworks for diagnosing communication stages and setting measurable objectives. Persuasion decisions should consider rational and emotional appeals, audience involvement, central and peripheral processing, credibility and social proof. Measurement must distinguish communication indicators from commercial outcomes and should address attribution and incrementality. Ethical advertising requires truthful claims, responsible data use, transparency and respect for customer autonomy. Ultimately, advertising is most effective when it promises value that the product consistently delivers.

Key Terms

Advertising objective: A defined communication or behavioural outcome that advertising is intended to achieve.

AIDA: A model describing attention, interest, desire and action.

Audience insight: A meaningful explanation of a customer tension, motivation or unmet need.

Call to action: An instruction or invitation encouraging the audience to take a specified next step.

Central processing: Careful evaluation of message arguments under conditions of high involvement or ability.

Communication objective: A desired change in audience awareness, knowledge, attitude, intention or behaviour.

DAGMAR: A framework emphasising defined advertising goals and measurable communication results.

Hierarchy of effects: A model describing progressive stages from awareness and knowledge through preference and action.

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

Message architecture: The organised structure of a campaign’s promise, support points, tone, action and mandatories.

Persona: A research-based representation of a significant customer or audience type.

Point of difference: A meaningful association that distinguishes a product from alternatives.

Point of parity: An expected association that establishes category membership or credibility.

Positioning: The intended distinctive meaning a product occupies in the customer’s mental frame of reference.

Reason to believe: Evidence supporting a product claim or promise.

Target audience: The defined group whose attention, interpretation or behaviour advertising seeks to influence.

Value proposition: A statement explaining why a selected customer should choose an offering.

Review Questions

Short Answer Questions

1. What is the difference between a business goal and an advertising objective?
2. Identify four possible roles involved in a purchase decision.
3. What are the four main components of a positioning statement?
4. Define a point of difference and a point of parity.
5. Why is awareness not always a sufficient measure of advertising effectiveness?

Long Answer Questions

1. Explain how a product manager can translate a business goal into a measurable advertising objective.
2. Compare the hierarchy-of-effects, AIDA and DAGMAR models, including one strength and one limitation of each.
3. Discuss how audience insight, value proposition and positioning are connected.
4. Explain how rational and emotional appeals can be combined in an advertising campaign.
5. Discuss the ethical risks associated with data-driven and AI-assisted advertising.

Analytical / Application Questions

1. A new business-to-business analytics platform has strong technical performance but low market awareness. Develop a target audience, value proposition, positioning statement and two advertising objectives for its launch.
2. A campaign generates many clicks but few qualified purchases. Use the AIDA or hierarchy-of-effects model to diagnose possible problems and recommend research or execution changes.
3. Design a measurement plan for an advertising campaign promoting a refillable household product. Include awareness, comprehension, behavioural and longer-term measures, and explain how you would assess incrementality.

Multiple Choice Questions with Answers

Question 1

Which statement best describes an advertising objective?

A. A general wish to make the brand more popular

B. A defined communication or behavioural outcome for a specified audience and period

C. A list of media channels used by competitors

D. A description of the product’s manufacturing process

Correct Answer: B. A defined communication or behavioural outcome for a specified audience and period

Question 2

Which element explains the evidence supporting a product promise?

A. Frame of reference

B. Point of parity

C. Reason to believe

D. Media frequency

Correct Answer: C. Reason to believe

Question 3

In the AIDA model, what follows interest?

A. Awareness

B. Desire

C. Distribution

D. Evaluation

Correct Answer: B. Desire

Question 4

What is the principal emphasis of DAGMAR?

A. Setting measurable communication goals

B. Selecting celebrity endorsers

C. Maximising product variety

D. Calculating manufacturing capacity

Correct Answer: A. Setting measurable communication goals

Question 5

Which is an example of a behavioural advertising objective?

A. Increase unaided awareness among students

B. Improve perceived brand modernity

C. Generate 5,000 qualified trial registrations within three months

D. Make the brand seem more trustworthy

Correct Answer: C. Generate 5,000 qualified trial registrations within three months

Question 6

A feature is best distinguished from a benefit because a benefit describes:

A. An internal production activity

B. The value or outcome experienced by the customer

C. The number of advertisements purchased

D. A legal disclosure

Correct Answer: B. The value or outcome experienced by the customer

Question 7

Which processing route is more likely when audience involvement and ability are high?

A. Central processing

B. Peripheral processing

C. Automatic distribution

D. Unconscious segmentation

Correct Answer: A. Central processing

Question 8

A campaign receives 240 registrations from 6,000 eligible landing-page visits. What is the conversion rate?

A. 2%

B. 4%

C. 6%

D. 25%

Correct Answer: B. 4%

Question 9

Which measure most directly concerns outcomes caused by advertising beyond what would have happened otherwise?

A. Reach

B. Impressions

C. Incrementality

D. Frequency

Correct Answer: C. Incrementality

Question 10

Which practice is most ethically appropriate?

A. Using fabricated customer reviews to increase trust

B. Hiding recurring subscription conditions in small print

C. Disclosing sponsored influencer content and supporting product claims with evidence

D. Targeting vulnerable individuals with misleading urgency messages

Correct Answer: C. Disclosing sponsored influencer content and supporting product claims with evidence