Disertatie

1

CUPRINS

CAP I Aspecte teoretice privind comunicarea integrata de marketing ............................................................................................. 2

Cap 1.1 Comunicarea integrata de marketing ............................................................................................................................ 2

1.1.1 Mixul comunicational ..................................................................................................................................................... 4

Cap 1.2 Procesul comunicarii integrate de marketing ................................................................................................................ 5

1.2.1 Media- Purtatorul mesajului .......................................................................................................................................... 6

1.2.2 Climatul communicational schimbator .......................................................................................................................... 6

1.2.3 Etica in comunicarea de marketing ................................................................................................................................ 7

1.2.4 Comunicarea de marketing la nivel international .......................................................................................................... 7

1.2.5 Managementul imaginii si a marcii ................................................................................................................................ 8

Cap 1.3 Mixul comunicarii integrate de marketing .................................................................................................................... 10

1.3.1 Relatiile publice ............................................................................................................................................................ 10

1.3.2 Sponsorizarea .............................................................................................................................................................. 10

1.3.3 Publicitatea .................................................................................................................................................................. 11

1.3.4 Comunicare directa de marketing ............................................................................................................................... 12

1.3.5 Comunicarea la punctual de vanzare ........................................................................................................................... 12

1.3.6 Packaging ..................................................................................................................................................................... 13

1.3.7 Expozitii si prezentari comerciale................................................................................................................................. 14

CAP II ANALIZA PIETEI ..................................................................................................................................................................... 14

2.1 Istoric British American Tobacco.......................................................................................................................................... 16

2.2 Principalii competitiori ......................................................................................................................................................... 18

2.3 Comunicarea realizata de BAT ............................................................................................................................................. 25

2.4. Legislatia ce reglemeteza industria tutunului ..................................................................................................................... 28

CAP III Comunicarea integrate de marketing pentru brandul DUNHILL.......................................................................................... 31

2

CAP IASPECTE TEORETICE PRIVIND COMUNICAREA INTEGRATA DE

MARKETING

CAP 1.1 COMUNICAREA INTEGRATA DE MARKETING

Comunicarea in marketing reprezinta un concept relative nou , aparut in ultimele decenii alesecolului al XX-lea, ca urmare a evolutiei spectaculoase pe care a cunoscut-o marketingul in aceastaperioada. Noutatea conceptului, ca si natura extreme de complexa a raprorturilor care swe stabilesc incadrrul sistemului comunicatiilor de marketing au facut ca pana in prezent sa nu se fi ajuns la unconsens, specialistii expunand puncte de vedere diferite cu privire la continutul sau. 1

Literatura de specialitate pune in evidenta existenta, in principal a doua curente, in jurul carora segrupeaza opiniile celor mai multi teoreticieni.

Pe de o parte sunt cei care sustin ca, pentru a exista comunicare, persoana care emite mesajultrebuie sa aiba intentia de a influenta comportamentul receptorului printr-un mesaj simbolic.

Cel de-al doilea curent este promovat de specialistii are considera ca declansarea procesuluoi decomunicare nu este conditionata de existenta intentiei de a influenta, practic fiind imposibil ca cinevasa nu comunice .

John J. Burnett defineste comunicarea umana ca fiind un proces prin care doua sau mai multepersoane incearca, prin utilizarea unor simboluri, sa exercite o influenta constienta sau inconstientaasupra altora cu scopul de a-si satisface prorpiile interese.

A new marketing era, long overdue, was heralded in when social media emerged as a real gamechanger. Social media put customers back at the center of the organization and put customers back atthe center of the organization and gave marketers a new set of tools to listen to them and to encouragethem to engage with the brand. 2

“Joined up marketing” brings the old “outbound marketing” (advertising, direct mail,telemarketing, sending out messages) together with inbound marketing(where social media bringsconversations tot the organization). Integrating inbound and outbound with online and offlinecommunications delivers higher impact and more cost-effective “joined up marketing”

1Ioana Cecilia Popescu, Comunicarea in marketing, Ed. Uranus, 2003, p. 12,132 Pr Smith, Ze Zook, Marketing communications: Integrating offline and online with social media, Ed. Kogan PageLimited, 2011, p. 4.

3

Marketing communications is the communication with target audiences on all matters that affectmarketing performance 3

Marketing communications bridges the gap between an organization and its many stakeholders.It is the “Face” of the organization that its audience learn to know and respect. Marketingcommunications is pervasive. It occurs formally and informally, internally and externally tot theorganization, at all contact points, wherever and whenever people interact with the organization.

Marketing communications is one of the most exciting and creative areas within marketing. Anarea with many ongoing challenges. One such challenge facing the industry today is that ofintegration – to ensure the cohesion of the many activities involved in marketing communications,from advertising and public relations to exhibition, packaging and sales management.

The integration of the various instruments of the marketing mix is one of the major principle ofthe various instruments of sound marketing strategy. Obviously, this integration principle also appliesto the various instruments of the communication mix. In fact, integrated communications have beenpracticed by good marketing communicators for decades. 4 Why, then, has the concept of “ integratedmarketing communications” (IMC) developed in one of the basic new trends or buzz words inmarketing communications? Is IMC really fundamentally new? Or is it an old idea which has rarely,if never, been realized? In other words, is it something everybody agrees on which should have beenactivated years ago, but for all kinds of practical reasons was not? Or is nothing more than traditionalmarketing and advertising dressed up in fancy words and a new language? Whatever the case, theintegration of the various instruments of the communications mix is favorably influenced andnecessitated by a number of important trends in marketing today. At the same time, barriers totchange, and to successful implementation of IMC, remain strong. The latter may explain why suchan obvious concept as IMC, leading to a more homogeneous and therefore more effectivecommunications effort, has not been put to practice earlier. As a result integrated communicationsgave a number of practical and organizational consequences that influence the way in whichcommunicators organize their communications function, the way in which they deal withcommunication consultants such as PR and advertising agencies, and indeed the way in whichcommunications consultants organize themselves.

IMC seemed to be a rather simple concept at first that is, aligning and co-ordinating a marketer’smessages and incentives and directing them to customers and prospects. Yet, in retrospect, it hasproven to be one of the major marketing innovation of the past decade. While the marketing concepthas supposedly always focused on consumer needs, the practice of IMC has truly provided the firstmajor effort to really put the customer in the center of the firm’s marketing activities. 5

3David Pickton, Amanda Broderick, Integrated Marketing Communications, Ed. Pearson Limited, 2005, p. 3.4Patrick de Pelsmacker, Maggie Geuens, Joery Van Den Bergh, Marketing communications: A Europeanperspective, Ed. Pearson Education Limited, 2007, p. 2.5David Pickton, Amanda Broderick, Integrated Marketing Communications, Ed. Pearson Limited, 2005, p. 22.

4

The attempt to integrate, align an co-ordinate marketing communication programs challengesmany of the traditional organizational structures that have grown out of the industrial age. Indeed, inimplementing an IMC program, many organizations have found that they literally have to turn theorganization upside-down, starting with customers and prospects, not products and services andcombining efforts from the view of the customers rather than from the view of the organization. IMCmay be obvious to managers but is not easy to implement.

Integrated marketing communication is a process which involves the management andorganization of all agents in the analysis, planning, implementation and control of all marketingcommunications contacts, media, messages, and promotional tools focused at selected targetaudiences in such a way as to derive the greatest enhancement and coherence of marketingcommunications effort in achieving predetermined product and corporate marketing communicationsobjectives. 6

1.1.1 MIXUL COMUNICATIONAL

Often advertising is considered a synonym of marketing communications because is the mostvisible tool of the communication mix. But, of course, a large variety of communications instrumentsexists, each with its own typical characteristics, strengths and weakness. 7

Adverising is non-personal mass communication using mass media.

Sales Promotions are sales-stimulating campaigns, such as price cuts, cuouponig etc.

Sponsorship implies that the sponsor provides founds, goods, services and/or know-how.The sponsee will help the sponsor with communication objectives such as building brandawareness or reinforcing brand or corporate image.

Public relations consinst of all the communications a company instigates with itsaudiences or stakeholders.

Point-of-purchase communications are communications at the point of purchase or thepoint of sales.

Exhibitions and trade fairs are, particulary in b2b and industrial markets, of grateimportance for contacting prospect, users and purchasers.

Direct marketing communications are a personal and direct way to comunicate withcustomers.

6David Pickton, Amanda Broderick, Integrated Marketing Communications, Ed. Pearson Limited, 2005, p. 26.7Patrick de Pelsmacker, Maggie Geuens, Joery Van Den Bergh, Marketing communications: A Europeanperspective, Ed. Pearson Education Limited, 2007, p. 5.

5

Personal selling is the oral presentation aimed at sekkubg the products or servies of acompany.

E-communications offer new ways to comunicate interactively with differentstakeholders.

Integration of marketing communications is essential if the full benefits and impact of marketingcommunications are to be achieved. Although integration is not a new concept, it is one that isincreasingly being recognized and valued. Many people emphasis integration as the “pullingtogether” of the elements of the communicational mix. 8

In practice it is difficult to achieve integration in its widest sense but failure to do so may notonly result in lack o synergy but, more negatively, in counter-productive communications. Animportant part of integrated marketing communications is its management and organization.

CAP 1.2 PROCESUL COMUNICARII INTEGRATE DE MARKETING

The communications loop, outlined in the IMC Process Model, recognizes the two way natureof communications between senders and receivers and the issues of message ecoding and decoding,feedback and noise: The issues involve the psychology of communication, specifically: 9

The ways in which messages are created

The element which make up the message

The ways in which messages are interpreted by the recipient

The areas where messages are misinterpreted where the meaning of part of the message isdifferent for one person than for another

IMC Process Model is the description of the principal elements involved in the process ofcommunication between sender and receiver Communications Loop is the two-way nature ofcommunication between sender and receiver.

8David Pickton, Amanda Broderick, Integrated Marketing Communications, Ed. Pearson Limited, 2005, p. 39.9David Pickton, Amanda Broderick, Integrated Marketing Communications, Ed. Pearson Limited, 2005, p. 48.

6

1.2.1 MEDIA- PURTATORUL MESAJULUI

Some marketing managers and agency media people consider that “media” includescommunication tools such as sponsorship, direct mail and point-of-sale as well as the mainstreammedia such as TV , cinema, radio and the press. For the purpose of this chapter media means themore traditional media as well as new media such as web radio, interactive television and mobilemessaging. 10

When considering the media, most people immediately thing about the mass-media used inadvertising, in particular television, press, radio, posters and cinema. This is a very narrow way ofconsidering media. More creatively, media opportunities exist everywhere a marketingcommunications message can be displayed. Recently there has been a growth in the use of ambientmedia, which has taken advantage of unusual striking, media opportunities.

Word of mouth has been described as a medium(mediu de comunicar) because of its potential forboth, stimulating and distorting marketing communications messages controlled, but nevertheless, itspower not be underestimated.

What is ultimately important is how target audience members receive marketing communicationsmessages which typically come from a variety of media in succession. Research has indicated that,we all as receivers, respond to different media in different ways. From an integrated perspective thiscan be harnessed to increase synergy ways.

1.2.2 CLIMATUL COMMUNICATIONAL SCHIMBATOR

We are children of change. 11 This chapter looks at how marketing communications are affectedby the business environment and its many apparently uncontrollable factors.

Markets are pulled and pushed in different directions by forces that are outside of theorganization’s immediate control. New laws, changing regulations, fluctuating economic cycles,demographic shifts, new social values, attitudes and cultural norms, fast changing technology, andagile competitors are some of the key factors that constantly move markets away from the status quo .Today’s marketing mix and marketing communications mix can soon become obsolete.

The “SW” of the SWOT analysis monitors the external opportunities ant htreaths that merge inthe business environment .

10 P.R. Smith, Jonathan Taylor, Marketing communication: An Integrated Approach, Ed. Kogan Page Limited,2007, p. 19011 P.R. Smith, Jonathan Taylor, Marketing communication: An Integrated Approach, Ed. Kogan Page Limited,2007, p. 190

7

The PEST acronym provides a useful starting point to scan the business environment for any ofthese change factors that directly addect a business and how it communicates.

Political (including legal and regulatory)

Economic (global economics, shifts and cycles of recessions and boom)

Social (new values, attitudes, lifestyle, ethics and demographics)

Technological ( the internet, database, digital TV and much more)\

1.2.3 ETICA IN COMUNICAREA DE MARKETING

Marketing has been described as an “ethically neutral system or management tool serving as anunequivocal market good”. 12 However, other perspectives of marketing suggest it is profoundly valueladen, manipulates the consumer in anything but innocent way and contributes to the destructive andwasteful side of consumerist society. Prior to 1060s, marketers either displayed disinterest in issuesrelated to their social responsibilities or deliberately ignored them.

Corporate social responsibility(CSR) and sustainability are ethical choices that a company willmake about the way it will go about it business. CSR programs demonstrate actions that appear tofurther some social good, beyond the interest of the firm and that which is required by law.

1.2.4 COMUNICAREA DE MARKETING LA NIVEL INTERNATIONAL

Despite the complexities of cultural idiosyncrasies, there are many common need that manifestthemselves into common wants and purchasing patterns, particularly where there are similar levels ofeconomic wealth. It follows that if a manufacturer, or service supplier targets roughly the same socio-demographic groups in different countries ant touches a common nerve within this target markets,then the same product or service can be packaged and promoted in a uniform manner. 13

International markets are riddled with hidden cultural differences that make a global advertisingan intriguing challenge even for the most capable international marketing expert. Here are some ofthe intricacies that contribute towards the difficulty of global marketing: 14

12David Pickton, Amanda Broderick, Integrated Marketing Communications, Ed. Pearson Limited, 2005, p. 224.13 P.R. Smith, Jonathan Taylor, Marketing communication: An Integrated Approach, Ed. Kogan Page Limited,2007, p. 253.14 P.R. Smith, Jonathan Taylor, Marketing communication: An Integrated Approach, Ed. Kogan Page Limited,2007, p. 256,257.

8

Language;

Literacy

Colour

Gestures

Culture

Original national identity

Media availability

Different media standards

Different cost structures

Legal restrictions

Competition

Non-global names

1.2.5 MANAGEMENTUL IMAGINII SI A MARCII

Image and brand management – The strategic and tactical tasks involved in the management ofpositive “non personal” communication between an organization and its audiences, recognizing thisshould be complementary to customer audience relationship management. 15

The IMC Process Model identifies two key strategic tasks for those responsible for integratedmarketing communications “ Customer Relationship Management” and “ image and brandmanagement”. Image and Brand management tend to be associated with communication “at adistance” with many target audiences. Image and brand management comprises four key objectives

To understand what the organization’s brand comprises

To communicate the brand to channel intermediaries. Consumer and other targetaudiences

To manage brand trough their life cycles

15David Pickton, Amanda Broderick, Integrated Marketing Communications, Ed. Pearson Limited, 2005, p. 242.

9

To enhance brand equity

Branding and brands are identified in the IMC Process Model as an output of the marketingcommunications process and as the broad, over-arching task of image and brand management.Branding describes the values generated in the mind of people as consequences of the sum totalof marketing communications effort. There is greater likelihood of producing better brandsthrough IMC.

1.2.6 MANAGEMENTUL RELATIILOR CU CONSUMATORII

CRM, like marketing itself, has many different definitions as authors and practitioners place theirown “spin” on the area. 16

“ The practice of identifying, attracting and retaining the most valuable customer to generateprofitable growth. It is the process by which companies manage relationships whit their existingcustomers and new prospects” Andersen Consulting(1998)

“ A term for methodologies technologies and e-commerce capabilities used by companies tomanage customer relationships” Woodcock(2001)

The growth in emphasis on CRM has increased our understanding of valuing customerrelationship and lifetime values rather than limiting our perception to customer transactions. WhereasCRM appears to focus on audience groups, integrated marketing communications requires that allrelevant audiences are duly considered.

The strategic issues of CRM involve the paradox of achieving cost reduction while at the sametime improving the coverage and penetration of markets, and the enhancement of customer service,which are all necessary to retain existing customers and attract new ones. By recognizing that not allcustomers are worth the same and that appropriate customer contact can be maintained at lower costfor some customer groups compared with others, this apparent paradox can be resolved.

16David Pickton, Amanda Broderick, Integrated Marketing Communications, Ed. Pearson Limited, 2005, p. 268.

10

CAP 1.3 MIXUL COMUNICARII INTEGRATE DE MARKETING

1.3.1 RELATIILE PUBLICE

For many years, the question of where public relations fits into the range of business activities ingeneral, and its relationship to marketing in particular, has exercised the minds, pens and tongues ofpractitioners and academics alike.

Danny Moss(1990) has remarked the term “public relations” is often used in a negative way as alabel that is attached to virtually any form of publicity or public statement issued by organizationsalmost irrespective for its purpose. In this sense the term is often used in a pejorative sense, with theimplication being that public relations involves some attempted “sleight of hand” or merely anattempt to put a “gloss” on the true facts, rather than being concerned to improve the presentation ofthe relevant information an improved understanding of the issues in question.(Moss 1990) 17

Another definition of PR is that provided by the Institute of Public Relations.

„ Public relations practice is the planned and sustained effort to establish and maintaingoodwill and mutual understanding between an organization and its publics.” Publicity and visibilityshould not be raised before a solid platform of credibility has been deployed through decent, safeproducts friendly customer service, caring ethics and socially responsible policies. The PR mix(Fig.1)gives an indication of the diverse nature and far-reaching effect of public relations. 18

FIG 1 Mix de PR

1.3.2 SPONSORIZAREA

Sponsorship is more than a patronage, altruism or benefaction. It can indeed help others whilesimultaneously achieving specifically defined communications objectives. 19

Target audience must be researched in detail, crystal-clear qualitative and quantitative objectivesmust be set, appropriate types of sponsorship vehicles must me agreed, considered and selected. Aprogram of integrated communications has to be planned with precision and sufficient budgets haveto be allocated to allow for leveraging stretching or maximizing the overall sponsorship impact.

17David Pickton, Amanda Broderick, Integrated Marketing Communications, Ed. Pearson Limited, 2005, p. 549.18 P.R. Smith, Jonathan Taylor, Marketing communication: An Integrated Approach, Ed. Kogan Page Limited,2007, p. 446.19 P.R. Smith, Jonathan Taylor, Marketing communication: An Integrated Approach, Ed. Kogan Page Limited,2007, p. 483.

11

All sectors of society can be targeted and reached through sponsorship. Just about anyone oranything can be sponsored: sports, arts, education, community and broadcast. The range ofsponsorship opportunities is limited only by one’s imagination.

Sponsorship can be cost effective (compared to advertising) in terms of reaching a particularaudience. It does allow access to very specific types of audience that otherwise might be difficult toreach. Sponsorship can achieve many different objectives including: increasing awareness,increasing sales, sampling and database building, creating a platform for new promotional material,beating advertising bans etc.

Some say that sponsorship is insidious and that it undermines artistic integrity. In areas such ashealth and education, some feel that the issues involved are too important to be left to the whim ofcorporation. Although sponsorship can deliver extremely cost-effective benefits.

1.3.3 PUBLICITATEA

The difficulty of defining what advertising is and what it is not is compounded by the fact thatfrequently it is combined wit other promotional elements.

In deference to the general usage of term “advertising” Kotler define it in a broad way as :

“Any paid form of non personal presentation and promotion of ideas, goods or services by anidentified sponsor” Kotler (1999) 20

Wells give the following definition which includes references tot the mass media:

“Advertising is paid non-personal communication from an identified sponsor using mass mediato persuade the influence of an audience” Wells(1992)

Advertising is most frequently thought of in the context of consumer display advertising but thisis inappropriate. It is also used widely for industrial and b2b products and for onsumer and industrialclassified advertisements. Although advertising can be seen as expensive overall cost terms this hadto be outweighed by the fact that many million members of target audiences can be reached. The costto reach each member can, in fact, be very low indeed.

Different types of advertising can be distinguished on the basis of four criteria, as shown in Fig221

FIG2Types of advertising

20David Pickton, Amanda Broderick, Integrated Marketing Communications, Ed. Pearson Limited, 2005, p. 59421Patrick de Pelsmacker, Maggie Geuens, Joery Van Den Bergh, Marketing communications: A Europeanperspective, Ed. Pearson Education Limited, 2007, p. 192.

12

Developing an advertising campaign lie any other communications plan, consists of a sequenceof steps FIG 3. The starting point is the marketing strategy, on the basis of which a specificadvertising strategy needs to be developed. The three main points in the advertising strategy are: thetarget group, the advertising objectives and the message strategy. 22

FIG3 Stages in campaign development

1.3.4 COMUNICARE DIRECTA DE MARKETING

The utility of direct marketing is now well established in marketing communications and beyond.Fundamentally, direct marketing communications use an array of marketing communicationsactivities from around the Integrated Marketing Communications Mix Model which are targeted atend customers and users.

Direct marketing communications can include personal selling such as face-to-face sales andtelemarketing communications, as well as direct response advertising and direct mail23.

In addition to exploiting the power of computer technology, direct marketing can also open up anew distribution channel offering delivery from supplier to the customer directly.

Direct mail has connotations of “junk mail” and is therefore vulnerable to criticism fromenvironmental pressure groups. Although research shows that a large majority prefer to receive diretmail, there is a percentage who consider it to be a intrusion or invasion of their privacy.

1.3.5 COMUNICAREA LA PUNCTUAL DE VANZARE

Point Of Sales (POS) advertising can be defined as any promotional material placed at the pointof purchase such as interior displays, printed material at shop counters or window displays. 24

However, it also includes in-store broadcasts, video screen demonstrations, shelf talkers, coupondispenser and interactive kiosks (devices by means of which the consumer can interactively retrieveinformation about the shop and the products in the shop.

POS communications can serve several objectives or functions. An attractive exterior designmay attract consumer’s attention. Effective POS material should remind consumers of ongoing or

22Patrick de Pelsmacker, Maggie Geuens, Joery Van Den Bergh, Marketing communications: A Europeanperspective, Ed. Pearson Education Limited, 2007, p. 194.23David Pickton, Amanda Broderick, Integrated Marketing Communications, Ed. Pearson Limited, 2005, p. 62124Patrick de Pelsmacker, Maggie Geuens, Joery Van Den Bergh, Marketing communications: A Europeanperspective, Ed. Pearson Education Limited, 2007, p. 418.

13

previous advertising, besides reminding POS material can also inform and persuade consumers toinfluence their decision-making at the point of sale and to trigger the impulse purchase

Finally POS communications serve to help with building an image.

1.3.6 PACKAGING

Since many sales assistants have been replaced by self-service systems, packaging today oftenhas to act as a silent salesperson, helping customers by bringing a particular brand to their attention.The variety of similar products and brands and the relentless fragmentation of markets means thepack design have to work very hard in these highly competitive, shorter life cycle markets of today.

The three basic functions of packaging are to: 25

Protect;

Offer convenience

Communicate

Some brands, and their packs, are inextricably linked with the corporation that owns or makesthe brands, others keep a lower profile with a more subtle for of corporate endorsement. Others stillprefer to keep the free-standing brand very separate from the corporation , which anonymouslybehind the scene.

The communication functions of the pack

Grab the attention

Persuasion

Build brand personality

Build loyalty

Instruct

Inform

25 P.R. Smith, Jonathan Taylor, Marketing communication: An Integrated Approach, Ed. Kogan Page Limited,2007, p. 543.

14

1.3.7 EXPOZITII SI PREZENTARI COMERCIALE

An exhibition or trade fair is a place where manufacturers and retailers of a certain productcategory or sector meet each other to talk about trade, to present and demonstrate their products andservices, to exchange ideas and network and actually to buy. 26

Like direct marketing and personal selling, exhibitions and trade fairs are considered to be amore personal an thus a “below-the-line” communications tool. Demonstrations, one-to-one contactswith customers and prospect, direct selling and public relations are combined in the medium.Exhibitions have the advantage that all the senses(listening, watching, feeling and smelling) can bestimulated.

Although traditional trade shows still have advantage for companies that want to showcase theirproducts, on-line shows have emerged as an attractive option for those with audiences that are toofocused to justify the expense of a real-world show. However virtual shows have one bigdisadvantage when compared with their real world counterparts: the lack of personal face-to-facecontact.

CAP IIANALIZA PIETEI

Piata mondiala a tutunului este estimata undeva la 560 miliarde de euro, iar industria produce injur de 5,5 trilioane de tigarete/an. 27 In timp ce vanzarile de tigarete in pietele dezvoltate continua sascada usor an dupa an, insa per total piata mondiala da semne de scadere moderata.

Cea mai mare piata de tutun din lume este China, unde industria apartine de stat si are peste 350de milioane de fumatori, ceea ce inseamna mai mult de 40% dintre consumatorii din toata lumea.

Cei 4 mari producatori la nivel mondial – British American Tobacco, Pilip Morris Internationa,Japan Tobacco si Imperial Tobacco conteaza pentru 45% din piata globala sau trei sferturi din totaldaca nu este luata in calcu si China.

In Romania piata este impartita intre cei 3 mari producatori plus Imperial care semnifica unprocent foarte mic din piata. Anul 2012 a fost marcat de o schimbare de poziti, Philip Morris cazandpe locul trei in detrimentul JTI.

26Patrick de Pelsmacker, Maggie Geuens, Joery Van Den Bergh, Marketing communications: A Europeanperspective, Ed. Pearson Education Limited, 2007, p. 440.27Raportul Anual British American Tobacco, 2011

.

15

Tabel 1 Piata tutunului din Romania

Sursa interna British American Tobacco

16

2.1 ISTORIC BRITISH AMERICAN TOBACCO

British American Tobacco este in afaceri de mai bine de 100 de ani, rezistand ‘turbulentelor’produse de razboaie, revolutii si nationalizari, la fel ca si celor datorate de controversele legate defumat.

Afacerea s-a format in 1902 ca o societate pe actiuni intre Compania de tabac imperiala britanicasi Compania de tabac americana fondata de John ‘Buck’ Duke.

In ciuda numelui sau care are la baza numele celor doua companii fondatoare, British AmericanTobacco a fost infiintata sa faca comert atat in afara Marii Britanii cat si in SUA, si s-a intins de lainceput in peste 12 tari din Africa, Asia, America Latina si Europa continentala.

British American TobacCo este al doilea grup ca marime din industria de tutun cotat la bursa, cuo cota de piata de peste 13% si lider in productia de tutun brut. Avand peste 200 de marci inportofoliu, British American Tobacco produce circa 700 miliarde de tigarete anual, vandute pe 180 depiete. BAT foloseste 660 milioane kilograme de frunze anual, operand 24 de programe legate de tutunsi 21 de fabrici de procesare, lucrand cu 250 000 de fermieri si avand 84 de fabrici care produc circa800 miliarde de tigarete anual.

British American Tobacco opereaza pe glob in 5 regiuni. Pa baza rezultatelor actuale privindvolumul, acestea sunt ordonate astfel, descrescator: Europa, Asia-Pacific, America Latina si Caraibe,America-Pacific, Africa si Orientul Mijlociu.

Cele patru global drive-brand-uri(GDB) internationale ale British American Tobacco, LuckyStrike, Kent, Dunhill, Pall Mall, sunt esentiale pentru cresterea segmentelor mai profitabile cum ar fi„international”, „premium”, „lights” si a categoriei ASU30 (adult smokers under 30 – fumatori adultisub 30 de ani). Scopul BAT este sa satisfaca nevoile fumatorilor adulti, cu un portofoliu diversificat,marcile BAT indeplinind preferintele consumatorilor din lumea intreaga.

16

2.1 ISTORIC BRITISH AMERICAN TOBACCO

British American Tobacco este in afaceri de mai bine de 100 de ani, rezistand ‘turbulentelor’produse de razboaie, revolutii si nationalizari, la fel ca si celor datorate de controversele legate defumat.

Afacerea s-a format in 1902 ca o societate pe actiuni intre Compania de tabac imperiala britanicasi Compania de tabac americana fondata de John ‘Buck’ Duke.

In ciuda numelui sau care are la baza numele celor doua companii fondatoare, British AmericanTobacco a fost infiintata sa faca comert atat in afara Marii Britanii cat si in SUA, si s-a intins de lainceput in peste 12 tari din Africa, Asia, America Latina si Europa continentala.

British American TobacCo este al doilea grup ca marime din industria de tutun cotat la bursa, cuo cota de piata de peste 13% si lider in productia de tutun brut. Avand peste 200 de marci inportofoliu, British American Tobacco produce circa 700 miliarde de tigarete anual, vandute pe 180 depiete. BAT foloseste 660 milioane kilograme de frunze anual, operand 24 de programe legate de tutunsi 21 de fabrici de procesare, lucrand cu 250 000 de fermieri si avand 84 de fabrici care produc circa800 miliarde de tigarete anual.

British American Tobacco opereaza pe glob in 5 regiuni. Pa baza rezultatelor actuale privindvolumul, acestea sunt ordonate astfel, descrescator: Europa, Asia-Pacific, America Latina si Caraibe,America-Pacific, Africa si Orientul Mijlociu.

Cele patru global drive-brand-uri(GDB) internationale ale British American Tobacco, LuckyStrike, Kent, Dunhill, Pall Mall, sunt esentiale pentru cresterea segmentelor mai profitabile cum ar fi„international”, „premium”, „lights” si a categoriei ASU30 (adult smokers under 30 – fumatori adultisub 30 de ani). Scopul BAT este sa satisfaca nevoile fumatorilor adulti, cu un portofoliu diversificat,marcile BAT indeplinind preferintele consumatorilor din lumea intreaga.

16

2.1 ISTORIC BRITISH AMERICAN TOBACCO

British American Tobacco este in afaceri de mai bine de 100 de ani, rezistand ‘turbulentelor’produse de razboaie, revolutii si nationalizari, la fel ca si celor datorate de controversele legate defumat.

Afacerea s-a format in 1902 ca o societate pe actiuni intre Compania de tabac imperiala britanicasi Compania de tabac americana fondata de John ‘Buck’ Duke.

In ciuda numelui sau care are la baza numele celor doua companii fondatoare, British AmericanTobacco a fost infiintata sa faca comert atat in afara Marii Britanii cat si in SUA, si s-a intins de lainceput in peste 12 tari din Africa, Asia, America Latina si Europa continentala.

British American TobacCo este al doilea grup ca marime din industria de tutun cotat la bursa, cuo cota de piata de peste 13% si lider in productia de tutun brut. Avand peste 200 de marci inportofoliu, British American Tobacco produce circa 700 miliarde de tigarete anual, vandute pe 180 depiete. BAT foloseste 660 milioane kilograme de frunze anual, operand 24 de programe legate de tutunsi 21 de fabrici de procesare, lucrand cu 250 000 de fermieri si avand 84 de fabrici care produc circa800 miliarde de tigarete anual.

British American Tobacco opereaza pe glob in 5 regiuni. Pa baza rezultatelor actuale privindvolumul, acestea sunt ordonate astfel, descrescator: Europa, Asia-Pacific, America Latina si Caraibe,America-Pacific, Africa si Orientul Mijlociu.

Cele patru global drive-brand-uri(GDB) internationale ale British American Tobacco, LuckyStrike, Kent, Dunhill, Pall Mall, sunt esentiale pentru cresterea segmentelor mai profitabile cum ar fi„international”, „premium”, „lights” si a categoriei ASU30 (adult smokers under 30 – fumatori adultisub 30 de ani). Scopul BAT este sa satisfaca nevoile fumatorilor adulti, cu un portofoliu diversificat,marcile BAT indeplinind preferintele consumatorilor din lumea intreaga.

17

Deoarece volumul mondial de vanzari este constant, cresterea poate poate fi atinsa doar princastigarea de cote de piata. Volumul si profitabilitatea din domeniu sunt influentate de o serie defactori cum ar fi restrictiile la fumat, taxele si preturile, dinamica veniturilor si a populatiei, accesul lapiete noi.

In Romania, British American Tobacco se situeaza in varful ierarhiei companiilor din industriatutunului fiind compania cu cel mai mare volum de tigarete. Ea este astazi una din cele mai marifirme in industria tutunului din Romania, alaturi de Philip Moris si Japan International Tobacco.

British American Tobacco e prezenta in Romania din 1994, fiind al doilea producator mondial detigari cu o experienta de peste 100 de ani in domeniu, are in portofoliu marci precum Dunhill, Vogue,Rothmans, Kent, Lucky Strike, Pall Mall si Viceroy si gestioneaza 51.9% din piata totala a tigaretelordin Romania

Kent ocupa primul loc in preferintele fumatorilor din Romania, cu o cota de piata de 30.9%. Dealtfel, BAT Romania este liderul pietei din Romania, cu o cota de piata de 51.9%.

Marca de tigari care detine ponderea cea mai mare din cifra de afaceri a BAT Romania estefara indoiala Kent, cu 48%, urmat de Pall Mall cu peste 26%. Portofoliul de produse ale BAT maiinclude marcile Dunhill, Vogue si Viceroy.

VIZIUNEA SI MISIUNEA BRITISH AMERICAN TOBACCO

Viziunea companiei este sa ajunga pe primul loc in industria mondiala de tutun, iar la nivel localviziunea se refera la pozitia de lider pe piata din Romania, pozitie pe care o si detine de altfel.

Tot referitor la viziunea pe plan local, putem adauga intarirea pozitiei de lider si cresterea cotelorde piata pentru toate segmentele.

Este adoptata o viziune pe termen lung, concentrata pe calitatea produselor si pe modalitatile delucru. Astfel compania vrea deasemenea sa fie recunoscuta ca si lider al industriei si sa fie primaoptiune pentru parteneriat a guvernelor, ONG-urilor, investitorilor si a potentialilor angajati.

Aceste obiective pot fi atinse atat timp cat compania continua sa demostreze ca este un Grup detutun responsabil, cu o afacere durabila, oameni remarcabili si produse superioare. De aceea strategiacompaniei este compusa din 4 elemente, in jurul carora se rotesc toate eforturile sale: dezvoltare,productivitate, responsabilitate si construirea unei organizatii invingatoare.

Declaratia de misiune a companiei British American Tobacco Romania se refera la urmatoareletinte principale:

18

mentinerea calitatii produselor si oferirea de servicii profesionale deosebite (Excelenta)

mentinerea respectului pentru clientii firmei si pentru societate. In acest sens expertii demarketing ai companiei, incearca intotdeauna sa-si cunoasca cat mai bine clientii siobiceiurile de consum ale acestora

stabilirea unor contacte stranse cu clientii, angajatii, cu partenerii de afaceri, cu actionariisi cu societatea insasi (Integritate)

2.2 PRINCIPALII COMPETITIORI

Piata mondiala a tutunului este una extrem de extinsa, insumand un numar de peste un miliard deconsumatori (fumatori adulti), adica 16.67% din populatia de pe glob si facilitand vanzarea-cumpararea a unui volum de aproximativ 6000 de miliarde de tigarete. Companiile de tigariinregistreaza anual profituri de miliarde de euro. Cele mai dezvoltate piete la nivel mondial sunt celedin SUA( piata din care se obtine 35% din profit), China si Japonia. Tigarile sunt supuse unei accizespecifice in valoare de 65 de euro/ 1000 de tigarete.

Desi volumul de vanzari in cazul produselor din tutun este in scadere in unele tari din cauzainterzicerii fumatului in locurile publice (ex: Italia), piata tigarilor ramane una extrem de profitabilacu cresteri in tari ca Romania, Rusia, Germania etc

Fig 2 Piata globala a tutunului

Sursa: Reprezentare proprie

PHILIP MORRIS

China NationalTobacco, 42%

18

mentinerea calitatii produselor si oferirea de servicii profesionale deosebite (Excelenta)

mentinerea respectului pentru clientii firmei si pentru societate. In acest sens expertii demarketing ai companiei, incearca intotdeauna sa-si cunoasca cat mai bine clientii siobiceiurile de consum ale acestora

stabilirea unor contacte stranse cu clientii, angajatii, cu partenerii de afaceri, cu actionariisi cu societatea insasi (Integritate)

2.2 PRINCIPALII COMPETITIORI

Piata mondiala a tutunului este una extrem de extinsa, insumand un numar de peste un miliard deconsumatori (fumatori adulti), adica 16.67% din populatia de pe glob si facilitand vanzarea-cumpararea a unui volum de aproximativ 6000 de miliarde de tigarete. Companiile de tigariinregistreaza anual profituri de miliarde de euro. Cele mai dezvoltate piete la nivel mondial sunt celedin SUA( piata din care se obtine 35% din profit), China si Japonia. Tigarile sunt supuse unei accizespecifice in valoare de 65 de euro/ 1000 de tigarete.

Desi volumul de vanzari in cazul produselor din tutun este in scadere in unele tari din cauzainterzicerii fumatului in locurile publice (ex: Italia), piata tigarilor ramane una extrem de profitabilacu cresteri in tari ca Romania, Rusia, Germania etc

Fig 2 Piata globala a tutunului

Sursa: Reprezentare proprie

PHILIP MORRIS

British AmericanTobacco , 13% Philip Morris

International , 15%

Japan TobaccoInternational, 10%

Imperial Tobacco,5%

China NationalTobacco, 42%

Others, 15%

18

mentinerea calitatii produselor si oferirea de servicii profesionale deosebite (Excelenta)

mentinerea respectului pentru clientii firmei si pentru societate. In acest sens expertii demarketing ai companiei, incearca intotdeauna sa-si cunoasca cat mai bine clientii siobiceiurile de consum ale acestora

stabilirea unor contacte stranse cu clientii, angajatii, cu partenerii de afaceri, cu actionariisi cu societatea insasi (Integritate)

2.2 PRINCIPALII COMPETITIORI

Piata mondiala a tutunului este una extrem de extinsa, insumand un numar de peste un miliard deconsumatori (fumatori adulti), adica 16.67% din populatia de pe glob si facilitand vanzarea-cumpararea a unui volum de aproximativ 6000 de miliarde de tigarete. Companiile de tigariinregistreaza anual profituri de miliarde de euro. Cele mai dezvoltate piete la nivel mondial sunt celedin SUA( piata din care se obtine 35% din profit), China si Japonia. Tigarile sunt supuse unei accizespecifice in valoare de 65 de euro/ 1000 de tigarete.

Desi volumul de vanzari in cazul produselor din tutun este in scadere in unele tari din cauzainterzicerii fumatului in locurile publice (ex: Italia), piata tigarilor ramane una extrem de profitabilacu cresteri in tari ca Romania, Rusia, Germania etc

Fig 2 Piata globala a tutunului

Sursa: Reprezentare proprie

PHILIP MORRIS

Philip MorrisInternational , 15%

Japan TobaccoInternational, 10%

Imperial Tobacco,5%

19

Philip Morris International este parte a grupului de firme Altria. Altria Group reuneşte maimulte companii:Kraft Foods North America; Kraft Foods internaţional; Philip Morris USA şi PhilipMorris Internaţional. Însă practic, brandul Philip Morris, după 2002 nu a mai reunit toate operaţiilederulate de acest grup de companii, el fiind folosit doar pentru operaţiile cu ţigarete.

Philip Morris, a investit mult în redefinirea imaginii, pentru a deveni mai mult decât unproducător de ţigarete. În acest sens a achiziţionat compania Nabisco, şi deţine gigantul de produsealimentare Kraft precum şi compania de bere Miller. Cu toate acestea, veniturile companiei suntrealizate în proporţie de 61,2% din operaţiile cu ţigarete.

Philip Morris se confruntă practic cu două probleme. În primul rând, ţigaretele reprezintă astăzi oafacere fără viitor. Astfel, schimbarea brandului Philip Morris reprezinta o necesitate. În al doilearând legislaţia din ce în ce mai restrictivă cu privire la promovarea ţigaretelor practicată la ora aceastape foarte multe pieţe naţionale a fost un alt motiv pentru care a trebuit construit un nou brand care săîl înlocuiască pe cel de Philip Morris ce este asociat în întreaga lume cu marca Marlboro. Aceastăredefinire de imagine a gigantului PM vine să susţină previziunile pe termen lung asupra industrieitutunului la nivel mondial.

Compania este: producătorul celor mai apreciate marci de ţigarete din lume, are peste 40.000angajaţi cu 63 capacităţi de producţie, în 160 ţări şi teritorii, deţine 14.5% din piaţa internaţională deţigarete şi are un venit net de peste 69.5 miliarde USD

Ca si celelalte companii din industrie Philip Morris este restrictionata de legislatia in vigoare,avand foarte putine parghii de a comunica cu consumatorii. Una dintre uneleele pe care Philip Morrisle foloseste pentru fidelizarea consumatorilor sunt promotiile active

20

Promotie Pasiva Marlboro 2+1BLISTERE Marlboro 2 + 1

Univers:- in mare parte locatii BAT si JTI, punctual si in locatii PMI;

Sku’s:- Marlboro Red, Marlboro Red 100’s, Marlboro Gold, Marlboro Gold 100’s,Marlboro Gold Touch, Marlboro Gold Fine Touch si Marlboro Filter Plus;

Pretul unui blister este de 24 Ron, indiferent de sku;

Cantitatea de facturare: - aproximativ 50 bls/locatie;

Trade Program Philip Morris Quantum

Pentru lansarea noului Philip Morris Quantum(PMQ) a fost conceputa o campanie de tradeprogram in aproximativ 240 de locatii din Bucuresti care sa derulat timp de opt saptamani. Shopassistants trebuia sa recomande/vamda PMQ si sa colecteze foliile de aluminiu de la pachetelevandute iar la finalul celor patru saptamani vor primi 1 RON pentru fiecare folie colectata.

Pentru a fi motivati sa se asigure de bunul mers al acestui trade program, owner- ii au primitsuma de 0,5 RON toate foliile colectate de catre SA’ s din locatie.

21

Direct Mailing PMQ

PMI a implementat o campanie Direct Mailing pentru consumatorii din baza de date la caretrimit prin curier rapid un voucher inseriat cu ajutorul caruia la achizitionarea de doua pachete PhillipMorris Quantum din magazinele INMEDIO primesc un pachet gratuit.

Promotii active PMQ - Campus

In prima saptamana, echipa promotionala alcatuita dintr-un TL si 4 PG's, activeaza doar in zonaRegie, urmand ca de saptamana viitoare sa activeze 2 TL's si 8 PG's in toate zonele de campus dinBucuresti.

Mecanica folosita este urmatoarea:- 1 pachet PM Quantum = 1 pachet sau 1 bricheta- 2 pachete PM Quantum = 1 pachet + 1 bricheta- 3 pachete PM Quantum = 1 pachet + 1 bricheta + voucher (utilizatorul voucher-ului primeste

un pachet de PM Quantum gratuit la cumpararea unui alt pachet de PM Quantum).In locatiile din afara campus- ului, la achizitionarea a doua pachete de PMQ consumatorul

primeste un pachet de PMQ cadou.

22

JAPAN TOBACCO INTERNATIONAL

Japan Tobacco International este compania internaţională de tutun deţinută de Japan Tobacco, altreilea jucător ca mărime al industriei, cu un procent de 11% din piaţa globală şi o capitalizare depiaţă de aproximativ 32 miliarde USD, cu un portofoliu care include peste 90 de mărci de ţigarete,reprezentante în peste 40 de ţări şi activităţi de vâzare în peste 120 de ţări

În România, aceasta produce şi comercializează, începând din 1994, mărcile Camel, Winston,Monte Carlo, Winchester şi More. Această companie, în Romania, este lider în domeniulmanagementului calităţii, fiind prima deţinătoare a standardelor de calitate ISO 9001 şi ISO 14001,precum şi a Premiului pentru Calitate - Premiul de Excelenţă.

COMUNICAREA REALIZATA DE JAPAN TOBACO INTERNATIONAL

Lansare Monte CarloPrezentare produs:

► Monte Carlo Red – Gudron 10 mg, Nicotina 0.8 mg, Monoxid de carbon 10 mg;► Monte Carlo Blue - Gudron 8 mg, Nicotina 0.7 mg, Monoxid de carbon 9 mg;► Monte Carlo Menthol - Gudron 10 mg, Nicotina 0.8 mg, Monoxid de carbon 10 mg;

Univers de comunicare : National, in tot universul vizitat( contracte JTI, competitie, Non C);Cantitate minima de introducere:

- in locatiile JTI, aprox. 5 pachete (in functie de cls. de vol.) din fiecare varianta;- in locatiile competitie si Non C, minim 2 pachete din fiecare varianta;

Off – take: aprox. 6-7 pachete din toate variantele/ outlet/ saptamana;Materiale de comunicare: Blinking pack, display stopper, desk mat – se instaleaza in toate

locatiile cu contract JTI si Non C.Monte Carlo Red/ Menthol vor inlocui Winchester Red cartonat/ Winchester Menthol.Mesajul transmis catre Trade: ,,Mai multa culoare pentru gustul Monte Carlo”.

23

Camel Black&White

Univers de comunicare: : Locatiile cu vanzari premium+ peste medie si in careexista o relatie extraordinara cu SAs( care trebuie sa recomande produsul);

Promotii active:► Camel Black&White:

Consumatori tinta: Fumatorii de tigarete KS premium si super premium, cu focus special peKent Convertibles, Kent HD, Marlboro( Filter Plus, Touch, Advance, Gold);

Mecanica: 1 pachet cumparat = o bricheta;2 pachete cumparate = 1 pachet cadou;

Trade Program Camel Black&White:► Univers: In aproximativ 70 de locatii din Bucuresti, cu contract JTI( 80%) si locatii

competitie( 20%), cu vanzari mari de tigarete premium sau premium+( franciza sauSOB);

► Perioada de desfasurare: 01 octombrie - 30 noiembrie 2011( 8 saptamani);► Obiective: Cresterea vanzarilor si a disponibilitatii Camel Black&White;► Mecanica: SAs trebuie sa recomande fumatorilor din target Camel Black&White si sa

colecteze timbrul de pe pachetele vandute. La 5 timbre colectate, SAs va primi un bonvaloric de 10 Ron, cu conditia sa colecteze minim 25 de timbre.

► Activitatea este implementata de DR si se iau in calcul doar numarul de timbre colectateversus numarul de pachete facturate.

24

Glamour Clasic&Aroma

Univers de comunicare: Locatiile cu vanzari mari de tigarete SS( franciza siSOB), in care exista o relatie extraordinara cu SAs( care trebuie sa recomandeprodusul);

Promotii active:► Mecanica:

- La un pachet cumparat, consumatoarea primeste o bricheta sau un accesoriu de par( o floareroz);

- La doua pachete cumparate, consumatoarea primeste inca un pachet de tigarete cadou;► Toate participantele la promotia activa primesc din partea hostess-ei si un cod unic, care

poate fi trimis prin SMS la 1821 sau introdus pe site-ul www.glamttitude.ro.Consumatoarea poate castiga astfel unul dintre cele 2250 de premii instant, reprezentandvouchere de cumparaturi la magazine online de fashion( 75 Ron, 100 Ron, 150 Ron), sauprin tragere la sorti una dintre cele 5 genti GIUKA( creatie Georgiana Nicolaescu).

► Magazinele online participante: www.3suisses.ro, www.fashionup.ro, www.zaysha.ro,www.eyeslipsface.com.

25

2.3 COMUNICAREA REALIZATA DE BAT

Un obiectiv cheie il reprezinta castigarea si mentinerea loialitatii consumatorilor. Punctul devanzare reprezinta o oportunitate de a interactiona cu consumatorii si de a contribui la atingereaacestui obiectiv.

Intelegerea posibilitatilor de comunicare disponibile in outlet este critica in dezvoltarea deactivitati eficiente.

Promotii pasive

KENT „Eperience Tommorow”

Campania „Experience Tomorrow” vorbeste despre viziune, evolutie, inovatie, tehnologie,atitudine avangardista si este menita sa exprime in continuare valorile Kent, oferindconsumatorilor sansa de a experimenta de astazi experientele viitorului.

Pe site-ul dedicat acestei promotii nationale, www.experience-tomorrow.comconsumatorul este invitat sa descopere astazi cele 24 de ore ale zilei de maine, care ii aducexperiente si informatii mai aproape de viitor.

Obiectivele activitatii: Cresterea cotei de piata la nivel national cu 0.3% in Mai vs Martie 2012; Obtinerea unui numar de 350,000 de participanti unici in promotie; Intrarea in campanie a peste 5 milioane de coduri promotionale; Incurajarea participarii consumatorilor SOB in cadrul promotiei nationale; Atingerea obiectivelor de vanzari planificate.

Consumatori tinta – focus pe ASU30: Franciza Kent HD, Kent Nanotek 2.0 si Kent Convertibles; Consumatori SOB Winston si Marboro;

Fumatori adulti ai brandurilor de la competitie din segmenteleSuper Premium si Premium;fumatori adulti ai brandurilor BAT din segmentul VFM, inprincipal Pall Mall

„Din 26 Martie incepe cea mai mare promotie nationala. KENT „Experience Tomorrow”este promotia cu cel mai mare buget de premii alocat vreodata pentru o promotie: marelepremiu in valoare de 150.000 euro, 500.000 de pachete Kent si 150 de premii Apple. Detaliigasesti in interiorul pachetelor participante.”

26

Castigatorul premiului cel mare, impreuna cu trei prieteni, va zbura la bordul unui avionprivat. Prima destinatie este Angelholm, Suedia, pentru a experimenta viteze uluitoare la volanulunui Koenigsegg - unul dintre cele mai performante automobile din lume.

Calatoria va continua apoi peste ocean, unde acesta va experimenta imponderabilitatea inzborul Zero Gravity ce decoleaza din Las Vegas.

In plus, cei care introduc pe website codurile din interiorul pachetelor promotionale potcastiga unul dintre premiile Apple: 50 Mac Book Air, 50 iPhone 4S, 50 iPad 2.

Orice cod introdus ofera o sansa la tragerea la sorti pentru marele premiu sau posibilitateade a castiga unul dintre premiile Apple sau unul dintre cele 500,000 pachete Kent.

Primii 100,000 fumatori adulti care introduc codul online castiga garantat un pachet deKent.

Campania „Experience Tomorrow” va incepe in data de 26 Martie si se va desfasura timpde sase saptamani.Incepand cu 26 Martie, pachetele promotionale, ce contin pack insert, vor fi disponibile lavanzare in intreg universul vizitat, Retail si Wholesale.Stocurile promotionale se diferentiaza la nivel de pachet prin LEP (Kent HD) si TOS (Tier ofStripe – KentConvertibles, Kent Nanotek 2.0 si Kent Blue 100’s).

Campania de imagine Pall Mall Extra Cut

Obiectivele activitatii: Generare de awareness pentru conceptul Extra Cut si pentru cele doua variante alefamiliei: Pall Mall Extra Cut Black 10 mg si Pall Mall Extra Cut Blue 7 mg Generarea de trial pentru Pall Mall Extra Cut Black 10 mg si Pall Mall Extra CutBlue 7 mg in randul consumatorilor tinta; Comunicarea conceptului Extra Cut si a atributelor acestuia - tutun taiat extra fin,gust intens pentru varianta Full Flavour si gust rafinat pentru varianta Lights; In plan secundar, comunicare de pret, astfel incat Pall Mall Extra Cut sa fieperceput ca un produs ce ofera un bun raport pret-calitate

Consumatori tinta – focus pe ASU30:Principal: Fumatorii de Pall Mall Extra Cut

Fumatori SOB: - VFM competitie (Full Flavour & Lights, KS & 100): Winston,L&M, Philip Morris, Winchester, Assos, Monte Carlo, More

27

- Premium competitie (Full Flavour&Lights, KS&100):Marlboro,Camel, Benson&Hedges

Secundar: Marci VFM BAT: Viceroy, Lucky Strike, Pall Mall KS

Pall Mall Extra Cut - o tigara foarte buna, in format lung, cu acelasi tutun de cea mai bunacalitate, taiat extra fin, pentru doua experiente de gust distincte:

Pall Mall Extra Cut Black 10 mg: GUST INTENSPall Mall Extra Cut Blue 7 mg: GUST RAFINAT

Trade program “Vogue “2+1”

Consumatoarele vor putea beneficia, in outlet-urile selectate, de oferta: cumpara 3 pachete deVogue (aceeasi varianta) la pret de 2. Oferta se regaseste in outlet sub forma de blister „2+1”(Anexa 12).Participa la promotie Vogue Clasic si Vogue Arome.

Obiective: Incurajarea trial-ului pentru Vogue din partea SOB si recompensare franciza Vogue;

Univers: Outlet-uri apartinand Strategic Accounts: InMedio (Bucuresti, T1 si T2);

Promotii Active Kent

Univers: Bucuresti, Tier 1, Tier 2 si Tier 3

Obiective: Comunicarea campaniei „Experience Tomorrow” consumatorilor tinta; Informarea lor cu privire la modalitatea de participare precum si comunicarea premiilor; Generare trial in randul SOB si recompensarea francizei; Comunicarea atributelor cheie Kent: o marca premium, inovativa, moderna.

Consumatorii tinta:

28

Focus principal – consumatorii de: Kent HD KS si 100s, Kent Nanotek, Kent Convertibles,Premium+ competitie (Marlboro, Parliament, Camel, B&H, Davidoff, Sobranie, Virginia Slims,Glamour) si VFM BAT si competitie (Winston, Pall Mall, L&M, Phillip Morris)Focus secundar – consumatorii de: Rothmans, Kent 100, Lucky Strike,

Mecanica – Switch Selling:

Hostess-ele abordeaza consumatorii tinta, le vor prezenta aplicatia de pe iPOD si le vorcomunica oferta promotiei

- la achizitionarea a doua pachete de Kent Convertibles, primesc un pachetde Kent Convertibles sau o bricheta Convertibles, la alegere. Se va aratabricheta de Kent Convertibles;

- la achizitionarea a doua pachete de Kent Nanotek, primesc un pachet deKent Nanotek;

- la cumpararea a doua pachete de Kent HD, primesc un pachet de Kent HDsau o bricheta HD, la alegere. Se va arata bricheta de Kent HD.

2.4. LEGISLATIA CE REGLEMETEZA INDUSTRIA TUTUNULUI

Publicitatea în industria tutunului și reglementările din această zonă au stârnit mari controverseîn decursul decenilor precedente. În Statele Unite FTC (Federal Trade Commission) a jucat un rolimportant în reglementarea pieței tutunului, aceasta a dat un exemplu important pentru viitoarelereglementări din statele dezvoltate europene dar și din întreaga lume.

După raportul din 195328 dat de către centrul Sloan-Kettering care legă fumatul de cancerul deplămâni, vânzările pe piața din Statele Unite a început să scadă iar companiile din această industrie s-au întrecut în a sublinia prin publicitate, mărcile care sunt mai sănătoase datorită filtrului și aconținutului mai mic de tar și nicotină

Federal Trade Commission a castigat numeroase procese impotriva companiilor de tigaretepentru publicitate falsa si amagitoare la inceputul anilor 1950, dar procesele durau prea mult iarpracticile de publicitate amagitoare luau sfarsit pana la pronuntarea sentintei. Asa ca FTC a stabilit in1955 o serie de linii orientative in ceea ce priveste publicitatea in industria tutunului, care impiedicaaceste organizatii sa emita afirmatii nesustenabile in ceea ce priveste santatea produselorcomercializare de acestia. Aceste regulamente au fost acceptate cu bucurie de catre companiile detutun, deoaree aceasta publicitate negativa nu facea in fond decat sa recunoasca nocivitatea acestorproduse.

28Robert McAuliffe; The FTC and the Effectiveness of Cigarette Advertising Regulations; Source:

Journal of Public Policy & Marketing, Vol. 7, Special Issue on the FTC (1988), pp. 49-64

29

In 1960, FTC a decis sa aplice aceste reglementari si in ceea ce priveste publicitiarea despre tar sinicotina. Comisia a informat ogranizatiile de tutun ca aceste referiri vor fi considerate ca afirmatiinesustenabile in ceea ce priveste sanatatea produselor. Orice afirmatii de acest gen ar fi facut FTC saoblige companiile sa dovedeasca ca aceste afirmatii sunt adevarate. Aceste obligatii a dus lasemnarea unui „acord informal” unde companiile de tigarete se obligau sa:

1. Inceteze orice afirmatie in publicitate in ceea ce priveste tar-ul si nicotina.

2. Inceteze orice afirmatie in ceea ce priveste eficienta comparativa a filtrelor

3. Inceteze orice afirmatie, explicita sau implicita, in ceea ce priveste sanatatea produselor;

Dupa raportul dat de „Surgeon General” in 1964, FTC a propus un regulament comercial carecerea introducerea unui „health warning” pe pachetele de tigarete si in publicitatea acestor produse.Acesta a dus la „ Federal Cigarete Labeling and Advertising Act” din 1965, ce a impus acestereglementari. Aceasta lege a prevazut in prima faza ca acest avertismente sa fie imprimat doar pepachetele de tigarete, nefiind introdus si in publicitate.

FCC(Federal Communications Commission) a marit presiunea asupra pietei tigaretelor prinaplicarea „Fairness Doctrine”, o reglementare asupra reclamelor la tigarete care presupunea ca oricepost TV sau radio care emitea publicitate in acest domeniu, trebuia sa emita in acceasi proportie sifara cost reclame anti-fumat

La presiunea Comisie, in 1971 a fost introdusa cea mai controversata lege din aceasta industrie,legea „Public Health Cigarette Smoking Act” care interzicea publicitatea radio si tv a produselor dintutun, iar reglementarile in privinta health warning-ului au fost imbunatatite.

La inceputul anilor 1990 companiile de tigari s-au confruntat in Statele Unite cu un procesintentat de 40 dintre statle americane care reclamau efectele fumatului. Procesul sa bazat pe premisaca aceste companii au cauzat criza din sistemul sanitar si ca tot ele trebuie sa plateasca.

In 23 Noiembrie 199829, Philip Morris, RJ Reynolds, Lorillard, Brown&Wiliamson impreuna cu46 de state americane au semnat un acord in valoare de $206 miliarde, aces acord a fost numit„Master Settlement Agreement”(MSA). Acest acord a impus penaltati financiare sub forma de platianuale catre aceste state si restrictii in comportamentul de marketing.

Statele dezvoltate din intreaga lumea au preluat exemplul Statelor Unite si au interzispublicitatea radio-tv a produselor din tutun.

29F.A. Sloan, C. A. Mathews, J. G. Trogdon; Impacts of the Master Settlement Agreement on the tobacco

industry; Tobacco Control Vol. 13, No. 4, December 2004

30

In aprilie 2010, guvernul Australian a anuntat planul de a interzice industriei de a mai imprimape pachetul de tigari logo, culori sau texte promotionale. Aceasta lege este atacata de catre mariiproducatori de tigari.

In Europa publicitatea radio-tv a fost interziza in Uniunea Europeana din anul 199130 subdirectiva Television Without Frontiers. Aceasta a fost extinsa de Directiva 2003/33/CE aParlamentului European si a Consiliului31 pentru a acoperii si alte forme de media precuminternetul, radio, presa scrisa, sau evenimente sportive. Directiva nu include publicitatea in cinema,prin panotaj stradal, prin merchandising sai prin sponsorizarea de evenimente cu conditia caevenimentul sa nu fie transnational si ca participantii sa aiba varsta de peste 18 ani.

Pe langa legislatia fiecarui stat in parte, companiile din aceasta industrie au aderat la un cod debune practici in marketing numit International Marketing Standards.

“In septembrie 2001, Britsh American Tobacco si un numar de alti producatori din industrie auconvenit sa adere la un pact international de standarde in marketing. 32”

In ceea ce priveste Romania, marii producatori au profitat de vidul legislativ de la inceputulanilor 1990, moment in care celelalte piete dezvoltate interziceau publicitatea radio –tv, facandu-siintrarea pe piata intr-un mod agresiv cu binecunoscutele reclame, „Marlboro Man”(Philip Morris) siCamel (Japan Tobacco International).

Incepand cu anul 1998 publicitatea radio- tv este interzisa in Romania.

In prezent ublicitatea in domeniul produselor de tutun este reglementata de catre Legea nr 457din 01/11/2004 Privind Publicitatea si Sponsorizarea pentru Produsele din Tutun33 dupa directiva2003/33/CE. Aceasta este una din cele mai restrictive legislatii din Uniunea Europeana, singuramodalitate prin care marii producatori de pe piata romaneasa mai pot comunica cu consumatorii aramas prin sponsorizarea de evenimente la care se poate asigura prezenta doar a persoanelor peste 18ani, prin merchandising sau prin promotii active sau pasive, acestea doua din urma vor fi abordate inprezenta lucrare.

30http://en.wikipedia.org/wiki/Tobacco_advertising

31Directiva 2003/33/CE a Parlamentului European si a Consiliului; Jurnalul Oficial al Uniunii Europene; 20.6.2003

32British American Tobacco International.

33Monitorul Oficial al României nr 1067 din 2004-11-17

31

CAP IIICOMUNICAREA INTEGRATE DE MARKETING PENTRU BRANDUL DUNHILL