The paper “ Campaign for Quorn - Principles and Practice of Marketing Communications” is an exciting variant of case study on marketing. The companies which provide mycoprotein food products in the United Kingdom recognize six major forces of the macro-environment that affect their marketing plans: demographic, economic, natural, technological, political and cultural forces. For such a company to be a strong competitor in the marketing environment, it is imperative that they adhere to the major forces of the macro environment. In this case, changes in the cultural environment and demographic environment have had the most impact on the mycoprotein food products providing companies.
The campaign for Quorn will be designed to reposition the company beyond its vegetarian heartland to being seen as an all-round healthy food in the United Kingdom. Demography “ is the statistical study of human populations, including their size, distribution, and growth” (Miller & Layton, 2000, p42). The demographic environment is an important interest in mycoprotein food products providing companies as it involves studying consumer's lifestyles and habits, which play an imperative role in their buying habits. The cultural environment consists of institutions and other forces of society's basic values, perceptions, preferences, and behaviors.
(Kotler, 1998, p123) In the last 30 years, there has been a noticeable alteration of the attitudes and demands of consumers. Society in the last decade has shifted towards a healthier attitude towards food. Consumers are now more educated on the nutritional content in their food than they were in the 1970s, and many prefer quality food, which is healthy. Communications opportunity analysis and theory applicationIn today's world, mass-marketing is giving way to micro-marketing, by which organizations struggle to identify and focus on the people most likely to buy.
The one-product-fits all concepts now fit fewer and fewer. Even niche marketing is giving way to one-to-one marketing: tailoring a product or service to the needs of a single customer. Under the traditional organization structure, the sales and marketing message gets fragmented across numerous strategies and tactics. Marketing often develops messages that the salespeople fail to sell or which contain service promises that operations or customer service fail to deliver. At big organizations, even marketing messages become fragmented across medium, meaning that advertising, promotion, and other marketing tactics fail to leverage each other or, even worse, work at cross-purposes. Integrated marketing mobilizes all of a company's marketing and sales strategies under a single vision and strategy implemented in concert by all of the organization's relevant departments. In the traditional model, an organization is made up of separate departments dedicated to a specific discipline, such as sales, marketing, market research, customer service, advertising, promotion, public relations, trade shows, events, information technology, manufacturing, and distribution.
Often, they seem to operate in their own little worlds, with the result that management "silos" emerge by which different departments operate with different agendas and often not in concert. The Barriers to Integrated Marketing There are a number of reasons that people resist the shift to integrated marketing.
Some of them are: Turf — People are possessive of their domains. Salespersons, especially, do not like to share information that they've worked hard to acquire and that they believe they own. They do not like to reveal their confidential tactics for success. They want others to be surprised by their strategies and impressed by, perhaps even envious of, the results.