Marketing Communication Sony Ericsson Essay Example

The Internet has revolutionized strategic communication by providing new technological advancements and previously unattainable opportunities. Online marketing, in particular, is experiencing rapid growth and has become an effective tool for direct marketing. Consequently, the widespread use of the Internet significantly impacts both buyers and marketers (Kettle, 2009).

According to the Institute for advertising and Media statistics, there has been a shift in communication towards a more interactive model due to the Internet. Investments in Internet-based marketing communications increased by 2.5 percent in 2009 and 14.5 percent in 2010, indicating its growing popularity for companies to connect with the public (Institute for advertising, 2012).

Effective communication is crucial for businesses internally and externally. Strategic communication involves managing, planning, and implementing communication processes and activities that consider different audiences, stakeholders, and society as a whole to achieve organizational objectives (Fill, Chris, 2006).

The definition suggests that strategic communication encompasses various fields such as marketing, organizational communication, and public relations. These fields must collaborate with one another for an organization to achieve its business objectives. Strategic communication is characterized by being planned and having explicit goals. By employing strategic communication, organizations can effectively fulfill these goals. According to Fill (2006), in an international context, strategic communication is often synonymous with public relations.

Strategic communication encompasses both internal and external communication within an organization, with the two forms being interconnected. Internal communication involves sharing information throughout the organization, while external communication relates to the organization's interactions with its environment. To ensure effective external communication, it is essential for all members of the organization to be aware of the message and objectives being communicated externally.

MIMIC (Marketing communications) refers to exchanging information,

ideas, or emotions in developing a communication strategy. The marketing communications mix comprises various elements such as advertising, public relations, sales promotion, direct marketing, sponsorship, personal selling, and internet marketing. Each component plays a significant role in promoting a product or service. However, there is no universally accepted definition of marketing communications as it can be interpreted differently.

De Plasterer (2004) suggests that all definitions of MIMIC include five elements: firstly, aiming to influence behavior through direct communication; secondly, starting with the customer or prospect and then working backward to the brand communicator; thirdly utilizing all forms of communication and sources of brand or company contacts as potential channels for delivering messages.According to Schultz and Kitchen (2000), the four stages of MIMIC involve tactical coordination of promotional elements, redefining the scope of marketing communications, applying information technology, and achieving financial and strategic integration. Additionally, there is a need for synergy and coordination in order to create a strong brand image. Furthermore, it is necessary to build or strengthen brand relationships (Kitchen & De Plasterer, 2004).

According to Schultz and Kitchen (2000), their empirical findings indicate that only a small number of companies reach stage 3 or 4, while most companies remain in stages 1 and 2. Kitchen and De Plasterer (2004) criticize MIMIC for its reliance on companies investing resources in the marketing and communication process. If companies choose to invest, they may find themselves stuck in stage 1 or 2. While this scenario would demonstrate the contribution of MIMIC, it is not a strategic one but rather a tactical one.

The author emphasizes the importance of transitioning from tactical to strategic communication. Businesses need to

adopt a strategically oriented integrated brand communication approach in order to succeed in today's competitive world. It is crucial to allocate communication and financial resources based on actual customer behavior, with the ultimate aim of achieving financial returns (Kitchen, 2004).

At the top is the main brand, Sony Ericson, with a logo called "liquid identity' (designed by Takeaway Aweigh). The portfolio also includes sub-brands "Waltham" and "Cyber-shoots ", owned by Sony Corporation and endorsed by Sony Ericson. Laura emphasized that Sony Ericson is the major brand, while all others should be seen as sub-brands. Additionally, Laura stated that the various brands offering functions like "sense" or "tracked" can be viewed as supportive brands, on which the others can rely as entities in a scaffold.

According to Laura, our brands can be classified into three main categories: smart phones, music, and imaging. Waltham and Cyber-shoots belong to the latter two categories, while Expatriate belongs to the smart phone category (Expatriate is a brand owned by Sony Ericson). Laura further explains that the individual product names are not considered part of the brand because their lifespan is relatively short. She reveals that Sony Ericson's strategy is to promote products globally in a standardized manner and provide a framework for local markets to add their own distinctiveness.

Typically, Sony Ericson products are marketed with the same product name, though special features may vary by location. This strategy encompasses all aspects of the brands, including sub-brands like Playboy, which sells online content. The website maintains a consistent look and feel across regions, but the content and web campaigns are tailored to the local audience. The

brand strategy and marketing communications have been categorized into music and imaging since 2004.

These categories have existed before the integration of Sony brands like Cyber-shoots and Waltham. According to Martin Lund, the former Head of Digital Marketing who has been with the company since its establishment in 2001, the first phone with camera functionality, the 6TH introduced in 2002, initially treated the camera as an accessory. However, this proved to be very successful and Sony Ericson soon realized the potential of attracting consumers who desired a digital camera and a phone.

Martin explains that the outcome was the 16TH, an iconic phone that had a flipped design resembling a "real" digital camera. An essential part of the marketing campaign during the launch aimed to encourage users to treat it as an actual camera by flipping it horizontally and holding it with two hands. The intent behind this was to establish the phone as a camera with phone capabilities, rather than the other way around. Despite the tremendous success of this phone, they had not yet reached their intended target market.

The mentioned segments pertain to individuals who use their Sony Ericson not only as a mobile device with camera or music capabilities, but also as their main camera and mobile or music player and mobile. According to Martin, the breakthrough occurred in 2005 when the Cyber-shoots phone was introduced. This phone was associated with a powerful imaging brand and was unmistakably recognized as a camera. The Waltham brand evoked a similar response, indicating that these phones were primarily focused on music, he explains.

Martin concludes that the success of Sony Ericsson's revitalization of the

Waltham brand is a strong example of how Sony could gain advantages by expanding its brand (Sony Ericsson Mobile Communications, 2010). Lisa Lessening, Marketing Manager for Concession.Com, argues that it is important to categorize Sony Ericsson's products in terms of music and imaging, rather than solely using the Waltham and Cyber-shot brands. Sony Ericsson has developed a brand image that is associated with being trendy, innovative, and high-quality. It is in the high-end phone market where Sony Ericsson has been making gains in market share.

According to Lisa, Sony Ericson's struggle to penetrate emerging markets is due to their failure in producing affordable mobile phones, as the production cost for maintaining the brand's quality is too high. This issue is faced by all manufacturers, but it has been especially challenging for Sony Ericson due to their strong brand image. As a result, the range of phone models in the music and imaging categories has expanded beyond Cyber-shoots and Waltham to include other models. For example, in the music category on Concession.Mom, most phones are Waltham, but there are also some R-models. The R represents radio and is targeted towards emerging markets. Lisa explains that the decision not to use W for Waltham was made to prevent brand dilution. However, Lisa mentions that the music and imaging categories are being phased out due to the introduction of new products with common names like Anita, Yard, Hazel, and Elm. This change was in response to consumer demand for all-in-one phones that offer multiple features such as music and imaging. Sony Ericson places high importance on sustainable production and managing products responsibly throughout their entire life cycle, according

to Points Alexandrine from Sony Ericson Corporate Sustainability Office.

The urgency necessitates an immediate response. Greathearted, the first initiative of Sony Ericson to introduce environmentally friendly phones to the market, is described not as a phone or product line, but as a concept.

The mission statement of Greathearted states that it aims to establish itself as a well-known and respected brand with a broad audience. It seeks to be associated with positivity, high quality, trustworthiness, genuine intentions, and leadership in its field. Therefore, Greathearted is a general concept that encompasses a group of entities with common features and characteristics.

According to Points, Greathearted can be seen as a continuation of Sony Ericson's efforts since 2001 to minimize the environmental impact of their products. Points cites the example of Sony Ericson launching their first BAR-free phone, 66th, shortly after the NAG campaigned against harmful chemicals in 2001.

Currently, almost all Sony Ericson products, accounting for 99.9% of their product line, are free from halogenated flame-retardants such as predominated and chlorinated compounds. They are also in the final stages of eliminating Polyvinyl Chloride, Antimony, beryllium, and phthalate from their products. Additionally, since 2006, Sony Ericson has fully complied with the EX. Ross directive, which aims to restrict the use of hazardous substances in electrical and electronic equipment. This standard has been applied globally to all their produced goods.

Points explains that Greathearted products have the potential to span across the entire portfolio. Unlike functionality, their production method determines their eligibility. Greathearted products support Sony Erection's unwavering dedication to environmental sustainability. This commitment is upheld by fostering green innovation that doesn't compromise on product design and functionality (Sony Ericson

Mobile Communications, 2012). Various green initiatives were showcased on Sony Ericson's website, each employing different methods to cater to specific target audiences.

The varying look and feel of the sustainability pages, along with the lack of a clear starting point, make it unclear how these pages fit together. The content on these pages is targeted towards a specific audience and not directed towards end consumers. Additionally, these pages are only linked from the global page and not from specific country pages, resulting in the content being available only in English and not in other local languages. Detailed product information can be found on concession.Mom along with other Sony Erection's products information, but this redirects visitors to a new page. The blob initiative has limited posts and infrequent updates, with no moderation or responses to visitor questions and comments. The connection and interlinking between Greathearted, sustainability, and recycle pages is also difficult to understand due to the lack of clear logic. Based on this perspective, marketing phones primarily for their green features may not be a good idea as it could deter decision-making in favor of non-green products. Manufacturers may consider keeping these two aspects separate in their general product portfolio (Investigated, 2011).

The manufacturers shared a common practice of segregating their green initiatives from the rest of their website. There was no incorporation of green awareness into the product pages, unless it was a specialized green product.

Sony Ericson has met all external environmental requirements according to Points and does not mention this on their product pages either. If greenness was a significant selling factor, it is likely that marketers from various companies would have highlighted

it. However, they probably share consumer insight similar to the Wall Street Journal article (2007), which suggests that consumers often perceive green products as inferior compared to non-green ones.

Sony Ericson exemplifies their core value of Innovation by differentiating themselves in their communication with consumers. They strive to engage customers by integrating green information alongside product details. It is crucial for them to avoid appearing as if they are only targeting environmentally conscious individuals. Instead, they should incorporate environmental information into their local pages, demonstrating its significance and showcasing it on their website and product catalog.

Based on theoretical studies, it is advised not to create a separate sub-brand called Greathearted alongside Cyber-shoots, Waltham, and Expert. Instead, Greathearted should align with the values of the larger brands. Rather than promoting unique Greathearted phones, which may be met with consumer resistance, Sony Ericson should focus on marketing their high-quality Imaging phone that is also environmentally friendly.