• reflect upon campaigns (a) as an institution and form of organization in communication practice (b) and the different ways they are conceived across communication disciplines (PR, advertising, IMC, public communication e.g.)
• design, coordinate and implement effective communication campaigns (a) selecting, applying and linking relevant theories and methods (b) motivating choice of theories and methods
• identify and articulate campaign objectives (a) with reference to communication strategy (b) and corporate strategy
• carry out stakeholder analysis (a) identify relevant stakeholders (b) relate stakeholder interests and campaign purposes
• carry out market analysis, focusing on consumer insights (a) designing and conducting empirical studies (b) basing campaign proposals on empirical studies
• developing campaign proposal and plan for implementation, (a) identifying target audiences and communication strategies (b) select and apply relevant campaign targets
• consider central issues of campaign management, including (a) media strategy, (b) creative input (c) budgeting, (d) intercultural integration/adaptation/coordination, (e) sustainability and ethics, (f) campaign organization and coordination
• evaluate campaign effectiveness (a) choose, apply, and justify appropriate criteria of evaluation, (b) choose and justify relevant empirical data, (c) propose improvements of campaigns based on evaluations
• communicate results in a scientifically valid manner, including: (a) proper and consistent use of academic language, (b) correct use of references, (c) presenting all parts of the assignment in a coherent and well-argued manner

Course content
The course investigates campaigns as central institutions and organizing devices in market communication in practice. It confronts students with challenges, roles and inputs of different actors in the process of developing and executing campaigns, from initiation to evaluation and follow-up. The aim is to enable students to contribute in various capacities to produce effective marketing communication and reflect upon the strategic context, social dynamics, specialist skills and knowledge of campaign work. 

�

The course examines various types of communication campaigns (in terms of e.g. objectives, openness and level of engagement, media, sector), while exploring trends towards convergence and more agile, interactive, precisely targeted, cross media, content-driven approaches anchored in digital media. The course places particular emphasis on the actors at various levels and organizational arrangements behind campaigns, (marcom) departmental authority and mandate, client-agency relations, affiliation of professionals to communities of practice and peer networks, audience and customer or other stakeholder groups, account teams and project groups   whether organizations (such as advertising agencies, marketing and corporate communication departments, media providers), groups (account teams, consumer or activities) and professionals (CMOs, account managers, account planners, creative workers, digital and media specialists) .

�

Finally, the course has a methodological component focusing on the one hand qualitative methods for generating insights into target consumers and audience responses to inform creative development as well as quantitative methods of data gathering for tracking and documenting the impact of campaigns. The methodological part consists of theoretical and hands-on elements of field work and data analysis.
 
Teaching methods
The teaching of the course consists of lectures, case discussion tutorials, and method workshops. Guest lecturers will introduce and discuss contexts, organization, processes and outcomes of campaigns. A futher central learning activity is the live case pitch, which simulate campaign development and coordination. It asks opposing student 'agency' groups guided by tutorial lecturers to do a competitive pitch for the account of a real company.  .

Textbook:

Hackley, C. & A.R. Hackley (2014), Advertising and promotion. An integrated marketing communications approach. London: Sage.

Readings:

Bilton, C. (2009), “Relocating creativity in advertising. From asthetic specialization to strategic integration.” in Andy C. Pratt and Paul Jeffcutt. Creativity, innovation and the cultural economy, London: Routledge, 25-40.

Christensen, L.T., A. F. Firat and J. Cornelissen (2009) "New tensions and challenges in integrated communications", Corporate Communications: An International Journal, Vol. 14 Iss: 2, 207 - 219

Cornelissen, J. (2011). Corporate Communication. A Guide to Theory and Practice. London: Sage. chapter 2.

Court, D et al. (2012) “Measuring marketing’s worth”, McKinsey Quarterly (May), 1-7.

Edelman, D.  & Salsberg, B. (2010), “Beyond Paid Media: Marketing’s New Vocabulary”. McKinsey Quarterly, November, 1-8.Eiberg, K. et al. (eds.) (2013) Markedskommunikation i praksis. København: Samfundslitteratur.

Goldenberg, J. & Mazursky (2007), “Advertising Creativity: Balancing Surprise and Regularity”, Chapter 18 in Tellis, G. & Ambler, T., The Sage Handbook of Advertising. London: Sage Publications, 283-299

Grabher, Gernot (2002) The Project Ecology of Advertising: Tasks, Talents & Teams. Regional Studies. 36:3, 245-262.

Kapferer, Jean-Noel (2012) “Managing global brands”, Chapter 17 in The New Strategic Brand Management: Advanced Insights and Strategic Thinking. London: Kogan Page, 405-438.

McLeod, C. et al. (2011), “Pot Noodles, Placements and Peer Regard: Creative Career Trajectories and Communities of Practice in the British Advertising Industry”. British Journal of Management, Vol. 22, 114–131

Moss, Danny (2011), "Strategy-Making and Planning in the Communications Context." In Public Relations: A Managerial Perspective (2011): 111.

Park, Hyun-Soo, et al. (2012), “Marketing's accountability and internal legitimacy: Implications for firm performance”, Journal of Business Research, Volume 65, Issue 11, November, 1576-1582

Sachs, Marylee (2013), What the New Breed of CMOs Know that You Don’t, Farnham: Gower, 1-10 & 133-138.

Storey, Richard & Edith Smith (2007), “The Creative Brief and its Strategic Role in the Campaign Development Process”, Chapter 11 in Tellis, G. & Ambler, T., The Sage Handbook of Advertising. London: Sage Publications, 171-183.

Turow, Joseph (2013), “How Should We Think About Audience Power in the Digital Age?” in Valdivia, Angharad N. and Scharrer, Erica. The International Encyclopedia of Media Studies: Media Effects/Media Psychology. 1-24.

Visconti, Luca & M. Ucok-Hughes (2012) “Segmentation and Targeting Reloaded” in Penaloza, Toulouse & Visconti (ed.) Marketing Management: A Cultural Perspective. 955-314

Waller, D.S. (2004), “Developing an account-management lifecycle for advertising agency-client relationships”, Marketing Intelligence & Planning, Vol. 22 Iss: 1, 95 – 112.

West, D., Caruana, A., & Leelapanyalert, K. (2013). “What Makes Win, Place, or Show? Judging Creativity in Advertising at Award Shows”. Journal of Advertising Research, 53(3), 1-23.
 
Cases
 
The Pepsi Refresh Project: A Thirst for Change
Michael I. Norton; Jill Avery
English PDF | 512018-PDF-ENG              
 
MINI USA: Finding a New Advertising Agency (A)
David B. Godes
English PDF | 508041-PDF-ENG              
 
Vestas' World of Wind
Thomas Steenburgh; Elena Corsi
English PDF | 511121-PDF-ENG              
 
Sephora Direct: Investing in Social Media, Video, and Mobile
Elie Ofek; Alison Berkley Wagonfeld                           
English PDF | 511137-PDF-ENG
 
Clearblue pregnancy test
Douglas Holt & Douglas Cameron (2010)
in Cultural Strategy. 195-219 (in compendium)                                 
 
MINI USA: Finding a New Advertising Agency (B)
David B. Godes
English PDF | 508042-PDF-ENG•