This chapter begins with a message about the importance of diagnoses before developing a marcoms campaign. We then use the idea of communication barriers to help explain why creating an effective marcoms campaign is so challenging, before providing a broad understanding of what integrated marketing communications (IMC) is and why it is used. The chapter discusses both the theory and practice of achieving integration and synergy, and how synergistic effects come about. The managerial application of integration is also discussed, and its complexity is brought to life with the award-winning case of 'Magnum Gold?!' This chapter also provides a nine-step IMC planning model, including the importance of understanding how consumers make decisions. The consumer decision journey is suggested as a useful model, illustrated with another award-winning case involving the Korean car maker, Hyundai, which broke into the consideration set of United States car buyers during the global financial crisis.

We have now come to the end of the book, with much discussion and a lot to absorb along the way. As we noted in chapter 1, the philosophy that marcoms campaigns must be both effective and efficient underpins this book. To be effective and efficient, many elements need to work together. This integrative review chapter provides an overview of the lessons you have learned in this book, summarised into different core themes. Yet this knowledge is useless if they cannot be implemented. In this chapter, we also discuss why IMC implementations have often failed. Finally, we conclude with a word on ethics in IMC and a look into the future of marketing as it becomes more technologically driven.

Crime prevention has a long history in Australia and other parts of the world. In all societies, people have tried to protect themselves and those close to them from assaults and other abuses. This introductory chapter provides an outline for the the text, delineating and explaining the material covered and its core areas of investigation.

The chapter is about brand positioning, one of the most important concepts in advertising. We can think of positioning as akin to impression management, first discussed by sociologist Ervin Goffman in the 1950s. Impression management means that we present a certain image of ourselves to others, which serves a functional (or instrumental) purpose. In Goffman’s terms, brand positioning is an impression we want to evoke in the mind of the target audience about the brand. In creating this impression, we also sometimes re-create an impression of competing brands, and this is where the topic of positioning becomes especially interesting. Ultimately, positioning is about creating an impression that allows a brand to differentiate itself from its competition. The objective is to create brand associations that will predispose people to choose the brand over others, and ultimately to build brand equity. If all subsequent executions are well implemented, then consumers will come to prefer a brand over the competition. This, in essence, is the ultimate goal of positioning and branding.

The concluding chapter reflects on Tilley’s call for a middle-range radical realism for crime prevention and then outlines some of what the authors believe will be forces, trends and developments that shape crime prevention policy and practice in the coming years. It focuses on potential trends and forces shaping and impacting crime prevention, cybercrime, 'big data', nudging for prevention, prevention science, and crime prevention as a human service.

Politicians and other policy-makers often talk about the ‘rediscovery’ of crime prevention. Such language is misleading. Concepts and principles of social and environmental prevention do not need to be rediscovered or reinvented. If anyone has forgotten about crime prevention, it is politicians and policy-makers. To maintain and enhance their legitimacy, parties and their leaders need to be seen playing direct roles in protecting the public. Crime prevention, however, often works best when it is not so obvious: when it is subtly embedded in everyday routines and activities. This chapter outlines a framework that governments could adopt if they wanted to make prevention a key component of crime policy. It discusses how crime prevention evolved in France, the Netherlands and the United Kingdom, and demonstrates how developments in these countries influenced approaches to crime prevention adopted in Australia. It also suggests ways in which crime prevention policy can be enhanced through a shared version and local crime prevention plans.

This chapter considers environmental crimes and recent criminological responses to these threats, with a view to empasising how the diverse crime prevention interventions discussed throughout this book can be deployed – in this instance with respect to a specific kind of crime. It focuses on eco-crime and crime prevention, approaches to environmental crime prevention, preventing illegal fishing, and tackling organised envirnmental crime. It argues that preventing environmental crime necessarily involves sophisticated, collaborative and multi-dimensional efforts that are tailored to a particular circumstance and commodity.

The aim of this chapter is to give the reader a better understanding of the principles of influence in personal selling. Personal selling is especially important for high-involvement purchases. The chapter outlines the steps involved with special emphasis paid to effective presentation and handling of objections, including multi-attribute reframing, selling the ‘improved value’ and selling the ‘vision’. Also discussed in this chapter are the subtle, yet powerful principles of compliance seeking tactics. For long-term success, though, a sales agent needs to be trustworthy, and we discuss the factors that make a sales agent more trustworthy. We then present a model that summarises the many paths that lead to effective persuasion.

Humans are social animals: we influence and are influenced by each other. Traditional models of marketing communications do not place much weight on social influence, but with the rise of social media and social commerce, companies are beginning to take this form of communication seriously. This chapter presents a way of thinking about IMC that incorporates these modern communication methods and the broader principle of social influence. The chapter starts by providing some context: it outlines how information flows and introduces some basic principles that govern behaviour in social networks. It then delves into the more substantial issues: what social media is, what its four core characteristics are, and how organisations have exploited these. This is followed by a close examination of certain types of social communication, such as WOM, buzz and viral marketing. The emphasis throughout the chapter is on understanding the preconditions necessary for what we call ‘viral contagion’ to occur. This leads to a discussion of social commerce.

Implementation failure has been identified as a key problem plaguing crime prevention programs in Australia and abroad. There are numerous reasons for this, including a lack of continuous funding, poor strategy design, ineffective systems to govern implementation, incompatible priorities between central and local government, inadequate political leadership and support among stakeholders, rivalry and an unwillingness to share data between agencies, and insufficient capacity at the local level to facilitate and coordinate program delivery. One factor that confounds the process of implementation is that often it relies upon partnership approaches, with it becoming more challenging to coordinate and achieve strategy outcomes when there are multiple partners participating in a crime prevention program. This chapter discusses an evidence-based approach to crime prevention policy and practice, the challenges of implementing crime prevention strategies, key knowledge and skills to 'do' crime prevention work, factors essential to successful strategy implementation, various evaluation methods, and building capacity for implementation and evaluation.

This chapter and chapter 6 are about advertising, which is a paid form of communication by a sponsor. The aim of this chapter is to give the reader a better understanding of creativity and its importance to advertising. Although advertising is only one marcoms tool, it is the most important tool for brand (re)positioning. However, for advertising to be effective, it must possess the creative power to cut through the noise and clutter. The chapter explores the importance of advertising creativity and sets out how to get it right. This is a complex area because our processing of a creative ad can be completely hijacked by unintended associations, which are not uncommon when we attempt anything original. To minimise this, a marcoms manager needs to understand the theory of advertising creativity, as well as how to nurture the emergence of the creative idea, which must be guided by a creative strategy summarised in a creative brief.

In chapter 6, we discussed what an advertising creative idea is and how to increase the probability of finding the big idea. But what happens after that? Ideally, we should pre-test the idea (see chapter 12). But to do so, we need to first create the ad, sometimes called ‘execution’. Things can still go wrong if the creative idea is not well executed, no matter how good it is. For instance, if the copy is difficult to comprehend, the humour is irrelevant, or the celebrity chosen does not fit the brand and so on. The aim of this chapter is to discuss how executional tactics can be used effectively. The discussion centres on what creative execution means and explains the difference between creative execution and the creative idea, stressing that executions must be guided by the creative idea. Under some circumstances, the creative execution is also the creative idea. We will also discuss different types of executional tactics and how to use them properly.

Theorising relationships between crime and the physical environments in which it occurs has a long history. Environmental theory goes beyond the broken windows and hot-spot approaches, however. Theorists and practitioners can be grouped into two broad schools. The first is concerned with practice in fields such as urban planning and architectural design and maintenance, and has attracted the label CPTED. The second concentrates on more focused interventions in SCP. This chapter covers SCP, CPTED, CPTED theorists and concepts, CPTED in practice, and SCP and CPTED as part of inclusive crime prevention.