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SETTING CLEAR COMMUNICATION OBJECTIVES: A PROPOSED FRAME OF

REFERENCE TO MEASURE THE EFFECTIVENESS OF ADVERTISING AND
INTEGRATED MARKETING COMMUNICATIONS CAMPAIGNS

Article · April 2015

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Working paper  
Draft version April-8-2015  
 
SETTING CLEAR COMMUNICATION OBJECTIVES: A PROPOSED FRAME OF
REFERENCE TO MEASURE THE EFFECTIVENESS OF ADVERTISING AND
INTEGRATED MARKETING COMMUNICATIONS CAMPAIGNS  
 
 
Marco Lalama-Gross  
Quito, Ecuador  
[email protected]  
 
 
 
ABSTRACT  
 
Advertising and integrated marketing communications (IMC) can account for an important share
of expenditures in organizations. Therefore, there is considerable need to gauge the effectiveness
and return on investment of these expenses. This paper argues that all advertising and IMC ought
to be strategic, and as such must be implemented according to and measured against a precise
goal or communication objective. It also proposes a simple classification to set such goals, and by
doing so, provides a practical frame of reference to measure the effectiveness of IMC and
advertising expenditures.  
 
Keywords: Communication objectives, communication goals, advertising, integrated marketing
communications (IMC), strategic communications, advertising metrics, marketing metrics,
advertising effectiveness.  
   

 
  

 
1. INTRODUCTION
 
The need to assess the real impact of advertising and communication campaigns is ever-present
in modern day management. Expenditures in communication campaigns can tie up a significant
amount of resources for organizations of all kinds and sizes; therefore, there is considerable need
to evaluate the returns on these financial expenses. According to authors Young & Aitken, as of
2005, Procter & Gamble, the largest U.S. advertiser, spent $6,000 million in advertising, while
their annual profits were on the order of $7,257 million. (Young & Aitken, 2007:192)  
 
This article proposes a simple frame of reference to measure advertising and integrated marketing
communications (IMC) effectiveness. With the advent of digital technologies, measurement of
results has become increasingly affordable; however, the main point of this article is that an
effective communications effort begins with a clear, precise and measurable communication
objective.  
 
2. CONCEPTUAL FRAMEWORK
 
In order to measure the effectiveness of advertising and IMC campaigns, two pivotal concepts
must be explained and differentiated. This important clarification will enable the user to
rigorously apply the frame of reference proposed in this paper.  
 
2.1 Evoked set and top-of-mind awareness
 
Top-of-mind awareness is the order in which brand names are recalled within an evoked set,
without any aid. Author Scott Dacko explains:  
 
In the context of a consumer's buying decision process, an evoked set can be viewed as a
selected shortlist or top-of-mind set of alternatives that the consumer generates. In order
for a firm´s products or brands to have a chance of being evaluated by a consumer, such
products or brands need to be in the consumer's evoked set. (Dacko, 2007:195)  
 
For example, when prompted about a generic product category, or an unsatisfied need, only
brand names mentioned through unaided recall ought to be considered as part of the evoked
set. According to the frequency with which they are mentioned, brand names are ranked in a
list. When building a top-of-mind ranking, only the frequency is important; not the attributes
associated with the brand name in question.  
 
 
 
 
 
 
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2.2 Brand image

 
On the other hand, brand image is defined by the attributes related to a particular brand name
by the consumer. There is no causation between brand image and top-of-mind-awareness, and
vice versa. Authors Cretu & Brodie explain:  
 
Brand image is the consumer´s mental picture (Dobni & Zinkhan, 1990) of the offering.
Brand image includes symbolic meanings consumers associate with a specific product or
service (Padget & Allen, 1997). The brand in the customer´s mind is linked to an offering
(Dobni & Zinkhan, 1990), and to a set of perceptions about a brand the consumer forms
as reflected by brand associations (Keller, 1993; Hsie, Pan & Setiono, 2004). Brand
image is defined as “the reasoned or emotional perceptions [business] consumers attach
to specific brands” (Low & Lamb, 2000, p352). (Cretu & Brodie, 2009:276)  
 
Attributes related to a particular brand name can be judged as favorable, unfavorable, neutral
or undetermined. They can also be common to certain brand names in the evoked set, or
unique to the brand name in question.  
 
A key consideration is to differentiate between the concepts of top-of-mind-awareness and brand
image, since both can sometimes get mixed together. This confusion leads to problems in goal
setting for managers. In other words, it is one thing to have a positive brand image and something
very different to occupy first place on a top-of-mind-awareness scale. Brands can be categorized
according to these two dimensions in a simple figure:  
 

3  

 
  

3. OBSERVATIONS REGARDING THE INNER WORKINGS OF INTEGRATED

MARKETING COMMUNICATIONS AND ADVERTISING IN ORGANIZATIONS
 
3.1 Differences between advertising, integrated marketing communications (IMC) and
strategic communications
 
In order to understand this paper´s content, it is important to state the difference between
advertising and integrated marketing communications (IMC). In this respect, authors
Philip Kotler and Kevin Lane Keller define advertising in the following manner:  
 
Any paid form of non-personal presentation and promotion of ideas, goods or services by
an identified sponsor via print media, broadcast media, network media, electronic media,
and display media. (Kotler & Keller, 2011: 478).  
 
On the other hand, integrated marketing communications is a newer concept. According
to the same authors, IMC are composed by eight major modes of communication:
advertising, sales promotion, events and experiences, public relations and publicity, direct
marketing, interactive marketing, word-of-mouth marketing, and personal selling (Kotler
& Keller, 2011: 478).  
 
It can be inferred that some communication strategies can use advertising as one
component of the overall strategy, but this is not always the case. Selection of modes of
communication should be made in consideration to the organization´s needs and
objectives.  
 
Both advertising and IMC communications can account for an important share of the
company´s expenditures; therefore, they ought to produce benefits and returns for the
organization. Unfortunately, many times the cost-benefit analysis of money spent on
advertising ends up being negative. Achieved results are the key indicator to properly
determine whether these expenditures produce positive or negative results.  
 
To complement this section, it is important to define the term “advertising campaign”.
Authors O´Guinn, Allen & Semenik state:  
 
An advertising campaign is a series of coordinated advertisements that communicate a
reasonably cohesive and integrated theme. The theme may be made up of several claims or
points but should advance an essentially singular theme. Successful advertising campaigns
can be developed around a single advertisement placed in multiple media, or they can be
made up of several different advertisements with similar look, feel and message.
(O´Guinn, Allen & Semenik, 2008:12)  
 
It is to be noted that campaigns are based upon an objective; and that this situation calls
for an effective objective formulation process. It is also to be noted that several messages
4  

 
  

can compose a single communication campaign, but that these messages must avoid
contradictions among them.  
 
 
3.2 Goal setting in management and in marketing communications
 
Author Henry Mintzberg quotes W.F. Glueck, regarding strategy in management:
“Strategy is a unified, comprehensive and integrated plan...designed to ensure that the
basic objectives of the enterprise are achieved.” (Glueck in Mintzberg, 1987:12). It
follows then, that objectives are the starting point of any strategy. In this sense, an IMC
strategy must stem from a clear set of communication objectives. As in other management
areas, objectives are to be stated in a rigorous and concise manner, for they are the
benchmark upon which success of the campaign shall be measured. There is ample
literature regarding practical advice to state proper objectives, including the SMART
acronym1. In all cases, there must be a measurement ex-ante, meaning that goals should
be compared to results.  
 
 
4. COMMUNICATION OBJECTIVES
 
The purpose of this section is to illustrate different proposed views regarding the formulation of
advertising objectives and advertising effectiveness.  
 
Mentions of communication objectives in academic journals date back at least to the early
nineteen forties. The earliest mention found about the topic is a reference to a 1942 book by
author Neil Borden titled “The Economic Effects of Advertising”. According to author Charles
H. Patti, Borden posited that advertising effectiveness depended upon numerous factors, the main
ones being:  
 
1) The trend of demand in the particular industry should be rising
2) There should be an opportunity to stimulate selective demand - brand preference for the particular
product. This opportunity is most likely present when:
a) there is substantial chance for product differentiation
b) consumer satisfaction depends on hidden qualities that cannot be easily judged at the time
of purchase
c) strong emotional buying motives exist
3) The combination of potential unit sales times rate of gross margin must be high enough to permit
necessary advertising expenditures in the particular product
(Borden as cited in Patti, 1977:31)  
 

                                                                                                                       
1
 According  to  Harvard  Business  Press,  objectives  should  be  specific,  measurable,  achievable,  realistic  and  time-­‐
limited.  Pocket  Mentor,  Setting  Goals,  Harvard  Business  Press,  2009.  ISBN-­‐13  978-­‐1-­‐4221-­‐5561-­‐5.  
5  

 
  

In 1961, a book titled “Defining Advertising Goals for Measured Advertising Results” by author
Russel H. Colley was published. In it, there is reference to a 1959 Association of National
Advertiser´s committee called to investigate the subject. In 1961, this committee came out with
the so-called DAGMAR Report, from the initials of the book´s title. This report states:
“Advertising results can be measured if specific advertising objectives are first defined” (Colley,
1964:82).
 
Another reference to the subject is an article titled “Marketing and Advertising: Setting
objectives that get results”, by Stephen J. Welsh, published in Management Review Journal.
According to Welsh (1965), five criteria should be used to establish objectives:  
1. Objectives should committed to writing and communicated
2. Objectives should be long-term, but not irrevocable or static
3. Objectives should be followed by plans and programs
4. Objectives should be specific and measurable, whenever possible
5. Objectives should be tailor-made (Welsh, 1965: 9-12)
 
In turn, a 1966 article titled “The Hypothesis of a Hierarchy of Effects: A Partial Evaluation”
references a 1961 model for the predictive measurement of advertising effectiveness, called the
attention, interest, desire and action or AIDA concept, as posed by Lavidge & Steiner. Little
support was found for such a hypothesis of consumer response (Palda, 1966:1).  
 
A 1982 article titled “Developing a Successful Small Business Advertising Program: an MBO
Approach”, by authors Lincoln & Naumann, states:  
 
The initial and most important step in developing an effective advertising program is
formulating advertising objectives. The most salient factors influencing the formulation of
objectives include target market characteristics, the planning horizon and the nature of
competition. These factors must be carefully scrutinized before objectives are finally
determined (Lincoln & Naumann, 1982: 31).  
 
However, the authors finish the article section calling other factors into question, like store type
and other environmental influences (Lincoln and Naumann, 1982:33).  
 
A 1990 article titled “A Knowledge-Based System for Advertising Design” describes a software
application that directs the design of advertising campaigns, including the objective setting
process. Regarding advertising objectives, the article says:  
 
“Consumer motivation is a key consideration in setting communication objectives (Young
& Rubicam) . The two basic motivations for product and brand purchase are the need to
restore equilibrium from an aversive to a neutral state (negative reinforce-ment), and the
need to increase the level of desirable stimulation (positive reinforcement)” (Burke,
Rangaswamy, Wind and Eliashberg, 1990, 217).  
 

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Several recommendations are made, depending on the advertiser´s need:  

 
Situation   Recommendation  

New  product  categories  /  New  users  of   Stimulate  primary  demand  by  communicating  
existing  product  categories   the  benefits  that  tie  the  product  category  to  
the  consumer´s  needs  and  wants  

Product  is  at  the  maturity  or  decline  stage  of   It  may  be  desirable  to  increase  primary  
the  product  life  cycle  and  the  brand  has  a   demand,  as  the  brand  will  reap  a  large  share  
large  market  share,     of  the  increased  category  sales  

For  products  that  are  infrequently  purchased    The  advertiser  should  remind  the  target  
or  purchased  once  and  used  infrequently,   audience  of  its  need  for  the  product    

For  both  new  and  existing  products,  if  the   The  advertiser  should  attempt  to  stimulate  
target  audience  has  not  used  the  brand  in  the   brand  trial  
past    

If  consumers  have  used  the  brand,     Advertising  should  be  designed  to  stimulate  
repeat  purchase  or  loyalty,  or  to  increase  the  
rate  of  brand  usage.  

The  rate  of  product  usage  is  positively  related    It  may  be  desirable  to  increase  usage  by  
to  the  quantity  purchased,  as  with  snack   communicating  new  brand  uses  and/or  
foods  or  ingredients.   directly  stimulating  purchase  through  
promotions  (Young  &  Rubicam  ).    

When  consumers'  consumption  rate  is  not   The  advertiser  should  consider  alternative  
influenced  by  the  amount  purchased,  it  is   objectives,  such  as  increasing  brand  loyalty  by  
generally  less  beneficial  to  have  consumers   creating  or  reinforcing  positive  brand  beliefs  
stock  up  (unless,  e.g.,  the  advertiser   or  by  projecting  a  favorable  brand  image  or  
anticipates  heavy  competitive  activity  and  is   lifestyle  
attempting  to  maintain  continuity  of  
purchase).    
(Burke, Rangaswamy, Wind and Eliashberg, 1990, 216-217)  
 
Authors Rossiter, Percy and Donovan reference the Rossiter-Percy grid, a tool for advertising
planning in which they rank product categories into two dimensions: High-Low involvement and
the Think-Feel spectrum. Upon placement of the product in question into one of the quadrants

7  

 
  

(High-Low involvement / Think-Feel spectrum), the authors suggest different advertising tactics
for the advertiser (Rossiter, Percy & Donovan, 1991:11-21).  
 
A 1993 article titled “Developing Combinations of Message Appeals for Campaign
Management” names a selection of advertising objectives, pertaining to: Awareness, Interest,
Understanding, Trial and Repeat Purchase (Davies, 1993: 47, 49). Further into the article, the
author also mentions related advertising objectives like: Product interest/exclusivity, Credibility,
Awareness/reassurance, Memorability, Interest, Product desirability/preference and Product
interest / purchase. (Davies, 1993:51)  
 
In her 1996 article “Effectiveness, Objectives and the Effie Awards”, author Sandra E. Moriarty,
chronicles different approaches available to carry out the objective formulation process. “Setting
objectives, the focus of this paper, is the first step in planning an advertising campaign; however,
even such a basic practice is not commonly understood.” (Moriarty, 1996:55).  
 
In her article, Moriarty refers to the hierarchy-of-effects literature reviewed by author Thomas
Barry in 1987. She also mentions the Attention-Interest-Desire-Action (AIDA) model as another
reference. Another approach mentioned is the one developed in 1961 by authors Lavidge &
Steiner in terms of cognitive, conative and affective categories of responses. Moriarty also
mentions a refinement of this last approach developed by Rossiter & Percy in 1980, called the
“think, feel, do” approach, as referenced above. She also mentions that another way to structure
advertising objectives is to copytest an ad in reference to the following criteria: persuasion,
communication or recall objectives. (Moriarty, 1996:56).  
 
Moriarty herself posits three domains in her own model:  
 
Domain   Subcategories  

Brand/product  awareness  

Perception   Interest  

Memory  

Awareness  of  copy  points  

Learning  
Communication  of  copy  points  

Persuasion   Attitude  change  

8  

 
  

Behavior  change  

(Moriarty, 1996:57)  
 
More recently, authors Bruce, Peters and Naik (2012) posit that advertising contributes both to
growth in sales and brand building. They propose a model that explains intermediate effects of
advertising and provides empirical evidence that their framework applies to a major brand’s
operating hierarchy: advertising→experience →cognition→affect↔sales. (Bruce, Peters & Naik,
2012: 793)
 
 
5. PROPOSED CATEGORIES OF COMMUNICATION OBJECTIVES
 
Considering what has been expressed in the preceding sections, the first statement of this paper is
obvious, and follows the DAGMAR Report’s (1959) conclusion: advertising and communication
effectiveness is measured by the degree of fulfillment of the goal or set objective. This statement
presupposes that the firm has carefully studied its needs, has rigorously set the goals or objectives
to attend to them, and has allocated the resources to fulfill them.  
 
Secondly, a classification of communication objectives is described. In this paper, it is proposed
that strategic communications be managed around four major organizational needs; and that the
corresponding objectives be formulated accordingly:  
 
5.1 Major Communication Objective Categories  
 
1. Top-of-Mind Awareness.- A top-of-mind objective is set either when the brand name
needs to maintain a first place ranking or improve its place on the ranking. This type
of objective assumes that the attributes associated to the brand name are the desired
ones. Highly creative advertising is recommended for this situation.  
2. Brand Image.- A brand image objective is set when the brand name is associated with
undesired attributes. In this case, it is better to show than to tell. In other words, due to
the weak credibility of traditional advertising messages, it is in the firm´s interest to
use Public Relations and/or BTL interactions as a means to improve the brand´s image
perception.  
3. New Product Introduction.- A new product introduction communication objective is
set when a company needs to launch or introduce such an offer. In this case,
communication effectiveness ought to be measured by the number of requests for
information the company received versus number of people reached by the
communications campaign. In other words, what is measured is the number of people
who made contact with the organization due to the messages´ stimuli. Actual sales are
not taken into account, since the new product launch probably will not coincide with

9  

 
  

the consumer´s actual need manifestation in the precise moment the campaign is
launched.  
4. Promotional.- A promotional communication objective is set when there is a need to
stimulate sales of a product for a limited time, by means of a relevant economic
incentive. Effectiveness of this type of campaign is measured by variation in sales, as
compared to a previous season or period of time.  
 
 
Table 1 - Proposed classification of major communication objectives  
 
Communication   Message  
Aim   Remarks  
Objective   Recommendation  

Seeks  to  improve   Highly  creative  

Top-­‐of-­‐Mind   Assumes  that  brand  image  
top-­‐of-­‐mind   advertising  
Awareness   attributes  are  the  desired  ones  
awareness   campaigns  

Show  rather  than  

tell.  Strategic  use  
Advertising  ranks  low  on  
Seeks  to  improve   of  PR  and  BTL  
Brand  Image   credibility,  for  it  is  a  paid  form  
brand  image   interactions  to  
of  communication    
achieve  message  
credibility  

Actual  sales  are  not  taken  into  

Highlight  tangible   account,  since  the  new  
New   Seeks  to  introduce  
and  emotional   product  launch  will  not  always  
Product/Service   or  launch  a  new  
benefits  of   coincide  with  actual  need  
Introduction   product  or  service  
product/service   manifestation  during  campaign  
launch  

Seeks  to  increase  

Results  are  measured  in  regard  
sales  through  a  
Develop  direct,   to  the  variation  in  sales  
Promotional   relevant  economic  
clear  messages   compared  to  previous  periods  
incentive  offered  for  
or  seasons  
a  limited  time  
 

 
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5.2 Social Cause Awareness Communication Objectives  

 
A communication objective to create or increase social cause awareness is set when there
is a need for an attitude change in a segment of society. Therefore, the effectiveness of
such campaigns is measured in terms of attitude change among the targeted segment. In
this sense, this communication objective is similar to a brand image one. However, the
difference is that this type of campaign should include a call to action in its messages. In
order to achieve a real metric regarding this matter, a simple unaided question of attribute
relation towards the concept in question must be stated, e.g. “Please indicate what is the
first thing that comes to mind regarding for-profit pet sales”.  
 
 
 
 
Table 2 - Social Cause Awareness Communication Objectives  
 
Communication   Message  
Explanation   Remarks  
Objective   Recommendation  

Similar  to  a  brand  image  

Seeks  to  change  an   campaign.  Results  are  
Social  Cause   attitude  or   Highly  creative  call-­‐to-­‐ measured  by  simple,  
Awareness   behavior  in  a  target   action  messages   unaided  recall  questions  
segment   regarding  attitudes  related  
to  the  subject  matter  
 
 
5.3 Public Election Campaign Objectives  
 
Public election campaigns call for a fundamental segmentation exercise. A different
communication objective and strategy is needed for each segment. In segments where the
candidate has a positive image, a top-of-mind awareness objective is in place. In contrast,
upon the segment where a candidate is perceived unfavorably, a brand image objective is
needed to demonstrate the uncontested benefits of the political offer. Finally, in the
segment where the candidate is neutrally perceived, a new product introduction objective
is needed. Messages targeted towards this segment should highlight the tangible and
intangible benefits of the candidate.

 
 

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Table 3 - Goal setting for Public Election Campaigns  

 
Segment´s  
Communication  
perception  of   Remark  
Objective  
candidate  

Top-­‐of-­‐mind   Brand  image  is  positive,  thus  only  top-­‐of-­‐mind  

Favorable  
Awareness   awareness  must  be  reinforced.  

Candidate  is  not  well  known  or  there  is  

Neutral  /  Low   New  product   indifference  around  his  image.  Credibility  is  a  
awareness   introduction   major  factor  when  deciding  over  
communication  modes  or  strategy.  

Brand  image  is  not  optimal,  thus  a  brand  image  

campaign  is  in  order.  Credibility  is  a  major  
Unfavorable   Brand  Image  
factor  when  deciding  over  communication  
modes  and  strategy.  
 
In sum, this paper poses that the effectiveness of a communication campaign is determined by the
degree of fulfillment of the set objective. Following this logical assertion, a classification of four
major types of communication objectives for organizations is proposed. Organizations can set
top-of-mind awareness, brand image, new product introduction or promotional communication
objectives, according to their needs. Fulfillment of such objectives ought to be a solid reference
for validation of any of the organization´s expenditures in strategic communications, be they in
advertising or in integrated marketing communications (IMC).  
 
A possible limitation for this proposed goal setting method lies in the differentiation of the
various impacts that a strategic communications campaign can cause. For example, a new product
launch campaign can impact top-of-mind awareness, and even brand image. Nevertheless, this
situation can be resolved through a rigorous setting of communication objectives processes.  
 
This method for setting communication objectives can be used to evaluate the effectiveness of
communication expenditures. It has the advantage of being perfectly applicable, besides being
simple, clear and cost-effective, especially taking into account the numerous new digital
technologies available to managers in recent times.  
 
 
 
 

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6. ADVERTISING METRICS, MEDIA SELECTION AND OTHER

CONSIDERATIONS

With the advent of mass technology, many new advertising metrics have been made available to
marketing and communications managers. In addition to the traditional reach, frequency and
circulation metrics, new digital ones have emerged. This data is useful when deciding on media
selection, and in turn the aforementioned should be made according to the main communication
objective set for the campaign in question.
 
With respect to media selection, it shall be noted that there can be considerable confusion
regarding the effectiveness of a certain medium over another. Managers and scholars should have
in mind that if a medium exists, it must be effective for some purpose. This is to say that it is very
hard to determine that one medium is better than another. Instead, it is useful to think that a
particular medium is more appropriate to the campaign communication objective. In this sense,
the first and most important step in planning an IMC campaign is to formulate a clear and precise
communication objective. The fact that, due to rapid technological change, assumptions
regarding media effectiveness probably will evolve in the short run, should also to be noted.  
 
It is also common that marketing managers demand projected results from ad or communication
agencies. This attitude is perfectly understandable, out of the necessity to justify the good use of
deployed financial resources. However, it is important to note that there are a large number of
factors that are beyond the agency's control; and for that reason, campaign results are highly
unpredictable, even in the face of result projections. This situation is akin to sales forecasts of a
totally new product launch: only basic projections can be made, with high margins of error.  
 
With respect to this last situation, Philip Kotler quotes department store mogul John Wanamaker,
who famously said: “I know half the money I spend on advertising is wasted; but I can never find
out which half” (Kotler, 2011:96). Nevertheless, rigorous objective setting, along with the new
technologies available, can dramatically improve the assessment of a campaign`s results.  
 
 
7. CONCLUSIONS
 
Measuring benefits resulting from advertising and IMC expenditures is an area that has been
studied for decades. Various models related to the subject exist. However, research carried out for
this paper showed no consensus among experts regarding the field of study in question.  
 
For this matter, advertising and IMC results ought to be studied in a more detailed fashion.
Furthermore, an opportunity exists in the development of an industry standard to carry out the
task of measuring IMC effectiveness. Said standard should take into consideration the needs of
the organization and the objectives that correspond to them. Also, new communication

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technologies ought to be considered when developing a universal model for measuring IMC
effectiveness.  
 
This paper posits a simple frame of reference that can help communications executives and
marketing managers set clear goals to measure the effectiveness of their advertising and IMC
campaigns. It is proposed that communication campaigns be formulated upon a strategic
objective, which in turn is categorized in one of four major groups: top-of-mind awareness, brand
image, new product introduction and promotional. Two exceptions to this categorization are
noted: social cause campaigns and public election campaigns. However, both situations are
explained according to the proposed ideas; therefore including them into a coherent and
functional model.  
 
A possible limitation of this frame of reference lies in the fact that a campaign constructed upon
one of the cited objectives can impact the other objective categories as well. However, the
proposed categorization is a tool that essentially provides guidance for setting communication
objectives; and therefore, the collateral effects of the campaign in question are not to be confused
with the main objective set for it.  
 
 
 
 
 
 
Acknowledgements  
 
I am grateful to all the professionals and scholars I have met during the last twenty years, whose
interactions have nurtured in me a strategic view of communications and advertising
management. Additionally, all my students should also be mentioned in this section, since
without their demands and curiosity I could have not come to this humble, alternative proposal to
improve the measurement of the effectiveness of strategic communications in the corporate
world.  
 
 
References  
 
Bruce, Norris I., Peters, Kay and Naik, Prasad A., Discovering how Advertising Grows Sales and
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