Marketing Communications

112 CHAPTER 3 HOW MARKETING COMMUNICATIONS WORK

Fig u r e 3.17 Evolution of Club Med word-of-mouth quality during the campaign

Figure 3.18 Recognition, correct attribution and useful

score of the De Morgen newspaper campaign

Moving in the right direction

After the campaign, in June 2011, key indicators of effective-

ness were measured. Brand awareness did not change after

the campaign. Club Med maintained its high awareness

score of more than 90%, and is still equally as well

known as its competitors. General brand attitude improved:

among families with kids, the brand opinion of Club Med

is significantly less neutral and more favourable than in

the previous measurement (March 2010) (Figure 3.19).

In 2010, 27% of the respondents found Club Med ‘some-

what less expensive’. In June 2011, this decreased to 18%.

Although not impressive, the price perception evolved

in the desired direction. Similarly the ‘value for money’

perception had improved. In 2010, 28% felt that Club

Med was good value for money. In 2011, this had in -

creased to 33%. The brand associations in terms of the

attributes put forward as important did not significantly

change between March 2010 and June 2011. The image

thus largely stayed the same, and the campaign did not

succeed in altering the perception of the core target group

(Figure 3.20).

The commercial results of Club Med also evolved

positively. After two years of severe decline in Flanders, the

number of customers slightly increased in 2011 (Figure 3.21).

Similarly, turnover substantially increased after two years of

substantial decline (Figure 3.22). Combining the recruit-

ment and sales figures leads to the conclusion that sales

primarily increased as a result of a higher unit price per

holiday sold.

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