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 THE ROLE OF PERSUASION IN INTEGRATED
Chapter 7 MARKETING COMMUNICATIONS

Chapter Objectives
1. Understand the nature and role of attitudes in marketing communications, different hierarchy
of effects models, and under what conditions that attitudes should predict behavior.
2. Appreciate the role of persuasion in marketing communications.
3. Explain the tools of influence from the marketing communicator’s perspective.
4. Discuss the five important factors of persuasion: message strength, peripheral cues, receiver
involvement, receiver initial position, and communication modality.
5. Understand the elaboration likelihood model (ELM) and its implications for marketing
communications.
6. Understand practical marketing communications efforts that enhance consumers’ motivation,
opportunity, and ability to process messages.
7. Explain the theory of reasoned action (TORA) and basic attitude, preference, and behavior
change strategies.

Chapter Overview
Marketing communications in its various forms (advertising, social media, personal selling,
direct marketing, and so on) involves efforts to persuade consumers by influencing their attitudes
and ultimately their behavior. This chapter describes the role and nature of attitudes and different
hierarchies by which they are formed and changed. From the marketing communicators’
perspective, attitude formation and change represent the process of persuasion. The role of
measurement specificity and direct experience is discussed in trying to predict behavior from
attitude measures. Persuasion efforts on the part of the persuader are next described and
illustrated, including six influence tactics: reciprocity, commitment and consistency, social proof,
liking, authority, and scarcity.

The nature of persuasion is discussed with particular emphasis on an integrated framework called
the elaboration likelihood model (ELM). Two alternative persuasion mechanisms are described:
a central route, which explains enduring persuasion under conditions when the receiver is
motivated, able, and has the opportunity (MAO) to process the message; and a peripheral route,
in which one MAO elements may be deficient, yet a peripheral cue may account for short-term
persuasion. In this context, three attitude-formation processes are described: emotion-based
persuasion, message-based persuasion, and classical conditioning. The first two are mechanisms
for attitude change under the central route, whereas classical conditioning is a peripheral-route
process.

A treatment is then given to practical efforts to enhance consumers’ motivation, opportunity, and
ability to process marketing messages. This section includes descriptions and illustrations of
marcom efforts to heighten consumers’ motivation to attend and process messages, measures to

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
 Chapter 7

augment consumers’ opportunity to encode information and reduce process time, and techniques
used to increase consumers’ ability to access knowledge structures and create new structures.
A final topic covered is the theory of reasoned action (TORA) found in persuasion research and
basic attitude, preference, and behavior change strategies.

Chapter Outline
I. The Nature and Role of Attitudes

A. What Is an Attitude?
Attitudes are hypothetical constructs. A variety of perspectives attempt to describe
and measure attitudes. Attitude means a general and somewhat enduring positive or
negative feeling toward, or evaluative judgment of, some person, object, or issue.
Brands are our primary attitude object. Attitudes are learned. Attitudes are relatively
enduring. Attitudes influence behavior. Attitudes include an affective, cognitive, and
behavioral component.
1. Hierarchies of Effects
The high involvement hierarchy, also known as the standard learning hierarchy,
shows a clear progression under high involvement from initial cognition to affect
to conation. Other hierarchies include the low involvement hierarchy which
moves from minimal cognition to conation and then to affect, and the dissonance-
attribution and integrative models.

B. Using Attitudes to Predict Behavior

There are two important determinants in predicting behavior from attitudes. These are
measurement specificity and having direct versus indirect experience with the object
of attitude measurement.
1. Measurement Specificity
Involves four components critical to achieving accurate measures of attitudes. The
TACT of measurement specificity includes: (1) the target of the behavior, (2) the
specific action, (3) the context in which the behavior occurs, and (4) the time
when it occurs.
2. The Role of Direct Experience
Attitudes based on direct experiences are more reliably measured than those based
on indirect experience.

II. Persuasion in Marketing Communications

Persuasion is the essence of marketing communication.

A. The Ethics of Persuasion

Persuasion does not need to be unethical.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
 The Role of Persuasion in Integrated Marketing Communications

III. Tools of Influence: The Persuader’s Perspective

Robert Cialdini identified six tools of influence that are useful in persuasion. These tools
are reciprocation, commitment and consistency, social proof, liking, authority, and
scarcity.

A. Reciprocation
As part of the socialization process in all cultures, people acquire a norm of
reciprocity. We return a gesture with an in-kind gesture.

B. Commitment and consistency

After people make a commitment there is a strong tendency to be true to that choice.

C. Social proof
People may decide how to behave based on the choices of others.

D. Liking
People may be persuaded by those they like. Likability is based on physical
attractiveness and similarity.

E. Authority
People tend to be influenced by people in positions of authority. Authority may come
from one’s position or by one’s credible knowledge in an area.

F. Scarcity
Scarcity is based on the principle that people want things more when they are in high
demand but short supply. The theory of psychological reactance explains why
scarcity works. The theory suggests that people react against efforts to reduce their
freedom to choose.

IV. The Influence Process: The Persuadee’s Perspective

There are five factors fundamental to the persuasion process. These are message
arguments, peripheral cues, communication modality, receiver involvement, and initial
position.

A. Message Arguments
The strength or quality of the message arguments is often the major determinant of
whether and to what extent persuasion occurs. People are more persuaded by
believable messages.

B. Peripheral Cues
Peripheral cues include elements like background music, scenery, and graphics.

C. Communication Modality
Mode of communication is important, especially when considered alongside
likability.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
 Chapter 7

D. Receiver Involvement
Persuasion results from self-generated thoughts that people produce in response to
persuasive efforts. Cognitive responses may be support arguments or
counterarguments. Support arguments occur when the receiver agrees with the
message and counterarguments occur when the receiver disagrees. Agreement was
discussed in Chapter 6. Other responses include source bolstering and source
derogation.

E. Receiver’s Initial Position

Self-persuasion is based on cognitive and emotional responses. Two forms of
cognitive responses are support arguments and counterarguments. Support arguments
are when a receiver agrees with a message argument. Counterarguments are when the
receiver challenges a message claim.

V. An Integrated Model of Persuasion

The factors reviewed can be combined into a coordinated theory of persuasion. Figure 7.4
presents a model of routes by which persuasion occurs. This explanation is based on
Petty and Cacioppo’s elaboration likelihood model (ELM). Elaboration deals with the
mental activity in response to a message such as an advertisement. Motivation to
elaborate is high when a message relates to a person’s present consumption-related goals
and then consumers are more motivated to elaborate or process a message. Opportunity
involves the matter of whether it is physically possible for a person to process a message.
If the opportunity is restricted, elaboration may be low. Ability concerns whether the
person is familiar with the message claims and has the necessary skills to comprehend the
message. When ability is low, elaboration will be low and vice versa. These three factors
determine each person’s elaboration likelihood. Elaboration likelihood (EL) represents
the chance that a message receiver will elaborate on a message by thinking about it and
reacting to it. Depending upon the EL, receivers may follow two routes to persuasion:
central route or peripheral route.

A. The Central Route

When EL is high, receivers will focus on the message arguments more so than
peripheral cues. This is shown in Figure 7.4. The consumer may accept some
arguments but counterargue others. Consumers may use emotion-based persuasion or
message-based persuasion in the central route depending upon how involved they are
with the message.

B. The Peripheral Route

When MOA factors are at low levels, the peripheral route is followed. Peripheral cues
involve elements unrelated to the primary selling points in the message.
1. Classical Conditioning of Attitudes
Pavlov trained dogs to salivate on hearing a bell ring. In this situation, meat
powder was an unconditioned stimulus (US), and salivation was an unconditioned
response (UR). By repeatedly pairing the bell (a conditioned stimulus, or CS) with
the meat powder, the bell by itself eventually caused the dog to salivate. The dog,
in other words, had been trained to emit a conditioned response (CR) upon

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
 The Role of Persuasion in Integrated Marketing Communications

hearing the bell ring. The dog had learned that the bell regularly preceded meat
powder, and thus the ringing bell caused the dog to predict that something
desirable—the meat powder—was forthcoming.
Something similar to this happens when consumers process peripheral cues. For
example, brand advertisements that include adorable babies, attractive people, and
majestic scenery can elicit positive emotional reactions. Think of these peripheral
cues as analogous to meat powder (the US), the emotional reactions as similar to
the dog’s salivation (the UR), and the advertised brand as similar to the bell in
Pavlov’s experiments (the CS). The emotion contained in the cue may become
associated with the brand, thereby influencing consumers to like the brand more
than they did prior to viewing the commercial. Through their repeated association,
the CS (advertised brand) comes to elicit a conditioned response (CR) similar to
the unconditioned response (UR) evoked by the US itself (the peripheral cue).
2. Temporary versus Enduring Attitude Change
According to ELM, people experience only temporary attitude changes when
persuaded by peripheral cues.

C. Dual Routes
It is possible for both routes to work simultaneously. This is shown in Figure 7.4.

VI. Enhancing Consumers’ Motivation, Opportunity, and Ability to Process

Advertisements
The appropriate influence strategy depends both on consumer characteristics and on
brand strengths.

A. Motivation to Attend to Messages

Figure 7.5 shows that one of the communicator’s objectives is to increase the
consumer’s motivation to attend to the message and to process brand information.
Two major forms of attention, as discussed in Chapter 6, are voluntary and
involuntary attention.
1. Appeals to Informational and Hedonic Needs
Figure 7.6 shows an appeal to informational needs. Under high EL, consumers
can be attracted to stimuli which serve information needs.
2. Use of Novel Stimuli
Novel messages are unusual, distinctive, unpredictable, and somewhat
unexpected. It works because it gets more attention when consumers see messages
that are not familiar. This is explained by the concept of human adaptation.
Psychologists call it habituation. Figure 7.7 provides an illustration.
3. Use of Intense or Prominent Cues
Intense cues work by leading to involuntary attention. Figure 7.8 and 7.9
illustrate.
4. Using Motion
Figure 7.10 illustrates using motivation to attract attention.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
 Chapter 7

B. Motivation to Process Messages

Enhanced processing motivation means that the ad receiver has increased interest in
reading or listening to the ad messages to determine what it has to say that might be
of relevance. Marketers do this by enhancing relevance and enhancing curiosity.
Methods for doing so include using fear appeals, dramatic presentations, rhetorical
questions, humor, and suspense or surprise. Figure 7.11 reveals an example.

C. Opportunity to Encode Information

Marketing messages have no chance of effectiveness unless consumer comprehend
the information and store it for later use. Therefore, marketers wish for consumers to
encode the information. The secret to ensuring information is encoded is repetition,
especially under low involvement situations.

D. Opportunity to Reduce Processing Time

Opportunity to process is enhanced if the communicator takes effort to reduce the
time it takes for consumers to consume the information. This is sometimes done with
images. Figure 7.12 illustrates.

E. Ability to Access Knowledge Structures

A brand-based knowledge structure represents the associative links in the consumer’s
long-term memory between the brand and thoughts, feelings, and beliefs about the
brand. Verbal framing is one way of providing context.

F. Ability to Create Knowledge Structures

Marketing communicators may need to create knowledge structures for information
they want consumers to have about the brand. This can be accomplished using
exemplar-based learning. An exemplar is a specimen or model of a particular concept
or idea. Figure 7.13 illustrates the use of analogy to create a knowledge structure.
1. Concretizzations
Used to facilitate consumer learning and retrieval. This was covered in Chapter 6.
Figure 7.14 provides an example.

VII. The Theory of Reasoned Action (TORA)

The message-based persuasion process described above has been fully developed in the
well-known theory of reasoned action (TORA). This theory proposes that all forms of
planned and reasoned behavior (versus unplanned, spontaneous, impulsive behavior)
have two primary determinants: attitudes and normative influences.
Attitude formation according to TORA can best be described in terms of the following
equation.
n
ABj =  bij • ei Equation 7.1
i=1

where:
ABj = attitude toward a particular brand (brand j)
bij = the belief, or expectation, that owning brand j will lead to outcome i

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
 The Role of Persuasion in Integrated Marketing Communications

ei = the positive or negative evaluation of the ith outcome

A consumer’s attitude toward a brand (or, more technically, toward the act of owning and
consuming the brand) is determined by his or her “cognitive structure” (i.e., the beliefs
regarding the outcomes, or consequences, of owning the brand multiplied by the
evaluations of those outcomes). Outcomes (expressed in Equation 7.1 as i =1 through n,
where n is typically fewer than 7) involve those aspects of product ownership (e.g., a
running shoe) that the consumer either desires to obtain (e.g., getting in shape, improving
one’s race time) or to avoid (e.g., knee or foot injuries, abnormal shoe wear). Consumers
approach benefits and avoid detriments. Beliefs (the bij term in Equation 7.1) are the
consumer’s subjective probability assessments, or expectations, regarding the likelihood
that performing a certain act (e.g., buying brand j) will lead to a certain outcome. In
theory, the consumer who is in the market for a product has a separate belief associated
with each potential outcome for each shoe brand he or she is considering buying, and it is
for this reason that the belief term in Equation 7.1 is subscripted both with an i (referring
to a particular outcome) and j (referring to a specific brand).
Because all outcomes are not equally important or determinant of consumer choice, we
need to introduce a term that recognizes this influence differential. This term is the
evaluation component, ei, in Equation 7.1. Evaluations represent the value, or importance,
that consumers attach to consumption outcomes (e.g., getting into shape, improving race
times, avoiding foot injury). It is important to note that outcome evaluations apply to the
product category in general and are not brand specific. It is for this reason that we need
only a single subscript, i, to designate evaluations and not also a j as in the case of beliefs.

A. Attitude Change Strategies

With Equation 7.1 in mind, we can identify three strategies that marketing
communicators employ in attempting to change consumer attitudes: (1) changing
beliefs, (2) altering outcome evaluations, or (3) introducing a new outcome into the
evaluation process. The first attitude-change strategy attempts to bolster attitudes by
influencing brand-related beliefs, which thus explains the term “belief change” to
characterize this strategy. This strategy “operates” on the bij term from Equation 7.1.
A second attitude-change strategy is to influence existing evaluations (the ei term in
Equation 7.1). This evaluation-change strategy involves getting consumers to reassess
a particular outcome associated with brand ownership and to alter their evaluations of
the outcome’s value. A third strategy used by marketing communicators to change
attitudes is what we might call an add-an-outcome strategy. The objective is to get
consumers to judge brands in a product category in terms of a new product benefit on
which “our” brand fares especially well.

VIII. Changing Preferences and Behavioral Modification Strategies

A preference is a behavioral tendency that exhibits itself in how a person acts toward an
object. Preferences can be both cognitively and affectively based. Marketing
communicators’ efforts at changing preferences by appealing to cognitions may meet
with failure if the preferences have an affective basis. Furthermore, even when a
preference is primarily cognitive-based, affect may become independent of the cognitive
elements that were originally its basis. The only way to influence some strongly held

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accessible website, in whole or in part.
 Chapter 7

preferences may be by using methods that have direct emotional impact (e.g., graphic
visual warnings shown to smokers with entrenched beliefs).
In addition to emotional conditions, marketers use a variety of other methods to change
consumer preferences (and behavior) that do not require changing cognitions. These
behavioral modification methods include various forms of classical and operant
conditioning, modeling, and ecological modification. Shaping is one application by
which marketers attempt to shape certain behaviors through a process of changing
preceding conditions and behaviors. Coupons, loss leaders, special deals, and free-trial
periods are all examples to help shape future consumer behavior.
Vicarious learning or modeling is an attempt to change preferences and behavior “by
having an individual observe the actions of others … and the consequences of those
behaviors.”

Chapter Features

Can We Be Persuaded to Overcome Bad Habits? The Cell-Free Club

Changing habits can be especially difficult when it involves overcoming bad habits such as
excessive phone use. People may be persuaded by celebrities, by anti-branding, by stages of
change, and other tactics.

Ad Persuasion for Global Public Causes

Persuasion is even more difficult across different languages and cultures. Ads of the World
(http://adsoftheworld.com) provides thousands of creative ads for different categories and
countries. In particular, public interest ads are included.

Faster Than a Microwave Oven: Better Than a Conventional Oven

The Advantium oven claimed to have the benefits of being faster and better than microwave or
conventional ovens. GE had to convince consumers that the claims were true. It did so by using
cooking demonstrations to credibly show the message argument.

Answers to Discussion Questions

1. Explain the cognitive, affective, and conative attitude components. Provide examples of each
using your attitude toward the idea of personally pursuing a career in selling and sales
management. Contrast the high involvement (standard learning) hierarchy with that of the
low involvement one.

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accessible website, in whole or in part.
 The Role of Persuasion in Integrated Marketing Communications

Answer:
Student answers will vary depending upon their attitudes toward sales but each explanation
should include components of feeling, thinking, and doing and follow the low and high
involvement hierarchies in terms of the order of think, feel, do or do, feel, think.

2. Distinguish between message arguments and peripheral cues as fundamental determinants of

persuasion. Provide several examples of each from actual television commercials or other
advertisements.

Answer:
Student examples from commercials will vary. The message arguments should be primary
selling points and may include evidence to support the arguments. The peripheral cues will
be components not directly related to the selling points such as music and endorsers.

3. Receiver involvement is the fundamental determinant of whether people may be persuaded

through a central or a peripheral route. Explain.

Answer:
The more involved a person is the more likely they will have high elaboration likelihood.
High EL uses the central route.

4. There are three general strategies for changing attitudes. Explain each, using, for illustration,
consumers’ attitudes toward a fast-food chain of your choice (McDonald’s, Burger King,
KFC, etc.).

Answer:
To change someone’s attitude one can use the central route, the peripheral route, or a dual
route. For instance, a fast-food chain which seeks to change a negative attitude against it may
provide documentation on how healthy the food is (central route) or it may use a popular
spokesperson (peripheral route) or it may do both.

5. Assume that your target audience is composed of people who can afford to purchase a
“hybrid” automobile such as the Chevy Volt, Honda’s Insight, or Toyota’s Prius. (Note:
Hybrid automobiles are high-mileage cars that combine efficient gasoline engines with
electric motors powered by batteries.) Assume that your target audience is composed of
people who have negative attitudes toward hybrid vehicles. Using material from the chapter,
how would you attempt to change their attitudes if you were the advertising agency
responsible for this campaign? Be specific. Do the same for all-electric vehicles, such as the
Nissan Leaf.

Answer:
Responses will vary but the explanations should follow the ELM and may also reference the
six tools of influence.

6. Have you personally experienced unethical persuasive efforts from marketing

communicators? Under what circumstances would you most expect to find unethical

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accessible website, in whole or in part.
 Chapter 7

marketing communications, and when would unethical communications most likely be

effective in marketing? Draw upon the integrated model of persuasion (e.g., ELM, see Figure
7.4) in forming your answer.

Answer:
Student answers will vary but will reference the tools of influence and the ELM. Students
may note the need to use counterarguments when dealing with unethical marketing.

7. In the discussion of the influence tactic of reciprocation, you were introduced to the concept
of contingency, or “it-depends,” thinking. What “it-depends” factors best explain when the
scarcity tactic would and would not be effective?

Answer:
Whether and when a tactic is effective depends upon the circumstances and the
characteristics of the people involved. Scarcity would likely be most effective when the item
in scarce supply is desirable to the consumer.

8. Assume that you are on the fundraising committee for a non-profit institution. Explain how
in this situation you could use each of the six influence tactics discussed in the text. Be
specific.

Answer:
Student responses should refer to the six tactics of reciprocity, commitment and consistency,
social proof, authority, liking, and scarcity. Prospective donors might receive a gift and be
inspired to reciprocate with a donation. They might be asked to make a pledge
(commitment). They might be invited to participate by someone they like. They may feel that
time is running out to save the cause (scarcity). They might be told of the importance of the
charity by someone in a position of authority. All of these tactics could encourage donations.

9. Describe the similarity between the concept of elaboration and active synthesis, which was
explained in the prior chapter.

Answer:
Elaboration means to think about content. Synthesis involves making sense of the content.
Both concepts are very similar.

10. Locate two advertisements that illustrate exemplar-based learning and provide detailed
explanations as to how specifically your chosen advertisements facilitate exemplar-based
learning.

Answer:
Student responses will vary.

11. Pretend you are in charge of advertising for an online retailer. You know that consumers
have positive evaluations for the convenience of online shopping but many are distrustful of
unknown retailers and of giving out credit card numbers online. Using material from this

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
 The Role of Persuasion in Integrated Marketing Communications

chapter, explain how you would attempt to change consumers’ attitudes about the risks of
online shopping. Visit several actual online retailers and describe instances where the
retailers have addressed consumers’ risk perceptions.

Answer:
To change attitudes on something of this level of risk, central route processing should be
used. Student answers should identify credible content which could illustrate safety.
Examples will vary.

12. Visit the Internet sites of approximately five brands that appeal to you. Based on the
framework in Figure 7.5, identify at least one example of each of the following efforts to
enhance consumers’ MOA factors: Locate an effort to increase consumers’ motivation to
process brand information. Identify an Internet advertisement that attempts to enhance
consumers’ opportunity to encode information. Find an advertisement that uses an exemplar
to assist consumers in either accessing or creating a new knowledge structure.

Answer:
Student answers will vary.

13. The opening Marcom Insight posed this question: Can we be persuaded to overcome bad
habits? What is your viewpoint on this matter? Please back up your position with appropriate
content from the chapter.

Answer:
The Marcom Insight suggests that habits are difficult to change. Students will present their
opinions.

14. Identify two magazine advertisements of your choice, presumably involving brands/products
that hold some interest for you. With each advertisement, indicate what you consider to be its
message arguments and peripheral cues. Then explain why you regard these as message
arguments/peripheral cues.

Answer:
Student answers will vary.

15. Construct an illustration to demonstrate your understanding of Equation 7.1. Identify three
brands in a product category that is personally relevant. Then specify four “outcomes” (i.e.,
benefits and detriments) pertinent to that category. Next, assign a numerical value from 1 to 5
to each outcome, where 1 equals “virtually no importance” and 5 equals “extreme
importance.” Then assign a value from 1 to 5 to represent your beliefs regarding how well
each of the three brands satisfies each of the four outcomes. In assigning your beliefs, treat 1
as indicating that the brand performs very poorly on this outcome, 5 as indicating the brand
performs extremely well, and 2-through-4 reflecting increasingly positive performance.

Answer:
Student answers will vary.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
 Chapter 7

16. Assume that all outcomes (i = 1… n outcomes) are equally important to customers in a
particular product category. If this were so, how would adjust the attitude model in Equation
7.1 to capture the attitude-formation process?

Answer:
The numerical value assigned would be the same for each option considered.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
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enabled him to “cross the T” of the enemy’s line—i.e., to pass at
right angles across it, raking the ships as he passed, which is
regarded as the most advantageous position that can be obtained in
battle—if the enemy had not turned. N. of Admiral Beatty’s ships was
the British Battle Fleet, with three battle-cruisers under Hood on one
wing, and three or four armoured cruisers under Arbuthnot on the
other. On a line generally parallel to Beatty’s was the whole force of
German battle-cruisers (3) and battleships (22), slightly astern of
him, so that the German ships at the southern end of the line were
out of the battle—too distant to fire. The head of the enemy line was
some 12,000 yards from him, and about 22,000 yards from the
British Battle Fleet.
Beatty’s eastward turn compelled the enemy to turn, and
enabled the British Battle Fleet, if it desired, to move in behind the
High Sea Fleet and cut it off from its bases. To reinforce Beatty in
these critical moments, Hood steamed in fast with his three battle-
cruisers, and swung magnificently into position at the head of
Beatty’s line. There he received a terrific fire from the enemy, 8,000
yards away, and a few minutes later the Invincible, his flagship, was
struck by the combined salvoes of the German Fleet and she sank.
Three battle-cruisers were gone, and of their combined crews of
2,500 men a mere handful were saved. Beatty at 6.35, about the
time when the Invincible sank, turned S.E. A little earlier, Rear-
Admiral Arbuthnot, with three weak armoured cruisers, struck the
German Battle Fleet, which was apparently almost hidden in smoke.
His intervention prevented a dangerous German torpedo attack on
the British battle-cruisers, but in rendering this last service he
perished.
The Black Prince was very badly hit. The Warrior was disabled,
and in extreme danger. Probably the German ships were attacking
these vessels with concentrated salvoes—battleships of the super-
Dreadnought class firing at pre-Dreadnought armoured cruisers. The
German shooting must have begun to deteriorate, as the Warspite
was quickly got under control, and with but slight damage rejoined
the Fifth Battle Squadron, which was now taking station astern of
Admiral Jellicoe’s Fleet.
 At 6.17 this Fleet entered the battle. The First Battle Squadron
was the first to engage at 11,000 yards, closing the enemy slowly to
9,000 (which is very short range indeed, and would allow the
Germans to use their 6-in. guns). The light was very bad. The
Germans were shrouded in haze; their destroyers sent up thick
clouds of coal smoke, which obscured an atmosphere already
choked with the fumes of bursting shells, and the smoke from the
numerous fires in the ships engaged. From the van of the Battle
Fleet never more than five German ships could be seen, and from
the rear never more than twelve. The British constantly strove to
close, but were eluded by the enemy, who utilised destroyer attacks
to cover his retreat. But, difficult though it was to shoot with
accuracy, Sir J. Jellicoe reports that in this phase of the battle the
enemy ships were repeatedly hit, and one at least was seen to sink.
The Marlborough, in the First Battle Squadron, specially
distinguished herself, firing seven salvoes (if with all her guns about
70 13·5-in. shell) at a battleship of the Kaiser class; at 6.54 she was
so unlucky as to be hit by a torpedo fired from a German light
cruiser, which she sank. She was the only British ship to suffer in this
way. A great cloud of smoke rose from her and she listed violently,
then recovered, and nine minutes later re-opened fire. At 7.12 she
poured 14 salvoes with great speed upon a battleship of the König
class, and drove her from the line.
The flagship, Iron Duke, at 6.30 engaged a Dreadnought of the
König class in the German Fleet, hitting her at the second salvo,
which was a remarkable gunnery performance at a range of 12,000
yards and in the clouds of smoke. The enemy turned away and
escaped. The other ships of the Fourth Battle Squadron were mainly
engaged with the German battle-cruisers. The Second Battle
Squadron attacked the German battleships, and also fired at a
damaged German battle-cruiser, from 6.30 to 7.20; at 7 p.m. the
British Fleet turned S., and shortly afterwards S.W. The battleship
engagement closed about 8.20, when the enemy disappeared in the
smoke and mist. He lay to the W. of Admiral Jellicoe’s Fleet, and
orders were issued to the British torpedo craft to attack him. About
8.20 Beatty pushed W. in support of the light cruisers which had
been ordered to locate the enemy’s position, and came upon two
battle-cruisers and two battleships, which he attacked at a range of
10,000 yards. The leading German ship was struck repeatedly, and
turned away sharply with a very heavy list, emitting flames; the
Princess Royal set a three-funnelled battleship (possibly the
Helgoland) on fire. A third ship was battered by the Indomitable and
New Zealand, and was seen heeling over, on fire, drawing out of the
line. Then about 8.38 the mist came down so thickly that the battle
was broken off, the enemy fleet being last seen by the larger British
ships about 8.38, steaming W.
At 8.40 a violent explosion was felt by the British Fleet. This was
probably caused by the destruction of a big ship.
Beatty steamed S.W. till 9.24, when having seen nothing more of
the enemy, he assumed that the Germans were to the N.W., and
proceeded N.N.E. to the British Battle Fleet. He says: “In view of the
gathering darkness, and the fact that our strategical position was
such as to make it appear certain that we should locate the enemy
at daylight under most favourable circumstances, I did not consider
it proper or desirable to close the enemy battle fleet during the dark
hours.”
STORMING THE VILLAGE OF LOOS: HAND-TO-HAND
FIGHTING IN THE STREETS.
Reproduced by permission of “The Sphere.”
 VI.

THE CHARGE AT LOOS OF THE LONDON IRISH

(18th London).

A VIVID account of an incident at Loos, which has become

historic, was given by one of the London Irish Regiment who
was wounded during the charge:—

“One set of our men—keen footballers—made a strange

resolution; it was to take a football along with them. The platoon
officer discovered this, and ordered the football to be sent back—
which, of course, was carried out. But the old members of the
London Irish Football Club were not to be done out of the greatest
game of their lives-the last to some of them, poor fellows—and just
before Major Beresford gave the signal the leather turned up again
mysteriously.
“Suddenly the officer in command gave the signal, ‘Over you go,
lads!’ With that the whole line sprang up as one man, some with a
prayer, not a few making the sign of the Cross. But the footballers,
they chucked the ball over and went after it just as cool as if on the
field, passing it from one to the other, though the bullets were flying
thick as hail, crying, ‘On the ball, London Irish!’ just as they might
have done at Forest Hill. I believe that they actually kicked it right
into the enemy’s trench with the cry, ‘Goal!’ though not before some
of them had been picked off on the way.
“There wasn’t 400 yards between the trenches, and we had to
get across the open—a manœuvre we started just as on parade. All
lined up, bayonets fixed, rifles at the slope. Once our fellows got
going it was hard to get them to stop, with the result that some
rushed clean into one of our own gas waves and dropped in it just
before it had time to get over the enemy’s trench.
“The barbed wire had been broken into smithereens by our
shells so that we could get right through; but we could see it had
been terrible stuff, and we all felt we should not have had a ghost of
a chance of getting through had it not been for an unlimited supply
of shells expended on it.
“When we reached the German trench, which we did under a
cloud of smoke, we found nothing but a pack of beings dazed with
terror. In a jiffy we were over their parapet and the real work began;
a kind of madness comes over you as you stab with your bayonet
and hear the shriek of the poor devil suddenly cease as the steel
goes through him and you know he’s ‘gone west.’ The beggars did
not show much fight, most having retired into their second line of
trenches when we began to occupy their first to make it our new line
of attack. That meant clearing out even the smallest nook or corner
that was large enough to hold a man.
“This fell to the bombers. Every bomber is a hero, I think, for he
has to rush on, fully exposed, laden with enough stuff to send him
to ‘kingdom come’ if a chance shot or stumble sets him off.
“Some of the sights were awful in the hand-to-hand struggle, for,
of course, that is the worst part. Our own second in command,
Major Beresford, was badly wounded. Captain and Adjutant
Hamilton, though shot through the knee just after leaving our
trench, was discovered still limping on at the second German trench,
and had to be placed under arrest to prevent his going on till he bled
to death.
“They got the worst of it, though, when it came to cold steel,
which they can’t stand, and they ran like hares. So having left a
number of men in the first trench, we went on to the second and
then the third, after which other regiments came up to our relief,
and together we took Loos. It wasn’t really our job at all to take
Loos, but we were swept on by the enthusiasm, I suppose, and all
day long we were at it, clearing house after house, or rather what
was left of the houses—stabbing and shooting and bombing till one
felt ready to drop dead oneself. We wiped the 22nd Silesian
Regiment right out, but it was horrible to work on with the cries of
the wounded all round.”
BRITISH TROOPS IN ACTION ON THE GALLIPOLI PENINSULA.
Reproduced by permission of “The Illustrated London News.”
 VII.

THE LANDING AT V BEACH, NEAR SEDD-EL-

BAHR.E

By John Masefield.

E
From “Gallipoli.” By John Masefield. (Heinemann.)

T HE men told off for this landing were: the Dublin Fusiliers, the
Munster Fusiliers, half a battalion of the Hampshire Regiment,
and the West Riding Field Company.

Three companies of the Dublin Fusiliers were to land from towed

lighters, the rest of the party from a tramp steamer, the collier River
Clyde. This ship, a conspicuous seamark at Cape Helles throughout
the rest of the campaign, had been altered to carry and land troops.
Great gangways or entry ports had been cut in her sides on the level
of her between decks, and platforms had been built out upon her
sides below these, so that men might run from her in a hurry. The
plan was to beach her as near the shore as possible, and then drag
or sweep the lighters, which she towed, into position between her
and the shore, so as to make a kind of boat bridge from her to the
beach. When the lighters were so moored as to make this bridge,
the entry ports were to be opened, the waiting troops were to rush
out on to the external platforms, run from them on to the lighters,
and so to the shore. The ship’s upper deck and bridge were
protected with boiler plate and sandbags, and a casemate for
machine guns was built upon her fo’c’sle, so that she might reply to
the enemy’s fire.
Five picket-boats, each towing five boats or launches full of men,
steamed alongside the River Clyde and went ahead when she
grounded. She took the ground rather to the right of the little beach,
some 400 yards from the ruins of Sedd-el-Bahr Castle, before the
Turks had opened fire; but almost as she grounded, when the
picket-boats with their tows were ahead of her, only 20 or 30 yards
from the beach, every rifle and machine gun in the castle, the town
above it, and in the curved, low, strongly trenched hill along the bay,
began a murderous fire upon ship and boats. There was no question
of their missing. They had their target on the front and both flanks
at ranges between 100 and 300 yards in clear daylight, 30 boats
bunched together and crammed with men and a good big ship. The
first outbreak of fire made the bay as white as a rapid, for the Turks
fired not less then 10,000 shots a minute for the first few minutes of
that attack. Those not killed in the boats at the first discharge
jumped overboard to wade or swim ashore. Many were killed in the
water, many, who were wounded, were swept away and drowned;
others, trying to swim in the fierce current, were drowned by the
weight of their equipment. But some reached the shore, and these
instantly doubled out to cut the wire entanglements and were killed,
or dashed for the cover of a bank of sand or raised beach which runs
along the curve of the bay. Those very few who reached this cover
were out of immediate danger, but they were only a handful. The
boats were destroyed where they grounded.
Meanwhile the men of the River Clyde tried to make their bridge
of boats by sweeping the lighters into position and mooring them
between the ship and the shore. They were killed as they worked,
but others took their places; the bridge was made, and some of the
Munsters dashed along it from the ship and fell in heaps as they ran.
As a second company followed, the moorings of the lighters broke or
were shot; the men leaped into the water, and were drowned or
killed, or reached the beach and were killed, or fell wounded there,
and lay under fire, getting wound after wound till they died; very,
very few reached the sandbank. More brave men jumped aboard the
lighters to remake the bridge; they were swept away or shot to
pieces. The average life on those boats was some three minutes
long, but they remade the bridge, and the third company of the
Munsters doubled down to death along it under a storm of shrapnel
which scarcely a man survived. The big guns in Asia were now
shelling the River Clyde, and the hell of rapid fire never paused.
More men tried to land, headed by Brigadier-General Napier, who
was instantly killed, with nearly all his followers. Then for long hours
the remainder stayed on board, down below in the grounded
steamer, while the shots beat on her plates with a rattling clang
which never stopped. Her twelve machine guns fired back, killing
any Turk who showed; but nothing could be done to support the few
survivors of the landing, who now lay under cover of the sandbank
on the other side of the beach. It was almost certain death to try to
leave the ship, but all through the day men leaped from her (with
leave or without it) to bring water or succour to the wounded on the
boats or beach. A hundred brave men gave their lives thus; every
man there earned the Cross that day. A boy earned it by one of the
bravest deeds of the war, leaping into the sea with a rope in his
teeth to try to secure a drifting lighter.
The day passed thus, but at nightfall the Turks’ fire paused, and
the men came ashore from the River Clyde, almost unharmed. They
joined the survivors on the beach, and at once attacked the old fort
and the village above it. These works were strongly held by the
enemy. All had been ruined by the fire from the Fleet, but in the
rubble and ruin of old masonry there were thousands of hidden
riflemen backed by machine guns. Again and again they beat off our
attacks, for there was a bright moon and they knew the ground, and
our men had to attack uphill over wire and broken earth and heaped
stones in all the wreck and confusion and strangeness of war at
night in a new place. Some of the Dublins and Munsters went astray
in the ruins, and were wounded far from their fellows, and so lost.
The Turks became more daring after dark; while the light lasted they
were checked by the River Clyde’s machine guns, but at midnight
they gathered unobserved and charged. They came right down on to
the beach, and in the darkness and moonlight much terrible and
confused fighting followed. Many were bayoneted, many shot, there
was wild firing and crying, and then the Turk attack melted away,
and their machine guns began again. When day dawned, the
survivors of the landing party were crouched under the shelter of the
sandbank; they had had no rest; most of them had been fighting all
night; all had landed across the corpses of their friends. No retreat
was possible, nor was it dreamed of, but to stay there was hopeless.
Lieut.-Colonel Doughty-Wylie gathered them together for an attack;
the Fleet opened a terrific fire upon the ruins of the fort and village,
and the landing party went forward again, fighting from bush to
bush and from stone to stone, till the ruins were in their hands.
Shells still fell among them, single Turks, lurking under cover, sniped
them and shot them; but the landing had been made good, and V
beach was secured to us.
This was the worst and the bloodiest of all the landings.
THE BATTLE OF THE SOMME: THE COLDSTREAM GUARDS’ SPLENDID
CHARGE.
Reproduced by permission of “The Illustrated London News.”
 VIII.

THE COLDSTREAM GUARDS AT THE BATTLE OF

THE SOMME.F

By Philip Gibbs.

F
From “The Battles of the Somme.” (Heinemann.)

A ND now I must tell a little more in detail the story of the Guards
in this battle. It is hard to tell it, and not all can be told yet
because of the enemy. The Guards had their full share of the
fighting, and of the difficult ground, with strong forces against them.
They knew that would be so before they went into battle, and yet
they did not ask for better things but awaited the hour of attack with
strong, gallant hearts, quite sure of their courage, proud of their
name, full of trust in their officers, eager to give a smashing blow at
the enemy.

These splendid men, so tall and proper, so hard and fine, went
away as one might imagine the old knights and yeomen of England
at Agincourt. For the first time in the history of the Coldstreamers,
three battalions of them charged in line, great solid waves of men,
as fine a sight as the world could show. Behind them were the
Grenadiers, and again behind these men the Irish.
They had not gone more than 200 yards before they came under
the enfilade fire of massed machine guns in trenches not previously
observed. The noise of this fire was so loud and savage that,
although hundreds of guns were firing, not a shot could be heard. It
was just the stabbing staccato hammering of the German Maxims.
Men fell, but the lines were not broken. Gaps were made in the
ranks, but they closed up. The wounded did not call for help, but
cheered on those who swept past and on, shouting “Go on, Lily-
whites!”—which is the old name for the Coldstreamers—“Get at ’em,
Lily-whites!”
They went on at a hot pace with their bayonets lowered. Out of
the crumpled earth—all pits and holes and hillocks, torn up by great
gun-fire—grey figures rose and fled. They were German soldiers
terror-stricken by this rushing tide of men.
The Guards went on. Then they were checked by two lines of
trenches, wired and defended by machine guns and bombers. They
came upon them quicker than they expected. Some of the officers
were puzzled. Could these be the trenches marked out for attack—or
other unknown trenches? Anyhow, they must be taken—and the
Guards took them by frontal assault full in the face of continual
blasts of machine-gun bullets.
There was hard and desperate fighting. The Germans defended
themselves to the death. They bombed our men, who attacked them
with the bayonet, served their machine guns until they were killed,
and would only surrender when our men were on top of them. It
was a very bloody hour or more. By that time the Irish Guards had
joined the others. All the Guards were together, and together they
passed the trenches, swinging left inevitably under the machine-gun
fire which poured upon them from their right, but going steadily
deeper into the enemy country until they were 2,000 yards from
their starting place.
Then it was necessary to call a halt. Many officers and men had
fallen. To go farther would be absolute death. The troops on the
right had been utterly held up. The Guards were “up in the air” with
an exposed flank, open to all the fire that was flung upon them from
the enemy’s lines. The temptation to go farther was great. The
German infantry was on the run. They were dragging their guns
away. There was a great panic among the men who had been hiding
in trenches. But the German machine gunners kept to their posts to
safeguard a rout, and the Guards had gone far enough through their
scourging bullets.
They decided very wisely to hold the line they had gained, and
to dig in where they stood, and to make forward posts with strong
points. They had killed a great number of Germans and taken 200
prisoners and fought grandly. So now they halted and dug and took
cover as best they could in shell-craters and broken ground, under
fierce fire from the enemy’s guns.
The night was a dreadful one for the wounded, and for men who
did their best for the wounded, trying to be deaf to agonizing
sounds. Many of them had hairbreadth escapes from death. One
young officer in the Irish Guards lay in a shell-hole with two
comrades, and then left it for a while to cheer up other men lying in
surrounding craters. When he came back he found his two friends
lying dead, blown to bits by a shell.
But in spite of all these bad hours the Guards kept cool, kept
their discipline, their courage, and their spirit. The Germans
launched counter-attacks against them, but were annihilated. The
Guards held their ground, and gained the greatest honour for self-
sacrificing courage which has ever given a special meaning to their
name. They took the share which all of us knew they would take in
the greatest of all our battles since the first day of July, and, with
other regiments, struck a vital blow at the enemy’s line of defence.
THE ADVANCE ON BAGHDAD: BATTLE ON THE DIALA RIVER.
Reproduced by permission of “The Sphere.”
 IX.

THE MOONLIGHT BATTLE FOR BAGHDAD.

By Edmund Candler.

T HE last fighting before Baghdad is likely to become historic on

account of the splendid gallantry of our troops in the crossing
of the Diala River. After the action at Lajj the Turkish rearguard fell
back on Diala, destroying the bridge which crosses the stream at its
junction with the Tigris. We pushed on in pursuit on the left bank,
sending cavalry and two columns of infantry to work round on the
right bank, and to enter Baghdad from the west. Speed in following
up was essential, and the column attacking Diala was faced with
another crossing in which the element of surprise was eliminated.
The village lies on both banks of the stream, which is 120 yards
wide. The houses, trees, nullah, and walled gardens made it
impossible to build a road and ramps quickly and to bring up
pontoons without betraying the point of embarkation. Hence the old
bridgehead site was chosen. The attack on the night of the 7th was
checked, but the quality of courage shown by our men has never
been surpassed in war. Immediately the first pontoon was lowered
over the ramp the whole launching party was shot down in a few
seconds. It was a bright moonlight, and the Turks had concentrated
their machine guns and rifles in the houses on the opposite bank.

The second pontoon had got into the middle of the stream,
when a terrific fusillade was opened on it. The crew of five rowers
and ten riflemen were killed and the boat floated down the stream.
A third got nearly across, but was bombed and sank. All the crew
were killed. But there was no holding back. The orders still held to
secure the passage. Crew after crew pushed off to an obvious and
certain death. The fourth crossing party was exterminated in the
same way, and the pontoons drifted out to the Tigris to float past
our camp in the daylight with their freight of dead. The drafts who
went over were raised by volunteers from other battalions in the
brigade. These and the sappers on the bank share the honour of the
night with the attacking battalion. Nothing stopped them, save the
loss of the pontoons. A Lancashire man remarked: “It is a bit hot
here, but let’s try higher up,” but the gallant fellows were reduced to
their last boat. Another regiment, which was to cross higher up,
were delayed, as the boats had to be carried nearly a mile across
country to the stream. After the failure of the bridgehead passage
the second crossing was cancelled, but the men were still game.
On the second night the attempt was pursued with equal
gallantry. This time the attack was preceded by a bombardment.
Registering by artillery had been impossible on the first day in the
speed of the pursuit. It was the barrage that secured us the footing
—not the shells, but the dust raised by them. This was so thick that
you could not see your hand in front of your face. It formed a
curtain behind which ten boats were able to cross. Afterwards, in
clear moonlight, when the curtain of dust had lifted, the conditions
of the night before were re-established. Succeeding crossing parties
were exterminated, and pontoons drifted away, but a footing was
secured. The dust served us well. The crew of one boat which lost
its way during the barrage were untouched, but they did not make
the bank in time. Directly the air cleared a machine-gun was opened
on them, and the rowers were shot down, and the pontoon drifted
back ashore. A sergeant called to volunteers to get the wounded out
of the boat, and a party of twelve men went over the river bank.
Every man of them, as well as the crew of the pontoons, were killed.
Some 60 men had got over, and these joined up and started
bombing along the bank. They were soon heavily pressed by the
Turks on both flanks, and found themselves between two woods.
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