Marketing activation

Published on Author Suchen

Marketing activation is the execution of the marketing mix as part of the marketing process. The activation phase comes Typically partner after the Planning Phase During qui managers Their marketing plan activities and is Followed by a feedback stage in qui results are Evaluated with marketing analytics .

Depending on the business objective, two types of marketing can be used as part of a marketing strategy.

  • Brand activation, sometimes called brand engagement which focuses on building a relationship between the brand and the customer.
  • Activation based on direct-response marketing will focus on generating immediate sales transactions.

Planning the activation

Before executing its marketing activities, “By focusing on some influents only, activation can become more efficient and higher returns can be expected.” [1]

Customer data is a significant source of information for planning marketing activation. A common practice is to use a customer relationship management tools and techniques to increase the impact of marketing because of CRM “provides an integrative framework in which marketing activation and customer activities collaborate to increase patronage” [2]

Challenges

A successful marketing activation will allow businesses to increase their profits and reach their strategic goals. There are however challenges that managers will face in putting in place a marketing activation program. One of the challenges is dealing with an ever changing marketplace. Customer preferences and attitudes keep evolving and require managers to adapt rapidly. This poses a challenge because, for example, “direct marketing activation triggers that have been accurate 6 months ago, may now be quite inappropriate.” [3]

Another challenge related to marketing activation to reach different markets with culturally relevant proposals. McDonald’s is said to be a good example of a company that can effectively reach a diverse audience. Among the techniques it uses, “it engages in unique marketing activation, including strong use of PR and targeted events at black, Asian, and Latino youth.” [4]

Data-driven marketing activation

Over the years, marketing activation has become more and more data-driven. This allows for more accurate, more effective, and more successful returns. This phenomenon has become more important because it is generally effective. Often, only a small proportion of the reactants react positively to such activation, resulting in waste in marketing expenses. If a circle of influencers can be identified for certain events or phenomena, then such activities may be focused on a group of factors or individuals, thus, optimizing the outcomes. ” [5]

Different types of data are used in marketing activation. For example, “video-based measurement (…) provides visibility into shopper engagement and behavior related to exact marketing activation, enabling a holistic approach to shopper marketing .” [6]

CRM data and models are also used to improve the effectiveness of marketing activation. One of these models, the marketing funnel , “is a key conceptual framework that is routinely used by practitioners to deconstruct the marketing activation and identify key issues.” [7]

Online video

Marketing activation can be enriched with the use of online tools. The advent of online video has opened up many opportunities for marketers. YouTube , for example, “has given marketers a platform for celebrating and amplifying almost every marketing activation.” [8]

Sports marketing

Marketing activation techniques are commonly used in sports marketing . They are often associated with a brand sponsoring an athlete or an event in order to boost their brand awareness . It has been said that “with strong marketing activation and creativity, consumers should remember the sponsor’s campaign” [9]

What it is not

Even though marketing activation encompasses most marketing activities, some approaches, in the fields of communication and customer service , may not qualify for marketing activation. For example, ” public relations can be viewed as a broad communication operation rather than a sharp marketing activation.” [10]

Notes

  1. Jump up^ Nalica, Angela; Barrios, Erniel B .; G. Lansanga, Joseph Ryan. “Identifying Influencers of Consumer Activity” (PDF) . Working paper series . School of statistics – UNIVERSITY OF THE PHILIPPINES DILIMA . Retrieved 18 August 2011 .
  2. Jump up^ G. Lansanga, Joseph Ryan; Barrios, Erniel B. “Forecasting Customer Lifetime Value” (PDF) . Working paper series . School of statistics – UNIVERSITY OF THE PHILIPPINES DILIMA . Retrieved 18 August 2011 .
  3. Jump up^ Wood, Andy (June 2009). “Speaking my language?” (PDF) . Journal of Financial Services Marketing . 14 (1): 92-97 . Retrieved 18 August 2011 .
  4. Jump up^ Anonymous (October 1, 2010). “What are the most crucial factors to effectively reach multicultural youth?” . PRWeek . Retrieved 18 August 2011 .
  5. Jump up^ Nalica, Angela; Barrios, Erniel B .; G. Lansanga, Joseph Ryan. “Identifying Influencers of Consumer Activity” (PDF) . Working paper series . School of statistics – UNIVERSITY OF THE PHILIPPINES DILIMA . Retrieved 18 August 2011 .
  6. Jump up^ Stahlberg, Markus; Maila, City (2009). Shopper Marketing: How to Increase Purchase Decisions at the Point of Sale . Kogan Page . p. 107. ISBN  978-0-7494-5702-0 .
  7. Jump up^ Nair, Ciju TR “ESSAYS ON ONLINE BROWSING AND PURCHASE” . Dissertation presented to the Graduate School of the Arts and Sciences of the University of Washington . WASHINGTON UNIVERSITY – Olin School of Business . Retrieved 18 August 2011 .
  8. Jump up^ Jarboe, Greg; Reider, Suzie (2009). YouTube and Video Marketing: An Hour a Day . John Wiley and Sons. p. 474. ISBN  0-470-45969-7 .
  9. Jump up^ R. Chase, Christopher; Rick Kurnit (8 April 2010). “Fighting for what is left of exclusivity: Strategies to protect the exclusivity of sponsors in the sports industry” (PDF) . Journal of Sponsorship . 3 (4): 379-393 . Retrieved 18 August 2011 .
  10. Jump up^ Bhatia, BS; Batra, GS (1995). Management of Public Enterprises: Performance and policy perspectives . University of Michigan: Deep & Deep Publications. ISBN  81-7100-731-7 .