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Growing by growing distribution
Includes video content
Recommended by Warc editors
Kate Waters and Byron Sharp, Institute of Practitioners in Advertising, from Advertising Works 20, 2011, pp. 7-11
Advertising is a weak force in the sense that it doesn't have the ability to change opinions the way that recommendations from family and friends (and even authority figures) can.
Advertising is a weak force in the sense that it doesn't have the ability to change opinions the way that recommendations from family and friends (and even authority figures) can. So how does advertising work then? Largely without forcing people to consider and change their opinions. It is particularly good at refreshing existing memories, so has a natural advantage in encouraging existing loyalties. Brands grow when they gain mental and physical availability - when they become easier for more people to buy them at more times and in more places (i.e. wider distribution). Cases from the IPA Effectiveness Awards 2011 illustrate how advertising has supported physical availability, an increasing trend in campaign objectives.
Tell them and they'll forget; show them and they may remember; involve them and they'll understand
Includes video content
Recommended by Warc editors
Lorna Hawtin, Institute of Practitioners in Advertising, from Advertising Works 20, 2011, pp. 13-18
In 2011, many of the IPA Effectiveness Awards submissions centrally featured experiential elements. What can be observed about the measurement of experiential marketing from these cases? And what obstacles still remain in the quest to understand the value it can add to the bottom line? Experiential has a fragmented identity that makes it difficult to draw conclusions and industry benchmarks are few.
In 2011, many of the IPA Effectiveness Awards submissions centrally featured experiential elements. What can be observed about the measurement of experiential marketing from these cases? And what obstacles still remain in the quest to understand the value it can add to the bottom line? Experiential has a fragmented identity that makes it difficult to draw conclusions and industry benchmarks are few. Equally, data collection itself can disrupt the effect it is trying to measure, by interupting or spoiling consumers' spontaneous enjoyment. Because desired behaviours often play out in a dispersed way, only by being able to isolate a robust sample of individuals who've been exposed, will it be possible to definitively understand how the effects unfold, and what value the experience has added in commercial terms. In addition to participants, there are very often a large number of additional firsthand spectators who tend to be overlooked in measurement terms. The sphere of influence needs to be redefined in order to calculate ROMI.
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