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Smith Marketer

Fall 2005, Issue #1 Thursday, September 8th

Announcements
Welcome class of 2007!! The GMA Executive Committee welcomes you to the Robert H. Smith
School of Business. You can look forward to a productive, exciting, and fun year ahead. Smith
Marketer is the GMA’s bi-monthly newsletter bringing you:

 SmithPoint- a forum for letters to the editor and case competition and conference updates
directly from the participants
 announcements of upcoming GMA events
 case competition dates and locations
 links to industry webcasts
 upcoming industry conferences
 marketing job and internship postings
 the latest industry news

We welcome your feedback and encourage you to submit letters to SmithPoint with your thoughts
on today’s marketing topics.

The GMA is always looking to expand our network. We need your help in drawing top quality
speakers for this fall’s marketing forum. If you have any marketing contacts from a past employer
or internship please keep the GMA in mind! If you think you have identified a potential speaker,
please first contact Monisha Banerjee at mbanerjee2006@rhsmith.umd.edu to verify that the
candidate fits the profile of the program. If necessary, we can advise you on how to best pitch the
candidate on speaking at Smith.

Although Smith Marketer may follow the same format from week to week, we are continuously
making updates to bring you the latest announcements, jobs, and conferences. To help you
identify newly added information, we have added the icon to highlight the latest additions.

As always, if you have any questions or comments regarding the content in any issue of Smith
Marketer, please feel free to contact the executive committee at marketing@rhsmith.umd.edu.
We welcome your feedback and contributions! Email us any career opportunities, articles, or
events that you would like to share with the GMA community. Enjoy!

Regards,

The 2005/2006 GMA Executive Committee

Monisha Banerjee- President
Tawney Bains, VP External Relations
Melissa Davis, VP Programs
Mark Nebesky- VP Finance
Andrew Roberts, VP Web Development
Vishwas- VP Career Development
Derek Vlcko, VP Communications
Smith Marketer
Fall 2005, Issue #1 Thursday, September 8th

UPCOMING GMA EVENTS

 Wednesday, Sep. 14, 5:00-6:00 p.m., VMH 1412, Resume & Cover Letter Workshop.
Work on crafting that perfect resume and cover letter at this valuable PCC, OCM (Office
of Career Mgt.), DBM (Drake Beam and Morin), and SCI (Stanton Chase International)
cosponsored event.
 Saturday, Sep. 17, Time and location TBD, GMA Tailgate. Rally with your classmates
as the Terps get ready to take on the West Virginia Mountaineers in a classic college
football rivalry. GO TERPS!
 Thursday, Sep. 22, 5:00-7:00 p.m. Van Munching Courtyard, MBAA Happy Hour
sponsor. Enjoy the Fall weather in the courtyard with hot food, cold drinks, and of
course……Good Times!

CASE COMPETITIONS


th
Sep. 23-24 , West Layfayette, IN, DuPont-Krannert Marketing Case Competition
2005. Teams consist of four MBA students (maximum of 2 second year students). One
team is permitted per school, to be selected by the school marketing club.

Prizes will be awarded as follows: First Place - $3000, to be divided equally among team
members, and interviews with the company sponsor (DuPont). Second Place- $2000, to
be divided equally among team members. Third Place- $1000, to be divided equally
among team members.

For additional information and registration, visit:
http://www.krannert.purdue.edu/clubs/kgma/DuPont.asp

WEBCASTS

 Tuesday, Sep. 20th, 1:00 pm. Brand Portfolio Strategy:
Managing and Investing in the Right Brands to Drive Business
Results. Join in on the first webcast in the 3-part Brandweek series,
"Using Brands to Drive Growth". In this session, Scott Davis reveals
how to manage a portfolio of brands to optimize business growth and
profoundly affect your firm's profitability. Using the latest thinking Webcast!
from Brand Portfolio Strategy, written by David Aaker, Prophet's Vice-
Chairman, and leveraging Scott's extensive brand portfolio work with leading companies,
he will introduce strategic ways to stay relevant with customers, capitalize on under-
leveraged brands, and generate energy among your brands. This presentation will help
executives at all levels understand what an organization can do to leverage its brand
portfolios to enable effective business strategies.

https://amawebcasts.webex.com/amawebcasts/mywebex/epmainframe.php?rlink=https%
3A%2F%2Famawebcasts.webex.com%2Famawebcasts%2Fonstage%2Fmainframe.php
%3Fmainurl%3D%2Famawebcasts%2Fonstage%2Ftool%2Fevent%2Fevent_detail.php
%3FEventID%3D335665380%26FirstEnter%3D1%26GuestTimeZone%3D%26SourceId
%3D&Rnd7160=0.3988269297451432

Page 2 of 14
Smith Marketer
Fall 2005, Issue #1 Thursday, September 8th

AREA CONFERENCES


th
Sep. 25-28 , Boston, MA. AMA Annual Marketing Research Conference. The Annual
Marketing Research Conference is one of the AMA's largest and most popular
professional development forums for the market researcher. This conference is designed
to develop the researchers' scope through a variety of activities: intensive tutorial
instruction (optional), provocative keynote presenters, concurrent sessions, presentations
by leading research companies, as well as a variety of networking opportunities. For
additional information and registration, visit
http://www.marketingpower.com/aevent_event.php?Event_ID=24630


th
Sep. 26-27 , New York, NY, Building Marketing Dashboards for Better ROI.
Marketers everywhere are being held to higher standards of accountability for their
actions and investments. Where are you and your department positioned in the new era
of Marketing Accountability, ROI and Marketing Measurement?

This intensive, two-day seminar showcases the clear benefits of employing a well-
designed marketing dashboard to measure and enhance marketing ROI. The right
metrics drive the right actions, creating clear alignment with executive management. This
seminar will include in-depth design case studies from B2B and B2C companies to
provide actionable learning.
http://www.marketingpower.com/aevent_event.php?Event_ID=25882


th
Oct. 27-28 , Washington, D.C., AMA Nonprofit Marketing Boot Camp. In today’s
challenging economic climate, every nonprofit needs an organization-wide commitment to
a comprehensive marketing strategy to help it stand out among the growing number of
nonprofits competing for funding, programs, and volunteers. To focus your organization’s
marketing efforts to drive results, the AMA offers this highly interactive program facilitated
by an experienced AMA instructor.
http://www.marketingpower.com/aevent_event.php?Event_ID=26733


th
Oct. 27-28 , Philadelphia, PA, AMA Marketing Research Boot Camp. Building solid
marketing strategies in today’s competitive market is impossible without sound market
research. The right market information can boost your sales, position your product more
effectively, and help you speak more effectively to your audience.

Reinforce and focus your marketing research skills. This highly interactive program,
facilitated by an experienced marketing research professional, can provide you with the
knowledge and tools you need to develop and manage research projects to meet your
specific goals. No prior marketing research experience is required!

This intense 1 ½ day training program focuses on the most critical elements of marketing
research. It covers the technical aspects of the marketing research process such as
sampling, questionnaire design and analysis. You will spend significant time blue-printing
real life marketing challenges that organizations can address using proper research
methods. Examples include evaluating key brand elements, new product development
and customer segmentation. Most of all, you will leave Marketing Research Boot Camp™
with highly usable information to take back and implement immediately.

Register now and provide your marketing and research staff with the tools and skills
necessary to keep your organization ahead of the competition!
http://www.marketingpower.com/aevent_event.php?Event_ID=24801

Page 3 of 14
Smith Marketer
Fall 2005, Issue #1 Thursday, September 8th


th
Nov. 3-4 , Washington, D.C., Market Segmentation. Market segmentation is an
integral part of modern strategic marketing, but the process of developing a useful
segmentation is difficult, requiring substantial investment of resources, and often the
results are not entirely useful. Despite the substantial challenges inherent in market
segmentation analysis, it can give a company a substantial competitive advantage.

Building an actionable segmentation solution is an iterative, dynamic, and time-
consuming process. This interactive two-day course includes in-depth discussion of all
aspects involved in the process of developing an effective market segmentation solution.
The approach is methods-oriented, including the conceptual foundations of segmentation
and emphasizing practical application. Real-world examples of segmentation solution
development will be used to illustrate principles and techniques discussed in the course.
Although there will be discussion of business-to-business segmentation examples, more
emphasis is given to consumer segmentation.
http://www.marketingpower.com/aevent_event.php?Event_ID=28698

 November 14-15th, Philadelphia, PA, Integrated Sales and Marketing. There is a
great need for messaging architecture that is vetted through sales, relevant to buyers,
synchronized to the touch-points in the sales cycle and capable of easily flowing into
customizable sales sheets, presentations, letters and other formats. In this hands-on
workshop, you will practice using the customer message management process to
develop value messages. Leave with an arsenal of tools and samples that work across
multiple industries for creating and delivering value messaging.

As markets become more competitive and brands less distinguishable, the heavy lifting in
product differentiation now occurs at the 3-1/2 foot level — in the conversations that your
sales people, collaterals and websites have with customers.

Conventional marcom support materials with their product-feature focus fall woefully
short in equipping sales for these all-important encounters. What’s needed is a
messaging architecture that is vetted through sales, relevant to buyers, synchronized to
the touch-points in the sales cycle and capable of easily flowing into customizable sales
sheets, presentations, letters and other formats.

Integrating Sales and Marketing teaches you how to create this customer-centric content
in your organization and develop it into a core archive of repeatable sales messages to
be used consistently throughout your customer communications.

Customer Message Management (CMM) is a process for aligning selling messages with
customer needs, driving brand consistency and impact across channels, and better
managing the message sales people deliver at the point of sale. CMM brings logical rigor
to marketing processes that may have strayed away from real-world selling.
http://www.marketingpower.com/aevent_event.php?Event_ID=25843


nd
Dec. 2 , New York, NY, The Old Model Doesn’t Work Anymore: How Consumer
Controlled Media Is Re-Shaping Your Online Go-To-Market Strategy. The truth is,
marketers have never had an easy time breaking through the clutter and reaching their
target markets – ever. In this era of ever-increasing marketing accountability, marketers
are accountable for more than results, you need to be aware of how consumers from
around the globe and across the street are interacting with your brands and conversing
about your products. Consumer-led marketing is changing how customers interact with
your brand and transforming your business. Are you prepared?

Page 4 of 14
Smith Marketer
Fall 2005, Issue #1 Thursday, September 8th

The American Marketing Association Hot Topic, The Old Model Doesn’t Work Anymore:
How Consumer Controlled Media Are Re-Shaping Your Online Go-To-Market Strategy,
will give you an eagle’s eye view of the time-shifted, networked and high power forms of
consumer based marketing and how they are changing your marketing landscape.
Speakers on topics ranging from Podcasting and RSS to Online Word-of-Mouth
Marketing, Social Networking and Power Laws of the Internet will provide you with a high
level diagnosis of marketing today and a detailed analysis of how to channel these new
consumer-connecting media to benefit your marketing organization.
http://www.marketingpower.com/aevent_event.php?Event_ID=28952


th
Dec. 8-9 , Washington, D.C. AMA Marketing Boot Camp. In today's ever-changing
marketplace, businesses need their marketing professionals to understand the basics of
marketing now more than ever. Business is rapidly changing and needs have increased
competition faster than ever imagined. To help reinforce and focus your teams or your
own marketing skills, the AMA introduces this highly interactive program facilitated by an
experienced AMA instructor. Register now for the Marketing Boot Camp and provide your
marketers with the tools and marketing skills to keep your organization ahead of the
competition!
http://www.marketingpower.com/aevent_event.php?Event_ID=24786

Page 5 of 14
Smith Marketer
Fall 2005, Issue #1 Thursday, September 8th

Careers
INTERNSHIPS

Job Title Company Name Deadline Apply at For
International
Students
Marketing Intern Intellectmap 12/02/05 Online via source Yes
Corporation

Sales and Marketing AFLAC- 10/22/05 Online via source Yes
Associate (Intern) Greenbelt.

Marketing and Business SAM, INC. 12/31/05 Online via source Yes
Development Internships
Marketing Intern Visual Mining, 12/31/05 Online via source Yes
Inc.

FULL-TIME OPPORTUNITIES

Job Title Company Name Deadline Apply at For
International
Students
Online Marketing Manager ReliaQuote, Inc. 10/31/05 Online, via Source No

Marketing Manager Centre People Online, via Source Yes
Recruitment 09/30/05
Consultant

Senior Sales and Marketing Millenium 09/30/05 Online, via Source Yes
Chemicals, Inc
Loyalty, Affinity and Microsoft 09/30/05 Online, via Source No
Membership Programs Lead Corporation

Executive Circle, Marketing Microsoft 09/30/05 Online via Source No
Lead Corporation

Product Manager-Visual Microsoft 09/30/05 Online via Source No
Studio Launch Corporation

Frito-Lay fulltime Frito-Lay, Inc. 09/18/05 Online via Source Yes
Marketing position

Page 6 of 14
Smith Marketer
Fall 2005, Issue #1 Thursday, September 8th

Associate Director, Sales Corporate 11/27/05 Online via Source Yes
Executive Board

Sales and Marketing AFLAC- 10/28/05 Online via Source Yes
Associate Rockville

Associate Product Manager Wyeth 09/25/05 Online via Source Yes
Pharmaceuticals

Marketing Communications Telecommunicati 09/23/05 Online via Source Yes
Manager on Systems, Inc.

Business The Washington 09/14/2005 Online via Source Yes
Development/Account Post
Management
Sales and Marketing AFLAC- 10/22/05 Online via Source Yes
Associate Greenbelt
Management Associate Citigroup, Inc 10/13/05 Online via Source No
Program
Sr. Marketing Analyst AOL 12/31/05 Online via Source No
(Direct Response)

Sr. Marketing Analyst AOL 12/31/05 Online via Source No
(Online/Broadband)
Sr. Marketing Analyst AOL 12/31/05 Online via Source No
(Registration Process)
Global Product Mangement Career 12/31/05 Online via Source Yes
Opportunities
International

ADDITIONAL FREE RESOURCES
WetFeet

The WetFeet Network provides information on companies, careers, and industries that job seekers use
throughout their careers to make smarter career decisions. WetFeet also offers job seekers expert advice,
newsletters, salary benchmarking tools, and discussion boards on everything from negotiating a raise to
writing better cover letters.

Additionally, WetFeet publishes the highly-regarded WetFeet Insider Guide series of career management
guidebooks for job seekers, which are sold to job seekers worldwide. WetFeet's company and industry
profiles and career management content powers the career sections of top properties across the Web,
including major newspapers, universities, media companies, staffing firms, job boards and leading
employer websites.

The OCM provides Smith students access to these guides without a fee.

WetFeet guides are available at: http://www.wetfeet.com/cb/schools/umd/toc.asp
Username: rhsgcmc
Password: rhsgcmc

Page 7 of 14
Smith Marketer
Fall 2005, Issue #1 Thursday, September 8th

Vault

The Office of Career Management provides Smith students access to Vault, an online career research guide.
Vault provides insider company information, advice, and career management services. Specific content
includes:

Updated "insider" information on over 3,000 companies and 70 industries.

Over 60 career guides and employer profiles, including well-known titles such as the Vault Guide to the
Top 100 Law Firms, Vault Guide to Finance Interviews, and Vault Guide to the Top 50 Consulting Firms.
Guides cover a range of industries, including accounting, advertising, fashion, media, investment
management, and venture capital.

Detailed, targeted and free e-newsletters with breaking news and exclusive stories in various industries.

To access Vault, go to:
http://www.vault.com/cb/careerlib/careerlib_main.jsp?parrefer=428
Enter the password: mdrhsmith

Page 8 of 14
Smith Marketer
Fall 2005, Issue #1 Thursday, September 8th

Industry News

The New Mainstream
By Guy Garcia, author, The New Mainstream: How the Multicultural Consumer Is Transforming
American Business

In the blockbuster comedy Anchorman, a local-TV news team led by Will Farrell has a West Side
Story-style showdown with a rival news crew in an empty parking lot. As they face off for a fight,
Channel 2 News joins the fray, followed by the local public- TV counterparts. Suddenly, maracas
and mariachi horns announce the arrival of the Spanish-language news team. As the Latino
newsmen, led by a mustachioed Ben Stiller, storm in waving machetes and whips, someone
remarks, “Well, it looks like we got ourselves a bilingual bloodfest. ”

The scene is played strictly for laughs, but the social awareness it draws upon is no joke. In
Anchorman, as in real life, Spanish-language TV is a force to be reckoned with, and its
inclusion in a mainstream comedy film is a clear signal of its arrival as a player in American
media. It is also a subtle reminder that the United States is in the midst of a socio-cultural shift
that goes far beyond the fact that Univision—and other foreign-language networks like it—have
entered the national consciousness.

So what exactly has changed, and why does it matter? To be sure, most Americans know that if
present demographic trends continue, European non-Hispanic Whites will eventually be
outnumbered, that Hispanics have overtaken African Americans as the national largest minority,
that foreign-born immigrants—both legal and undocumented— are changing the flavor, texture,
and look of American neighborhoods, schools, and churches. They know that these newcomers
are from many different countries and every race and speak many languages, though often not
English. They might also know that salsa long ago replaced catsup as the country’s most popular
condiment, that Oprah can make or break a book, and that people of color can—and do—run
major corporations and win national races for political office. They know that the world’s greatest
golfer is black, and the world’s most famous rapper is a White man named Eminem.

But what most Americans don’t realize is that the culturally charged images they see on TV and
at the mall are just the visible tip of a deeper, more fundamental change. This transformation cuts
across corporations, institutions and organizations and is putting a trans-national spin on the
increasingly global realms of business, politics, and media.

Wider than a movement and deeper than a trend, this New Mainstream of multicultural
consumers is an unprecedented intersection of demographic and economic forces that are
remolding the rhythms and textures of American society and changing the way companies
devise, develop, and market their products and services.

Today, the 80 million Blacks, Hispanics, and Asians living in the United States make up more
than one-fourth of the country; by 2050, non-Anglos will represent at least 47.2 percent of the
population. Hispanics, Blacks, and Asians are already outpacing the rest of the United States in
terms of population and income growth. The combined consumer buying power of African
Americans, Latinos, Asians, and Native Americans is already growing much faster than that of
non-Hispanic Whites, predicted to rise to $1.5 trillion by 2009 from $456 billion in 1990, an
increase of 242 percent. Over the same period, the buying power of Latinos, already the nation’s
largest ethnic group, will reach $992 billion, while the buying power of African Americans will rise
to $965 billion.

As a group, the nation’s non-Anglo minorities purchase more consumer goods than the general
population, are more brandloyal, and collectively represent other important new social patterns,
influencing everything from images in advertising to attitudes about religion, family, education,

Page 9 of 14
Smith Marketer
Fall 2005, Issue #1 Thursday, September 8th

and the afterlife. What happens when so-called minorities become the new majority? What
happens when the periphery becomes core?

Led by the growing statistical and economic clout of Hispanics, Blacks, Asians, and other so-
called minorities, the New Mainstream is a loose but sweeping coalition of groups that, for
myriad reasons, have been forced to forge an identity outside the old mainstream. The New
Mainstream flows across age, race, sex, and region and is transforming how America will eat,
work, play, learn, and spend in the coming years and decades. But the ultimate significance of
the New Mainstream is greater than the sum of its many parts. The explosion of ethnic buying
power is only part of the story.

Even as population trends and the profit-driven interests of corporations converge, they are being
joined by a potent third force: the rise of the so-called “knowledge workers” or “creative class.
”This group, often referred to as “explorers, ” “first adopters, ” or “taste makers, ” tend to be not
only tolerant of communities and cultures that are not their own but also more likely to find value
in—and actively seek out—experiences and customs that add flavor, variety, and diversity to
their lives. These are the people who bought tickets to see The Motorcycle Diaries. These are the
consumers who turned the Afro-Cuban undulations of The Buena Vista Social Club into a music-
industry phenomenon.

From 20th Century Fox to Procter & Gamble, from Aetna to General Motors, corporations are
finally getting the message that diversity makes sound business sense and that understanding
the sensibilities of New Mainstream consumers is the key to tapping that market. Businesses are
also learning that navigating the New Mainstream requires changes that go far beyond hiring a
few people of color in their marketing department. New Mainstream thinking is both strategic and
tactical, with implications that reach from the stockroom to the boardroom. How the Multicultural
Consumer Is Transforming American Business The new mainstream is taking hold in places
where you’d least expect it.

Allstate Insurance Co., after successfully reaching out to Hispanics and African Americans,
launched a campaign targeted at the Chinese community in New York City, which has one of the
highest concentrations of Asian Americans in the country. By translating its slogan, “You’re in
good hands with Allstate,” into Mandarin and Cantonese, the company hoped to pitch a sense of
security to Chinese foreign-born immigrants, who make up 65 percent of the U. S. Chinese
population. Allstate used local community partnerships, ethnic media advertising, and in-
language promotions and materials to educate potential customers on the psychological and
economic benefits of insurance.

Such efforts have had a measurable impact on Allstate’s bottom line. After investing $60 million
on marketing to Latinos in the late 1990s, the Illinois-based insurer saw its business among
Hispanics increase from $1 billion to more than $2 billion.

The National Association for Stock Car Auto Racing (NASCAR) has launched a “Drive for
Diversity”program to develop and showcase minority drivers and mechanics in an effort to tap the
sport’s expanding ethnic fan base. According to an ESPN sports poll, NASCAR’s White fan base
declined by 14. 6 percent between 1995 and 2001, compared to increases of 631.3 percent for
Hispanics, 111.7 percent for Asians, and 17.8 percent for Blacks. NASCAR, which claims a fan
base of 75 million and runs about 90 races a year in 25 states, hopes to build on the 6.4 million
Latinos and 2 million African Americans who follow the sport. NASCAR races are currently
broadcast in about 100 countries. The Association, which acknowledges that its diversity effort is
aimed at boosting audiences in the U. S. and abroad by making itself more reflective of
multicultural audiences, ran its first race in Mexico this year.

New channels targeted to Latinos, African Americans and Asians are changing the face of the
media—and the faces we see in the media. Si TV and Voy are testing the waters of English-

Page 10 of 14
Smith Marketer
Fall 2005, Issue #1 Thursday, September 8th

language programming aimed at assimilated Latino audiences, while AZN, (formerly International
Channel) targeting the Asian population, is following a similar trajectory. At the same time,
advertisers are figuring out that culturally and racially diverse programming helps them connect
with consumers of all colors, and that New Mainstream icons like Tiger Woods, J-Lo, and P
Diddy can fuel the sales of not only records, movies, and golf but also SUVs, cosmetics, and
credit cards.

The New Mainstream is taking hold in places where you might least expect it. The symbiosis
between immigrants seeking work and the booming communities of the Creative Class are
reshaping the nation’s demographic profile. It’s no coincidence that America’s fastest-growing
communities— Las Vegas, Atlanta, and Charlotte, N. C. , to name three—also have some of
the nation’s fastest-growing Latino and immigrant populations. As middle-class Whites and
assimilated ethnic groups migrate to new towns and suburbs outside major population centers,
they are followed by immigrants seeking entry-level jobs in construction, restaurants, and
secondary labor markets created by the growing local economy.

It is an idea symbolized by the unfinished pyramid on the Great Seal of the United States, an
emblem of American idealism commissioned by the first Continental Congress and later placed
on the back of the one-dollar bill by Franklin Delano Roosevelt to remind the world that the United
States was a country still in the process of being completed, a nation continually being redefined
and reinvigorated by newcomers of different cultures and races.

As the demographic and economic currents of the New Mainstream converge and swell, the
redefinition and affirmation of democratic principles—the universal right to life, liberty, and the
pursuit of happiness—are being advanced simultaneously on multiple fronts: the aspirations of
immigrants and minorities seeking to realize their version of the American Dream, the balance-
sheet aspirations of corporations eager to tap the ballooning influence and buying power of the
nation’s ethnic minorities, and the financial windfall being enjoyed by cities and towns whose
cultural riches are a magnet for the diversity-loving legions of the Creative Class. The blending of
these powerful interests, and the ways they are transforming every aspect of American life,
represent the very definition of the multicultural consumer and the driving force behind The New
Mainstream.

The multicultural consumer and the American consumer are one and the same. Americans come
in every color and socioeconomic stripe, they are U. S. -born and foreign-born, they speak
dozens of languages, yet they are united by shared aspirations and a common capacity for
transformation, evolution, and growth. As geo-relational databases, psychographic profiles,
and behavioral models slice and dice the mind and heart of the American buyer, the images and
messages of the media are reflecting and projecting thousands of different Americas, each one a
piece of a larger picture that is only beginning to come into focus.

The “experiential economy, ”in which consumers place a greater value on things they can
experience, is evolving into the “transformational economy, ”through which products, services,
and experiences make consumers different, better people. Only by being transformed together,
in a mutual recognition of our common destiny as a people of many peoples, a race of many
races, a nation of many nations, can we attain and complete the apex of the unfinished pyramid
on the one-dollar bill.

Diversity and dollars have become symbiotic and intrinsically linked. The new color of money is
black, brown, red, yellow, and white. When the mix is right, everybody wins.

Page 11 of 14
Smith Marketer
Fall 2005, Issue #1 Thursday, September 8th

Experiential Marketing Comes Alive
by: Dennis Armbruster
source: Inside 1to1
published : June 10, 2005

In emerging marketing strategy is making some brands come to life. It's no slight of hand or
magician's secret. It's called experiential marketing, and as the newest iteration of event
marketing blended with product sampling it melds the art of customer reaction with the science of
fact-based management. Experiential marketing manages sophisticated customer interaction by
integrating data into event planning and execution. It delivers on the brand promise in more
meaningful and relevant ways.

To show the possibilities inherent in experiential marketing we need to define some terms. First,
in our view, event marketing has served and continues to serve companies very well. Event
marketing invites customers to experience a product or immerses them in a brand. For example,
Corvette generated huge awareness and even qualified leads during its 50th anniversary tour in
2003–2004, which was a series of road rallies and vintage car expos that drew more than 26,000
registrants. Product sampling is simply the process of getting free products in the hands of people
who might like them enough to buy them, and maybe even tell friends to buy them. That practice
is as old as retailing.

Experiential marketing, however, brings your brand promise to life in a totally unique moment in
the customer lifecycle. It increases a potential customer's consideration of a product or service at
a deeper emotional level. By making data part of the equation, and borrowing principles from one-
to-one and database marketing, experiential marketing presents some truly innovative
opportunities to activate brand strategies.

Let's look at a hypothetical example to illustrate EM. Bellwether, a successful high-tech company,
is introducing a new handheld cell phone/messaging system. It's the first new product introduction
in two years. A product sampling strategy would involve sending the new product to influential
journalists with the goal being that they will give the product positive press coverage. Event
marketing might include inviting key user groups and influential press people to a swank launch
event. There they could meet-and-greet company executives, use the new product, and have a
nice dinner on the company's tab.

Experiential marketing takes product introduction to a higher level. Here's a five-step strategy:

1. Gather initial customer data

Bellwether would first mine its database to determine who the best potential customers are for
this new handset. By determining how often people buy new handheld combinations (let's
assume that through its data Bellwether estimates 18 months) it can easily determine the
customers who are poised for a new purchase. Then Bellwether could analyze its current top 10
markets through Internet and retail purchase reports. The company can now plan to invite
qualified potential buyers in those markets to "experience" the new handset.

2. Plan an event

Bellwether now needs to determine how potential customers can have an emotional and deep
experience with the new product. The company may choose to host a launch event in each
selected market during which potential customers could not only try the new handset, but they
could also learn about new advances in wireless technology. The company might schedule
private demos for business customers who could profit from learning about the handset's
increased data capacity and flexibility. It might also invite those business customers to a luncheon

Page 12 of 14
Smith Marketer
Fall 2005, Issue #1 Thursday, September 8th

with a wireless industry expert who could discuss with them firsthand industry trends that might
affect their businesses. The key here is to give customers an experience that not only showcases
the product and brand, but also gives them other relevant information.

3. Optimize the audience

Next Bellwether would determine how to take that customer list and add prospects to its
experiential project. Maybe the current customer invitees can bring a friend or business
associate. Maybe a partner company, such as a cell phone service provider, has a list of potential
customers it could invite as well. The issues here are keeping the event intimate enough so
customers truly experience all that the event and product offer, but also inviting enough
customers to generate qualified leads.

4. Optimize the event

Bellwether needs to collect as much data as it can on site from attendees, including how they rate
the event and how likely they are to purchase a new handset. That information should be
aggregated into the database.

5. Follow up

After they've been qualified at the event, Bellwether should have a new, cleaner set of data that
provides a valuable customer prospect list. Now the sales team takes over. Before this point,
there should be no aggressive selling. Everything Bellwether has done up to this point should
have been about setting up a strong relationship between customers and the experience.

As you can see, data is the difference. So far, one of the better examples of experiential
marketing in action has been the user conferences that most tech companies organize (at huge
expense) at least once a year. Apple, Oracle, Siebel, and SAP have all put on these huge events.
They don't qualify attendees right down to their propensity to purchase new products; they focus
on letting those clients experience the brand, products, and related technologies. And they follow
up after the event.

The key to experiential marketing is planning in detail the experience that will benefit both your
company and your clients, using customer data to match the customers with the experience, and
then selling those customers aggressively after they have had a positive experience.

That relevance is why experiential marketing holds a great deal of promise in a landscape full of
expensive marketing tactics. There are so many different ways to deliver advertising that a more
personal, relevant approach like experiential marketing is an ideal way to cut through the clutter.

Additionally, brands are struggling in their ability to get to the next level of sales, revenue, and
profits. Email, direct mail, telemarketing—all of these tactics can be effective but their returns are
diminishing. Companies looking for ways to get, keep, and grow customers need to find new
ways to create, maintain, and build incremental value from customer relationships.

Finally, all companies want to connect with their dealer base and their consumer base on a local
level. In-store promotions can still do this, but they can't scale on a local level as well as an
experiential marketing campaign. Nor can they fully engage local market resources to activate the
brand with in-market customers. Experiential marketing starts on a national level with national
goals. From there, it drills down to the local level and lets local sales forces follow up on specific
leads.

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Smith Marketer
Fall 2005, Issue #1 Thursday, September 8th

Experiential marketing fills that most evasive of marketing goals, and that's accountability. Run a
raft of 30-second spots on network TV to launch a new product and you'd be hard-pressed to
account for those dollars. An experiential marketing campaign results in a stronger database,
stronger customer relationships, and highly qualified leads. No magic here. Just results.

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