Experiential marketing has claimed its rightful place at the top table. This should be celebrated says Nick Adams, M.D of Experiential Marketing Agency of the Year, Sense London.

Just by looking at how certain industry awards are dominated by experiential campaigns, it’s clear to see how marketers from all sectors have embraced the once, relatively new, technique.

Whether as a marketing agency's lead discipline in an integrated plan, or vital supporting component, experiential can being applied at every key stage of a brand’s development.

Many positive characteristics have fuelled this growth, but two aspects are especially relevant in today’s trading conditions:

1. The convergence of experiential with digital techniques is providing another means of ongoing consumer dialogue and further amplifying a live experience. This has in part, helped draw a line through the scepticism that experiential can’t reach the masses.
2. The capability to be reactive, that is to say, getting impactful activities out to market in the shortest of lead times which in today’s trading environment has become increasingly important.

But how? Will the steady growth in investment continue and how can we defend our position in a landscape which sees marketing agencies and marketers constantly bombarded with new and different consumer touch-points?

Education remains an ongoing priority and there’s still a real need to get brand owners to reappraise experiential’s role. All too often I hear about clients ignoring the most robust and impressive campaign results, in favour of a comfort factor provided by a more traditional, but less effective channel.

But a much broader challenge is how all experiential practitioners package our discipline in terms of what it can deliver, in an accessible way to brands and media planners alike, if it’s they who are recommending which channels will fulfil a client’s objectives.

Keeping it fresh

Let’s never lose the creativity and excitement of such a high energy and impactful discipline, but at the same time we must ensure we never trade on this alone and put tangible results at the forefront of how experiential is planned by marketing agencies and sold to clients.

Much like a catchy jingle doesn’t secure budget for a radio Ad, brand owners decision’s mustn’t be clouded by a desire to see their brand on the proverbial ‘live stage’, however bold, engaging and tempting the marketing agency’s presentation. I frequently meet or hear about brands excited about trying a new experiential strategy without fully understanding the commercial reasons for their decision. Tempting as it may be for agencies to spend the budget, long term growth of our sector has to come from agencies behaving with commercial responsibility and pragmatism in advising their clients.

Where next?

Take a look at digital marketing’s exponential rise and some parallels can be drawn. It’s frequently debated as to whether brand owners are investing in social for the right reasons, based on clear objectives and measured KPI’s or a simple desire to marginally increase their Facebook likes.

My own belief is that some social media investment is a result of the band wagon analogy but as the plethora of digital opportunities evolve, those succeeding long-term will be able to provide clear connections between consumer engagement online and hard, measurable commercial gains - offline.

Experiential marketing has to leverage its maturity and become more strategic in applying our trade, offering clients greater understanding of what a campaign will achieve and if and how this fits with brand challenges and objectives.

So from the experiential marketing agency perspective, there’s never been a more important time to scrutinise a brief and provide a quantifiable solution - that campaign X will drive Y incremental sales, increase key brand health scores by Y%, gain trial amongst X genuine new users, or whatever the hierarchy of objectives.

As we march steadily forward into the digital age, the brands that are destined to survive are the ones that can embrace digital and use it to connect with consumers emotionally, says James Fuller of intergrated marketing agency, whynot!.

The popular path for digital at the moment seems to lie in experiential marketing, that is to say creating a memorable experience for consumers through interactive activities that ring an emotional chord. For Pringles, the latest adopter of this strategy, it’s about the fun and humorous connection with fans and with this new campaign- and we must admit they’re doing it rather well.

Making good use of digital yet again with their latest campaign ‘Last Can Standing’, the Pringles marketing team have had come up with giving their consumers the chance to create the world’s tallest virtual stack of Pringles.

Experiential Marketing in Festivals FMCG’s biggest opportunity or just another shopping centre?

Experiential marketing in festivals 

Over the past decade, festivals have become a core part of our cultural currency. The number of festivals across the UK has boomed; there are now more than 500 music festivals alone (compared to 20 back in 1998), and what festivals offer has changed dramatically – they are now less about the music and more about the entire experience they offer.

However, despite the evolution of the format of the festival itself, many FMCG brands have failed to shift their approach to festivals accordingly and see fill the experiential marketing gap. This is surprising as, arguably, it is the FMCG industry that is best placed to capitalise on the shift.

You can read part one of this series here.

Since 2004, every agency that I’ve worked for/with was in the midst of developing their own bespoke client asset management library. They’ve had various bells and whistles and each worked in different ways, but all with the same basic purpose: to efficiently share out brand assets (logos, etc), guidelines, etc. And there have been loads of software development firms who offered this type of package to big brands, as well (SmartPath being just one example), but with big annual subscription and/or customisation charges to match. Loads of marketing agencies and marketing departments spent major money on building their own asset management systems or on customisations for off the shelf solutions. And many of the systems weren’t the most intuitive.

Now, we’re excited to see a new UK start-up on the job. Brand Regard is a seemingly simple cloud-based solution. But it, and other cloud-based brand asset libraries like it, will make it much easier for smaller brands to keep their multiple agencies, partners and employees ‘in the know’ and using the latest marks, copy, photos, etc. As we’ve seen lots of brands move toward a roster approach and away from single integrated firms, this could be the ‘basecamp solution’ for asset management for marketing departments within SMEs.