Praxis: An Investigation of The Merits of Live Experiential Promotion in Brand Building

This project is submitted in part fulfilment of the requirements for the Degree of BA with Honours in Advertising Management and
d Brand Management at the Manchester Metropolitan University Business School.
Praxis:
an investigation of the merits of live experiential promotions in brand building
Jamal R. Mon Dsir
21 March 2011
Tell me and I'll forget; show me and I may remember; involve me and I'll understand. -Chinese proverb

Acknowledgements
You never realise just how long 12,000 words actually is until youve actually done it! Its been a long year of reading, writing, and more reading then revising but Im so proud and I have my grandmother and my mom to thank for that. Youve helped me immensely with your words of encouragement and by never putting a limit on my possibilities, even when my ambitions to others might have seemed outlandish you helped me realise that truly anything is possible! And thats not even to mention the financial support. David Leaver, your tuition has been unbelievable and I think you knew me better than I knew myself; I had no idea I would be so good at conceptual modelling and you even knew that Id probably reread this report and try and overhaul it at the last minute, which is exactly what I would have done! Ill be sure to petition MMU to name a building after you when you retire. They say it takes a whole village to raise a child and this year Ive truly come to understand the expression. So Id like my entire village of people that have helped me along the way; my auntie and uncle whove given me an ear to talk to and helped keep money in my pocket, Tiffany, Jason, Julian, Joey and all my other friends who put up with my months of silence while I was trying to complete my research, and the girls in Flat 28 who cooked for me after the long nights in the library when I would have rather starved than actually make real food. Ill remember the lot of you when Im rich and here it is in writing so you can hold me to it!
Statement of Originality and Authenticity

This Research Project is an original and authentic piece of work by me. I have fully acknowledged and referenced all secondary sources used. It has not been presented in whole or in part for assessment elsewhere. I have read the Examination Regulations, and am fully aware of the potential consequences of any breach of them.
Jamal R. Mon Dsir
21 March 2011
Abstract
While live experiential promotions are seeing a sharp increase in usage by advertisers seeking to reinvigorate their brands, the principles and psychological foundations that guide this marketing tool are drastically different than those of traditional marketing and mostly unexplained. For that reason, this study aims to fill gaps in the literature by discovering how live experiential promotions affect the consumer-brand relationship. Extensive literature review was conducted to ground the research in theory and develop theories more applicable to the subject. This was followed by focus groups and key informant interviews to understand the practical applications of the proposed theories. The results found that live experiential promotions can increase the likelihood of non-rational preference by attributing symbolic meaning to the brand; thus, increasing both brand equity and consumer delight. However, to be effective, this tool cannot be subjected to the design and implementation processes most marketers are familiar with. The nature of the subject matter presents a difficulty in obtaining accurate data to test theories. The researcher suggests that the findings may be worthy of testing for market researchers, experience providers, and/or others with practical means to conduct such a study with actual participants of an experiential marketing programme.
Table of Contents
1 INTRODUCTION 2 BUSINESS OPPORTUNITY 3 AIMS AND OBJECTIVES 3.1 AIMS 3.2 OBJECTIVES 4 LITERATURE REVIEW 4.1 INTRODUCTION 4.2 EXPERIENCE ECONOMY 4.2.1 NOT ANOTHER MARKETING BUZZWORD 4.2.2 MARKETING THROUGH EXPERIENCES 4.3 CONSUMER PSYCHOLOGY 4.3.1 LEARNING THROUGH EXPERIENCES 4.3.2 PSYCHOLOGICAL PRINCIPLES OF MEMORY 4.3.3 ACCESSIBILITY 4.3.4 MEMORY AND DECISION-MAKING 4.3.5 EMOTION AND DECISION-MAKING 4.3.6 IMAGERY AND INFLUENCE 4.4 CONSUMER BEHAVIOUR 4.4.1 CONSUMER CHOICE 4.4.2 CREATING CONSUMER VALUE 4.4.3 BRAND EQUITY 4.5 SUMMARY 5 METHODOLOGY 5.1 INTRODUCTION 5.2 THE RESEARCH PROCESS 5.2.1 RESEARCH PHILOSOPHY PRAGMATISM 5.2.2 RESEARCH APPROACH INDUCTIVE 5.2.3 RESEARCH STRATEGY GROUNDED THEORY 5.2.4 RESEARCH CHOICE MIXED-MODEL RESEARCH 5.2.5 TIME HORIZON CROSS-SECTIONAL 5.3 DATA COLLECTION METHODS 5.3.1 SECONDARY RESEARCH: EXTENSIVE LITERATURE REVIEW 5.3.2 PRIMARY RESEARCH SEMI-STRUCTURED KEY INFORMANT INTERVIEWS I David Polinchock II Gavin Downes 5.3.3 PRIMARY RESEARCH FOCUS GROUPS 5.3.4 PRIMARY RESEARCH INDIRECT OBSERVATION 5.3.5 PRIMARY RESEARCH QUESTIONNAIRE 5.4 LIMITATIONS OF THE RESEARCH 10 12 18 18 18 19 19 19 19 21 23 23 27 30 31 31 32 33 33 36 40 42 43 43 43 44 45 46 48 48 49 49 50 51 51 52 53 54 54

5.4.1 CHALLENGES IN SAMPLING 5.4.2 MISSED CALLS 5.4.3 GAINING ACCESS FOR DIRECT PARTICIPATION 5.5 SUMMARY 6 FINDINGS AND DISCUSSION 6.1 INTRODUCTION 6.2 DEFINING EXPERIENTIAL MARKETING 6.3 CLASSIFYING THE EXPERIENCE 6.4 OBJECTIVE 1 6.4.1 EXPERIENCE AS TEACHER 6.4.2 CONSUMER EXPERIENCE PROCESSING 6.4.3 ENHANCED MEMORY FORMATION 6.4.4 EXPERIENCE-DRIVEN CHOICE 6.5 OBJECTIVE 2 6.5.1 THE CONSUMER PERSPECTIVE 6.5.2 THE BRAND PERSPECTIVE 6.6 OBJECTIVE 3 6.6.1 APPROACH TO CREATING EXPERIENCES 6.6.2 UNDERSTAND THE BRAND STORY 6.6.3 LEVERAGE CONSUMER AND CULTURAL INSIGHTS 6.6.4 BE SOCIABLE 6.7 SUMMARY 7 CONCLUSION 7.1 REFLECTION 7.2 CRITIQUES AND SUGGESTIONS FOR FUTURE RESEARCH 8 REFERENCES 9 APPENDICES 9.1 NOTED CAMPAIGNS 9.2 TRANSCRIPTS 9.3 EMAILS 9.4 RAW DATA 54 55 55 56 57 57 57 58 60 60 61 63 64 67 67 68 70 70 70 74 76 79 80 80 82 84 90 90 92 107 108
Table of Figures
Figure 2.1 Opportunity to see .................................................................................. 3 1 Figure 2.2 Starbucks Progression of Value .......................................................... 5 . 1 Figure 4.1 Progession of Economic Value ............................................................. 0 2 Figure 4.2 Kolbs Experiential Learning Cycle ..................................................... 4 2 Figure 4.3 Greenways 3-Stage Experiential Learning Cycle .............................. 5 2 Figure 4.4 Consumer Information Processing Model .......................................... 6 2 Figure 4.5 Model of Long-Term Memory .............................................................. 9 2 Figure 4.6 Consumer Choice Model ....................................................................... 3 3 Figure 4.7 Emotion-Driven Choice Model ............................................................ 4 3 Figure 4.8 Symbolic Project of the Self ................................................................... 5 3 Figure 4.9 Brands Trust and Brand Confidence ................................................... 6 3 Figure 4.10 Determinants of Consumer Value ..................................................... 7 3 Figure 4.11 Value-Based Classification System .................................................... 8 3 Figure 4.12 Value-Based Triad ................................................................................ 9 3 Figure 4.13 Silver Bullet Brands .............................................................................. 0 4 Figure 4.14 Brand Awarenessto Brand Loyalty ................................................ 1 4 Figure 4.15 How Strong Brands Generate Profitablity ........................................ 2 4 Figure 5.1 The Research Onion ............................................................................. 4 4 Figure 5.2 Research Matrix ...................................................................................... 9 4 Figure 6.1a Conceptual Experiential Continuum ................................................. 8 5 Figure 6.1b Campaign Examples of the Continuum ........................................... 8 5 Figure 6.2 Adapted Experiential Learning Cycle ................................................. 1 6 Figure 6.3 Conceptual Consumer Experience Processing Model ...................... 2 6 Figure 6.4 Conceptual Model of Experience Driven Choice ............................... 5 6 Figure 6.5 Brands and Their Essence ...................................................................... 1 7 Figure 6.6 Personal Relevance and Brand Perception ......................................... 5 7 Figure 6.7 View versus Sociability ......................................................................... 8 . 7 Figure 9.1 Approach to Creating Experience ...................................................... 11 1
List of Abbreviations
CIP Consumer Information Processing EMF Experiential Marketing Forum ELC experiential learning cycle FGR: XX Focus group respondent (followed by initials) eWOMM electronic word-of-mouth marketing LXP live experiential promotions ROI return on investment SEM Strategic Experiential modules WOMM word-of-mouth marketing XM experiential marketing
PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 10 PROMOTIONS IN BRAND BUILDING
1 Introduction
Its 3 PM, on an unseasonably cool autumn afternoon in suburban England. Leaves have already begun to turn to muted hues of orange and brown; a few women are shielded from the unsympathetic winds by their tawdry fur coats whilst a few men with a devil-may-care attitude act aloof to the chill in their rugby and football kits. Winter is clearly on the approach. As for me, Im over there in the dimly lit corner of Starbucks relishing the soft embrace of my favourite chair wondering what I can change my dissertation topic to. Just as I reach for my velvety Signature Hot Chocolate my phone rings. My friend Luke calls for advice on his own dissertation on experim- experiemen-experiential marketing he stutters. Whats that? I enquire. Things like T-Mobiles flash mobs, Smirnoff Nightlife Exchange, and that I had heard of the Exchange Project, but it never dawned on me that it was a marketing effort at all. After a few more minutes on the phone with Luke, I run home to fire up my sleek piano black HP laptop and do some Googling Now Ill abruptly interrupt the narrative and ask: Did you feel that cold breeze? Could you imagine yourself tucked that chair? Did you laugh at the image of those garishly dressed women? These are the sensory effects experiential marketing is intended to create. We all have stories but as humans, we benefit from having actually lived and JAMAL R MONDESIR, BAAB
breathed those stories. But how does a brand tell its story? How can you bring a person to understand the very true nature of the brand? A 30 second spot on TV can help, but how do you know if anyones truly paid attention? Experiential marketing some will yell but as a marketer you want proof youre making a sound decision that will drive profits and benefit your brand and your customer. After being convinced by an expert about the return-on- investment issues that have plagued the field, youre still left wondering, cant it just be done some other way? What does this do that traditional advertising cant? The possibilities seem endless but how do I know were doing it right? This study seeks to answer those questions to better enable marketers and managers to make more informed decisions before implementing a live experiential marketing strategy. Exhaustive literature review will help uncover the theories applicable to experiential marketing before being dissected, analysed, and reconstructed to fit the unique conditions of live promotions. Empirical research, within reason, will be undertaken to prove or disprove the amended theories and analysed with respect to their practical applications for the marketing team.
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2 Business Opportunity
Emotions have long been praised by most marketing practitioners as a fail- safe way of eliciting a greater market share, generating top-of-mind awareness amongst consumers, and the key to building a strong brand. The logic has been that if marketers can pull consumers away from rational thinking, then emotion-driven processes can intervene and lead the consumer to release a greater share of their wallet for trust in return (Elliott and Percy, 2007). Far from being ineffective, this emotional branding has proven to be a viable strategy and has been of increasing importance in positioning brands in the marketplace. Despite its success, the researcher believes there are signs that emotional branding is no longer enough to persuade customers to spend. 1. The current economic climate has grounded consumers into developing more sensible spending habits. Although the economy shows slow signs of recovery, the 0.5% contraction of the UK economy in Q4 2010 (BBC, 2011) may keep consumers drawing their purse strings tighter for several more months. Indeed, this story is true for much of Western society. 2. Through the Internet, consumers now have more access to more information than they did in previous decades. This has led to a paradigm shift in how marketers do business in whats being called marketing 2.0 (Territorio Creativo, 2006). Firms are realising that communications can no longer be one-way. Merely emotionalising adverts is no longer enough to combat the customers information search. JAMAL R MONDESIR, BAAB
PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 13 PROMOTIONS IN BRAND BUILDING 3. Roedder-Johns (2008) research notes a marked trajectory of consumers growing weariness of advertising. Although her research concerned children between infancy and adolescence, it may be implied that consumers follow along this trajectory and grow increasingly guarded against advertising with age. Additionally, consumers have evolved to be able to tune out and selectively digest advertising. This process has been facilitated by technology through the use of digital video recorders, caller IDs, pop-up blockers, and even government intervention (e.g. Opt-out registries in the UK, US, Canada, and Australia).
Furthermore, its generally accepted that consumers must be exposed to a television advert between 3-6 times before theyll remember the message. Figure 2.1 shows the number of exposures needed for various mediums required for recall. Medium Not enough contacts Radio Press TV Cinema 4 3 2 1 Too many contacts 15 10 7 3 Suggested contacts 5-14 4-9 3-6 2
Figure 2.1 Opportunity to See (Hall, 2011)
Whilst scanning this table, the reader must bear in mind that consumers are not only the ones facing tightening budgets. Brand and marketing teams are also under scrutiny to output better work on a smaller budget. Sadly, despite being the most customer-facing arm of the executive team marketing departments are often the first to have their budgets cut. JAMAL R MONDESIR, BAAB
Many brand managers and account managers are now realising it may not be
enough to promise emotion; in order to maintain a dominant position in the market they must now deliver on their promises. Across North America and Europe, many managers searching for a way to generate deeper impact and become more relevant with their customers, and reinvigorate their brand have begun to rely upon experiential marketing (XM). Experiential marketing, a term that was first coined in 1999, involves engaging consumers in a way that stimulates their senses by creating a holistic experience. Many practitioners now believe that experiential marketing will become a more significant part of the marketing mix in years to come with the potential for becoming a new standard in branding (Schmitt 1999). However, as the research will explore, many definitions for XM exist, and uninformed brand managers may find themselves throwing good money after bad at XM specialist agencies that promise to deliver customers, positive word-of-mouth marketing (WOMM) and extraordinary return on investment. Without a clear understanding of what experiential marketing is and is not managers can have no surety that the campaigns they are implementing will produce the desired outcome. Depending on the school of thought of which specialist you ask XM is about events. However, someone more informed will tell you XM is about getting the consumer to experience the brand essence. One of the best examples of experiential marketing is likely to be no more than a mile away from you, the reader. JAMAL R MONDESIR, BAAB
Starbucks has transformed the business of coffee by providing an entire
experience; decadently upholstered chairs, mood lighting, the inviting aroma of coffee and, what the brand calls legendary customer service. The end result: what customers could buy and prepare themselves for pennies can be sold at a 1600% mark up. Individuals are happy to pay the premium pricing just for the differentiated experience Starbucks offers (Figure 2.2).
Figure 2.2 Starbucks Progression of Value (Stage, 2008)
Arguably, brands hoping to replicate the success of Starbucks may encounter some difficulty because the marketing logic and ethos of an XM company is reported by Schmitt (1999) and Lanier and Hampton (2009) to be quite different than that of company focussed on traditional marketing. Schmitt notes that traditional marketings logics, metrics, and tools are mostly worthless in the XM field.
PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 16 PROMOTIONS IN BRAND BUILDING Do you expect to gain a competitive advantage by tweaking the customer importance weights in a regression model? Do you expect to gain strategic insights by examining the position of your brand against another along the broad general dimensions of a positioning map? Can you justify a price increase or decrease after examining the part worths in a conjoint analysis? (Schmitt, 1999:17)
Despite Schmitts critics, this argument does hold weight when measured against brands like Apple who reportedly never conduct market research (Breillatt, 2008). Perhaps its fear of the unknown why many brands choose not to follow in the footsteps of Apple or Starbucks, but for the meantime, it seems some have taken baby steps to that achieve the same results by adopting live experience-based promotions as part of their marketing communications programme. Most marketing professionals should be familiar with the models on consumer information processing and how to generate awareness through advertising and retain through relationship marketing but do the same rules apply to live experiential promotions (LXPs)? The researcher argues that in order for companies to gain a strategic advantage and maximise the potential of this tool they must fully understand the cognitive processes involved and how they differ from traditional mediums. To date no text has been found on the psychological foundations of live experiential promotions. Whilst the reported potential of XM to increase brand advocacy, drive word-of-mouth, and improve consumer relationships looks good on paper, the risk of not understanding the forces at work can be JAMAL R MONDESIR, BAAB
costly. In fact, independent research undertaken by the Experiential
Marketing Forum (EMF) has found, ROI, decreased budgets, and the economy to be the biggest concerns amongst clients and agencies in the field (EMF Research, 2011). Nevertheless, it has been done successfully before and it can certainly be done again with a little bit of understanding.
3 Aims and Objectives

3.1 Aims
To discover how live experience-based promotions affect the consumer-brand relationship.
3.2 Objectives
To examine how live experience-based promotions affect consumer behaviour To discover how live experience-based promotions build value for the consumer-brand relationship To survey the design and usage of effective live experience-based promotions
4 Literature Review
4.1 Introduction
Experiential marketing has gained considerable attention from market researchers over the past decade. Although much deliberation in the field has been concerned with the validation of its underpinning logic and its implications as a broader marketing strategy, less consideration has been given to its theoretical effects on consumers and its practical applications in brand building. This review will examine the following key themes: the growing experience economy, experiential learning, memory and decision-making, emotions and brand choices, and creating customer and brand value. Although the literature encompassed in these themes occur in various contexts (e.g. theoretical, scientific, etc.), they will be applied to focus primarily on their application to developing live experiential promotions.
4.2 Experience Economy

4.2.1 Not Another Marketing Buzzword
In 1970, Toffler spoke of the experience industry as the possible foundation of the post-service economy. This experience industry would see customers pay to collect experiences...as they once collected things. Toffler goes on to state that many aspects of the experience industry were already present. He illustrated that airlines promise an experience adjunct to their more traditional service. Pine and Gilmore (1999) discuss that the experience economy is a natural progression from the agrarian economy, the industrial economy, and the current JAMAL R MONDESIR, BAAB
service economy. They argue that businesses must design memorable experiences for their customers. That experience, in turn, becomes the product. Advanced experience providers can then charge for the "transformation the experience offers. Differentiated
Deliver Services Make Goods Stage Experiences
Relevant to
Competitive Advantage
Needs of Customer s

Extract Commodities
Undifferentiated Market
Irrelevant to
Pricing
Premium
Figure 4.1 Progression of Economic Value (Pine and Gilmore, 1999)
Without being critical of previous authors on the subject, Sundbo and Darmer (2008) maintain a more traditional perspective: stating that experiences are not new but have been described in other terms such as leisure, tourism, and cultural activities marketing, [etc.]. However, they do agree on the reality of the experience economy and state that companies that realise and participate in the experience economy will gain favour amongst consumers. Kilian (2009) also argues that because experiences are individually percieved incidents cultivated in the emotional and knowledge-based sphere or a person that the benefits felts are subjective. By definition, this cannot be claimed to be a JAMAL R MONDESIR, BAAB
product or service; it can however, be consider a contingent type of value complementing the functional and socially expressive benefits of a product or service. Research cited in Sundbo and Darmer (2008), state that the experience industry (where experience is the core product) accounts for 8-12 per cent of GNP and that the experience industry is among the fastest growing employers. Schmitt (1999) outlines three phenomena affecting marketing that give rise to the need for experiential marketing: 1. The omnipresence of information technology 2. Supremacy of the brand 3. Ubiquity of integrated communications and entertainment
4.2.2 Marketing through experiences
Schmitt (1999) argues that traditional marketing, focussed on features and benefits, views consumers as rational decision makers and communicates using left-brain direct persuasion. He counters that firms can gain greater share-of-mind amongst customers by creating holistic experiences that stimulate the senses, heart, and mind. Schmitt purports that brands can create these experiences through five strategic experiential modules (SEMs): 1. Sense appealing to the customers five senses 2. Feel creating affective (emotional) experiences 3. Think engaging the consumer creatively and cognitively through intellect 4. Act creating bodily experiences 5. Relate cater to the customers desire for self-improvement
Critiques of Schmitt dispute that his ideas are not new thought, but rather an amalgamation of ideas of marketing generated over time. Ray (2008) also shows that while several definitions of experiential marketing exist, not one has been universally agreed upon. Nonetheless, a review of his article shows that a few common ideas thread many of the definitions together: connecting the customer with the brand essence by engaging their senses through memorable holistic experiences. In their definitions, Ray (2008), Smith (2006), Lenderman (2006) also differentiate experiential marketing from other strategies and disciplines in marketing (i.e. event marketing and field marketing) by including channel agnostic. Hauser (2007) illustrates: ...The live marketing scenario affords one of the better avenues to create a fully immersive brand experience [but]...to say that experiential marketing cant be used in static mediums such as print, is to say that a picture has never made you cry. Lanning (1998) asserts that resulting experiences create a superior value proposition that add up to offer the consumer a net improvement over other scenarios of experiences available. Lanning states that resulting experiences can be many aspects of the consumption process, including the journey to the destination. The academic analysis undertaken by Lanier and Hampton (2009) emphasizes that the strategic logic of experiential marketing and its implications (e.g. analysis, implementation, and evaluation) differ greatly from the strategic logic of goods and services marketing and is wholly based on the assumptions of symbolic resources, engaging transactions, and internalised value. These findings mirror some of the arguments made by Schmitt (1999). JAMAL R MONDESIR, BAAB
To further highlight the growth of experiences as products Research at the Copenhagen Institute for Future Studies (cited by Jensen, 1999) shows that the major growth in consumption in the future will be of a nonmaterial nature.
4.3 Consumer Psychology

4.3.1 Learning through experiences
Kolbs (1984) experiential learning cycle (ELC) integrates Lewins four-stage model of action research and Deweys concept of continuity of experience. Lewin (1951 cited in Kolb, 1984) posited four-stages of experiential learning: 1. Concrete experience provides the foundation for observation and reflection 2. Observations are assimilated to form theory from which new implications can be deduced. 3. Implications can then be actively tested which can be used in the creation of new experiences.
Concrete Experience
Active Experimentation
Reective Observation
Abstract Conceptualistion

Figure 4.2 Kolb's Experiential Learning Cycle (1984)
Although several models for experiential learning exist, none have been exemplified more than Kolbs ELC (Neill, 2010). There have been some critiques (most notably by Greenway) of Kolbs ELC regarding the practicality of a four- stage model. However, these critiques are from the perspective of scholastic learning, which falls outside the scope of this research. Indeed, many of the models developed by opponents of Kolbs ELC still maintain basic concepts of divergence (i.e., exposing oneself to an experience), assimilation, convergence, and accommodation (i.e., developing a plan of action for future) in cyclical model. For example, Greenways (2002 cited in Neill, 2010) basic three- stage model: Do and experience Review and reflect Plan and apply to future experiences
Do
Plan
Review

Figure 4.3 Greenway 3-Stage Experiential Learning Cycle (Neill, 2010)
The ELCs contrast with the concepts of how information is processed from traditional marketing activities. Bettmans (1971) Consumer Information Processing (CIP) model follows a series of cognitive processes affected by rationality; however, motivation drives search for information and levels of attention. In this model only consumers that are motivated to enter into a transaction will take notice of advertising. Increased motivation also leads to improved memory both in terms of retrieval and the capacity of storage.
PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 26 PROMOTIONS IN BRAND BUILDING Motivation Perceptual Encoding
Attention
Processing Capacity
Information acq. and eval. Decision Processes Consumption and Learning
Internal Search
External Search
Figure 4.4 Consumer Information Processing Model (Bettman, 1971)
Holbrook and Hirschman (1982) contests that this model neglects important aspects of the consumption experience such as consumer aesthetics, variety seeking, symbolic meanings, hedonic response, psychotemporal resources, emotions, play, etc. They argue that while the CIP model is relevant in many respects and should not be abandoned, it can be of greater utility by being enriched admixture of experiential perspectives. Wyer (2008) posits a 4-Stage model of information processing for the purposes of decision-making: 1. Attention People pay differing amounts of attention to the various aspects of information they receive 2. Encoding and Comprehension Information is dissected and interpreted in terms of previously formed concept. Information may also be clustered using references to more general knowledge structure or schemas 3. Inference Inference is the use of deductive reasoning to draw a conclusion. Several different inferences may be drawn based on an JAMAL R MONDESIR, BAAB
PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 27 PROMOTIONS IN BRAND BUILDING assortment of logics. This can include the inference of determining if a statement was true or false, the likelihood an event will reoccur, the likelihood an event ever occurred, and so on. 4. Response processes At this stage, subjective judgements then become a response or behaviour.
Wyers Model exhibits strong similarities to Kolbs ELC in its concepts of assimilation and accommodation.
4.3.2 Psychological principles of memory

Dubuc (2002) states that encoding is the first step in the process of memorization, when an object is perceived the brain processes information about its various attributes. The brain then creates connections amongst various different neurons, the sum of which constitutes the viewers perceptions of the object. He argues however, that memory is sometimes unreliable and inserts four factors that may influence the effectiveness of memory functions: 1. Degree of attentiveness and concentration Increased vigilance of the information presented will likely lead to improved memory. 2. Interest and need One is more likely to learn when the subject fascinates them. 3. Affective value associated with material, mood, and intensity of emotion An extreme emotional state when an event occurs will significantly increase the memory of that event. 4. The context surroundings The entire context that surrounds the information being learned (e.g. sights, sounds, smells, location) as well the information being memorised is recorded.
Franzen and Bouwman (2001) elaborate that when lived experiences are encoded into memory all aspects of the context surroundings are stored into memory forming a network. The implications for branding suggest that the more cognitive, perceptive, and emotional aspects a brand can affect then greater and stronger will be the recall by any associative cue. Dubuc (2002) explains the various types and subtypes of long-term memory. Of particular import to this research are: Explicit (or declarative) memory pertains to memories that can be consciously retrieved and can be described explicitly in words (e.g. the name of a childhood pet or the location of a nearby restaurant). o Episodic (or autobiographical) memory applies to memories of lived experiences such as time and place. The distinguishing feature of autobiographical memory is that the self is portrayed as an actor in the event; therefore the mind records the entire context surrounding the event as well as the event itself. o Semantic memory recalls ideas, meaning, and concepts. These memories are not related to personal experience but in semantic memory information from experiences is extracted from their context. Likewise, semantic memory gives personal experiences meaning by retrieving stored knowledge. Implicit (or non-declarative) memory applies to memories from previous experience stored in the subconscious that facilitates performance of routine tasks (e.g. riding a bike or tying a shoelace). o Priming effect is the increased sensitivity to a stimulus following the exposure of another stimulus. For example, a subject can correctly identify a letter-string as the word banana if they were
PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 29 PROMOTIONS IN BRAND BUILDING primed with the colour yellow. Priming can also affects the decision- making process (Jacoby, 1983).
Long term memory Explicit Implicit Emotional conditioning Conditioned reex
Episodic
Semantic
Procedural Priming eect
Figure 4.5 Model of Long-Term Memory (Dubuc, 2002)
Finally, Dubuc (2002) explicates that retrieval of memories is caused by mechanisms that make use of encoding indexes; expanded encoding of memory facilitates easier retrieval. Retrieval is divided as recall and recognition. Recall is the minds active reconstruction of information; in contrast, recognition only requires familiarity with one item in a set. The above model represents one section of the Separate Systems Theory, that is, memory is categorised according to its function and task performance. Mantonakis et al. (2008) contrast this theory with the SCAPE Framework. SCAPE Framework decrees only one comprehensive memory system exists that holds representations that dictate the credible experience of processing a stimuli in various contexts and tasks. During processing this memory interacts with the environment, the environment then dictates which activities are feasible. For JAMAL R MONDESIR, BAAB
example, a book can be used as a doorstop or a paperweight, but not as a mode of transportation. The central function of memory, according to SCAPE Framework is construction. Construction not only records, but also imposes selection, organisation, and ascribes meaning to the environment. Construction function contains two aspects 1. Production of psychological events controlled by the interaction of the stimulus, task, and context with representations of previous experiences in memory. 2. Evaluation of the significance of that production given the stimulus tasks context. Production results in performance, the manifestation of all cognitive, perceptual, and motoric events. Evaluation lead to phenomenology, subjective reaction that causes people to feel that theyre completing cognitive processes either correctly or incorrectly.
4.3.3 Accessibility
Wyer (2008) explains that most judgements and decisions are based on a small subsection of all the knowledge that could potentially be applied. Furthermore, the concepts of knowledge that might be applied are not necessarily the most relevant or the most reliable. Instead, the information used to reach a decision generally tends to be what information can be retrieved from memory most easily. The difficulty or ease with which information can be retrieved is known as accessibility. Wyer (2008) states that each stage of the information-processing model requires activation of some previously acquired knowledge; as such, accessibility should JAMAL R MONDESIR, BAAB
be of particular importance to marketers. Strength of association, recency, frequency, and the amount of information processing that occurs all pose a positive influence on the accessibility of knowledge.
4.3.4 Memory and decision-making

Kotler and Kellers (2006) explanation of memory, to a lesser extent, mirrors the statements made by Dubuc. However, Kotler and Keller fail to explain the role of memory on the decision making process. In reality, consumer research has focused primarily on memory for advertising and has been less devoted to the effects of memory on choice (Alba et al., 1991). Alba et al., (1991) argue that the pervasiveness of long-term memory can play an extensive role on otherwise purely stimulus-based decision (i.e. when all information is present at time of the decision) through its effects on attention and perception. The size and composition of the consideration set is impacted by the number of brands recalled through various effects such a part-list cue, associative cues, and accessibility. For example, part-list cuing constrains the progress and ease of brand recall after an initial set of brands has been listed. A scientific study by Park et al., (1992) found that 68% of participants used experience-based cues when assessing their knowledge for various brands whereas only 28% used knowledge based cues.
4.3.5 Emotion and decision-making

Before discussing the various arguments for emotion and consumer choice in section 4.4 it may prove useful to understand the role of emotion in decision processes. JAMAL R MONDESIR, BAAB
Isen (2008) explains how positive affect (emotion) exhibits a clear strong effect that are often beneficial to thinking and behaviour, including: Generosity Helping Social behaviour Problem-Solving, and Cognitive processes
Positive affect leads to greater attention. Kimchi and Palmer (1982 cited in Isen, 2008) in their experiment found that people in positive affect show a propensity to consider broader dimensions, at least initially. Some authors have construed this to mean that positive affect lead to loss for details. Research by Baumann and Kuhl (2005 cited in Isen, 2008) found that those in positive affect were able to narrow their focus given a reason to do so. Furthermore, their results show better memory for detail both in reaction time and accuracy. Conversely, negative affect was found to lead to poor memory for details as it narrowed focus without the benefit of concentrating it. Secondary information was lost and did not facilitate memory for primary items. The Dopamine Hypothesis posits that positive emotion leads to better memory overall as a result of the effects of increased dopamine released in the brain (Isen, 2008; Dubuc, 2002)
4.3.6 Imagery and Influence

Petrova and Cialdini (2008) show that the use of imagery in marketing exerts a strong influence over consumers perceptions of a product or brand. Research cited by Petrova and Cialdini reveal that information processed using imagery is JAMAL R MONDESIR, BAAB
stored in a sensory code and a semantic code thus creating multiple associations in memory. Green and Brock (2000 cited in Petrova and Cialdini, 2008) found that imagery transports individuals into a different reality, which is highly effective in changing attitudes and beliefs. The process of transportation is likened to being lost in a story. Adval and Wyer (1998 cited in Petrova and Cialdini) state that when transportation occurs, consumers process the imagined experience holistically, thus reducing favourability to product information.However, low relevance to the self and individual differences may undermine the effects of imagery.
4.4 Consumer Behaviour

4.4.1 Consumer choice

Kotlers classic model of consumer choice (Kotler and Keller, 2006) is often cited by many authors on works regarding consumer decision-making. In earlier editions, Kotler stated that consumers first recognise a need or opportunity then progress through the subsequent stages described in the figure below. In later editions, Kotler amends that stages may be bypassed, skipped, or reversed.
Problem Recognition
Information Search
Evaluation of Alternatives
Purchase Decision
Post Purchase Behaviour

Figure 4.6 Model of Consumer Choice (Kotler and Keller, 2006:191)
Elliot and Percy (2007) are amongst the many critics that claim Kotlers model considers consumers as being rational purchasers. Elliot & Percy argue that non- rational preferences are formed by self-illusion, self-focus, holistic perceptions and non-verbal imagery and that the emotional significance of a brand will influence how much attention is paid to it. Their Model of Emotion-Driven choice highlights the symbolic meaning of consumption as primary motivation for consumer behaviour.
C u l t u r a l c o n t e x t
Symoblic meaning of consumption
Non- rational preference
Posthoc Rationality
MOTIVATION

PREFERENCE FORMATION
JUSTIFICATION
Figure 4.7 Emotion-Driven Choice (Elliot and Percy, 2007:26)
OShaughnessy and OShaughnessy (2003) also argue that emotions enhance perceptions of brand image and create strong brand attitudes. Emotional involvement with a brand drives loyalty, which can withstand onslaught from competition and contributes to developing self-identity. Barlow and Maul (2000 cited by OShaughnessy and OShaughnessy 2003) state that emotion, rather than satisfaction, is the most important aspect of the customers experience.
Elliot and Percy (2007) assert that postmodernism poses a threat to self-identity. In response, consumers may often use brands as a symbolic resource for construction of the self. A consumers lived and mediated experiences with a brand are examined by their implications to self- and social-symbolism to develop into deeper concretised meaning. DeGroot (1965 cited in Bransford et al., 1999) agrees that as experience increases things that must be abstracted or inferred in earlier stages are able to be perceived immediately at later stages. Internal-external dialectic of identification Self-symbolism Mediated experience Lived experience

Social-symbolism

Life history and situation

Viscous meaning Behavioural signification
Discursive elaboration

Concretized meaning
Figure 4.8 Symbolic Project of the Self (Elliott and Percy, 2007:52)
OShaughnessy and OShaughnessy (2003), Elliot and Percy (2006), and Schmitt (1998) all agree that deeper meaning is derived from consumers continuous positive experiences with the brand which solidify and enhance their relationship by reducing risk, increasing trust and credibility, and creating consumer delight.
Risk perception
Intimacy Emotional investment
Symbolic brands
Trust
Easy choice Dependability
Functional brands
Easy choice
Functional brands
Predictability Credibility Easy choice
Figure 4.9 Brand Trust and Brand Confidence (Elliott and Percy, 2007:32)
4.4.2 Creating consumer value

Kotler and Keller (2006) identify the eight key determinants of value and costs (figure 4.10). The authors state that customers perceived value can be enhanced but reducing at least one cost and/or increasing one of more of these values.
Customer delivered value
Total customer value
Total customer cost
Product value
Services value
Monetary cost
Time cost
Personnel value
Image value
Energy cost
Psychic cost

Figure 4.10 Determinants of Customer Value (Kotler and Keller, 2006:141)
Lanning (1998) suggests that brands should add value by understanding the root of its customers desires. He argues, for example, that customer do not want a drill, they want a hole (and presumably to hang something on). Using that example he states, a drill manufacturer can offer superior value by directly addressing the customers desire to hang art by offering some improvement over alternatives, or resulting experiences. Resulting experiences may be superior by offering improvements over alternatives or by being unique. Kilian (2009) offers the Value-Based Classification of Offerings to demarcate the value and benefit of utilitarian, socially expressive, and experience-oriented offerings. The benefits of utilitarian offerings are found in their functionality and can be judged objectively; however, the consumers understanding subjectively assess the benefits of socially expressive and experience-oriented offerings. An example of this lies in the Tommy Hilfiger/Burberry paradox. While the two have squandered reputations in their countries of origin they enjoy prestige in JAMAL R MONDESIR, BAAB
their counterparts country. This leads to Kilians opposing manipulation values of socially expressive and experience-oriented offering: while the public can manipulate socially expressive brands, only the person affected can manipulate experience-oriented brands.
!

Value
Orientation Assessment Tangibility Focus of Offering Imagery Attributes Self-Concept Emotionality Aim Characteristic Manipulation (Impact) Motivation (Value System) Objective
Utilitarian
Socially expressive
Experience-oriented
Internal (intrinsic)
External (extrinsic) Objective (functional) Tangible, verifiable Offering itself Brand attributes Functional Low "Functioning well" (inform: be qualified) Function, usefulness Oneself (Personally) Perfectionist (qualitatively) Control problemsolving Actual Distinct "Appear more" (Differentiate: be distinctive) Prestige/uniqueness, affiliation Others (Interpersonal) Veblen (visible, conspicuous), Snob (unique), Bandwagon Self, role family, group
Subjective (symbolic) Interpretable, associative Mind of user Brand personality Ideal Intense "Live more richly" (enjoy: be enthusiastic) Self-expression, hedonism, sensation Oneself (Personally) Hedonist, Aesthete (emotional) Emotions, mood/disposition
"#$%&'($!
)*+,&'-+!
./0+*'+$%+!
Figure 4.11 Value-based Classification System (Kilian, 2009:28)
Kilian (2009) builds upon the above model with the Value-based Triad. Kilian argues that all brands offer an experience, intentionally or unintentionally, thus it is necessary to precisely target what constitutes the experience industry. Here he identifies that multi-sensory enrichment is required for experience-oriented products and that experiential or prestigious components may become the main value providers. The value deferral arises from a shift of objective, rationally JAMAL R MONDESIR, BAAB
understood benefits to subjective benefits felt emotionally and evaluated by the individual.
Subjective (emotional)
Experience
(Multiple senses)
Prestige Brand Experience

(Multiple persons)
Person
Benefit
5 senses
Branding
Reference
Objective
(Rational)
(Multiple functions)
Function
Thing External
Internal
Orientation
Figure 4.12 Value-Based Triad (Kilian, 2009:34)
Aaker (2004) states that branded differentiators combined with branded energisers can play a significant role to positively change or support the image of a brand. Aaker lists branded programmes as one potential differentiator. Likewise, branded programmes as well as branded promotions appear on the list of differentiators.
Branded Programmes
"Silver bullet brand"

Branded Promotions

Figure 4.13 Silver Bullet Brands (Aaker, 2004:155)
Although Aaker speaks from a management perspective, it is important to remember that differentiation, as with most aspects of the brand image, exists in the mind of the consumer (Trout and Rivkin, 2008)
4.4.3 Brand Equity

Elliott and Percy (2007) ascribe one factor of brand equity to consumers levels of brand awareness, salience, attitude or loyalty. Whereas awareness simply requires knowledge of the brand attitude is generated from associations. Loyalty is generated after preferences are formed and are better explained as a consequence of brand equity. Jones and Fazio (2008) declare that attitudes can be attributed to associations in memory between the brand and the consumers summary evaluation of the brand. Furthermore the strength of those associations may be manipulated through: JAMAL R MONDESIR, BAAB
Rehearsal (repetition) When the object and evaluation co-occur regardless of whether the occurrence takes place in reality or the mind.
Evaluative conditioning When two concepts or an object and a concept are experienced together.
Brand awareness
Learning occurs
Brand salience
Brand azitude
Preferences form
Brand loyalty
Associations build
Figure 4.14 Brand awareness, salience, and attitude leading to brand loyalty (Elliott and Percy, 2007:87)
Loyalty increases brand strength which leads to greater profitability through trade acceptance, higher price points, higher margins, and low price elasticity (Elliott and Percy, 2007) Furthermore, Kotler and Keller (2006) add that loyalty increases consumer lifetime value, lowers acquisition costs, and improves customer equity.
High loyalty Strong brands

Trade acceptance Higher price points Higher margins Low price elasticity
Greater protability

Figure 4.15 How strong brands generate greater profitability (Elliott and Percy, 2007:84)
In more extreme cases, brand loyalty can drive growth through word-of-mouth. Word-of-mouth marketing (WOMM), is considered one of the most influential mediums in marketing as the sender risks his reputation and asserts his credibility into the recommendation (Reichheld, 2003). Word-of-mouth accounts for 20-50% of all new consumer purchases where the customer has had no previous experience with the brand. Customers product and service related experiences account for 50-80% of all word of mouth marketing (Bughin et al., 2010)
4.5 Summary
A review of the literature found very few published works to exists on the topics of experiential marketing and the experience economy. To counter for the scarcity of books the review explored several other themes that emerged from the preliminary texts and another themes that the researcher intuitively felt might help answer the research problem.
5 Methodology
5.1 Introduction
The proceeding chapter presents a clear overview of the research process enacted to satisfy the objectives of this study.
5.2 The Research Process

The research onion (Figure 5.1), adapted from Saunders et al., (2009), provides a simplified illustration of the various research elements to be elaborated in this chapter. The outermost layer represents the research philosophy, followed by approach, strategy, choice, time horizon, and techniques and procedures.
Pragmatism
Inductive
Grounded Theory
Multi-method
Cross Sectional
Secondary Data Key informant interviews Focus groups

Figure 5.1 Research Onion (Adapted from Saunders et al, 2009:108)
5.2.1 Research Philosophy Pragmatism

The researcher takes a pragmatic philosophic view of the acquisition and construction of knowledge. Saunders et al., (2009) explains pragmatism argues that the most important determinant of the epistemology, ontology and axiology you adopt is the research question one may be more appropriate than the other for answering particular questions. JAMAL R MONDESIR, BAAB
Indeed, the researcher feels that problems can be interpreted and resolved several different ways with the possibility of all those answers being correct if they work satisfactorily. This flexibility to work with variations within the research philosophy confirms the pragmatists view (Saunders et al., 2009). For example, an objectivist philosophy helps to understand the matters concerning consumer psychology but subjectivism would need to be applied to account for individual differences. Because the field of study is emergent, with new data surfacing daily, the pragmatic philosophy became especially helpful in maintaining flexibility in answering the research question. Tashakkori and Teddlie (2003) agree that in some studies it may be more appropriate to view the various philosophies as a continuum rather than polar opposites.
5.2.2 Research approach Inductive

The researcher took an inductive approach in the accrual of data and analysis to generate theories (Saunders et al., 2009). Although the researcher had preconceptions about the psychological underpinnings of experiential marketing, he was careful to not use a deductive approach that might have limited the scope of the research or bias the results. The greatest utility the researcher found in the inductive approach is that it allows for flexibility of data collection techniques to suit the themes that arise from the research (Saunders et al., 2009). Additionally, induction allows the research design to be adapted to fit the constraints of the project (Easterby-Smith et al., 2008 cited in Saunders et al., 2009). JAMAL R MONDESIR, BAAB
This allowed for a better understanding of all the possible relevant avenues to be explored.
5.2.3 Research strategy Grounded theory

Fisher and Buglear (2010:137) states that grounded theory is a process that allows theory to emerge out of the research material rather than being forced out of it by the use of a predetermined idea or theory. Goulding (2002 cited in Saunders et al., 2009) agrees that in this type of research grounded theory would be most beneficial as a significant proportion of the research is concerned with predicting and explaining consumer behaviour. Saunders et al., (2009) states that this strategy is useful for studying a wide range of business and management issues. Verheggen and Baerveldt (1999) might agree that grounded theory is more appropriate for the social psychology aspects of the study rather than traditional deductive strategies. Data was accumulated through exhaustive literature review, focus groups, indirect observation, and key informant interviews then carefully analysed to identify key themes to induce theories. Theories were then critically re- examined to assess their validity. Any elements the researcher felt were overgeneralisations were removed. Baker (2003) states that this careful systematic analysis of data is required to produce scientific discoveries. Although the inductive power of grounded theory is evident, Fisher and Buglear (2010) make the point that when doing research there is sometimes a trade-off between time and quality. For that reason, she argues that it may be JAMAL R MONDESIR, BAAB
necessary to use a structured approach wherein structure is imposed based
on preliminary theory. Structured approach sacrifices quality in exchange for time whereas a truly grounded approach may result in improved quality. The researcher posits that he has worked within a healthy medium as to carefully balance time and quality. A preliminary structure was set around broadly defined themes of: Experiential marketing, Marketing communications, Consumer psychology, Psychology, Consumer behaviour, and Branding
This led to exploration of more in-depth subcategories such as: Behavioural economics, Neuropsychology, Cognitive psychology, Developmental psychology, Experimental psychology, and Bias and heuristic,
And occasional tangents, for example: All these categories were found to have some relevance to the research question; however, to satisfy the requirements of time the researcher continuously revised and questioned what could be gained and what could JAMAL R MONDESIR, BAAB Economics, Creative destruction, and Marketing 2.0
be realistically comprehended with the learning curve. For example,
comprehension of some aspects of cognitive psychology were found to be extremely demanding on time and mental resources and may have only served to complicate the research. This alludes to the pragmatic philosophy adopted, although the question may have several correct answers, the researcher must still work within the constraints of time and his own knowledge. As Saunders et al., (2009) notes, grounded theory is a process of induction and deduction. While a great amount of the research satisfies the inductive criteria, the haphazardness unique to the genre of marketing being studied creates an imperfection on the research. The researcher addresses this matter in the limitations at the end of the chapter.
5.2.4 Research Choice Mixed-model research

The majority of the research utilised qualitative data with qualitative analysis through categorisation. However some quantitative and qualitative data were analysed through charting to identify the validity of key themes to arise. Thus, constituting mixed-model research (Saunders et al., 2009). Tashakkori and Teddlie (2003) state that this method of collection and analysis is useful for discovering if emergent themes are worthy of more in-depth research.
5.2.5 Time horizon Cross-sectional

Data collection and analysis occurred only once to meet the time constraints of this research project. The final output is a cross-sectional representation of JAMAL R MONDESIR, BAAB
data that Hussey and Hussey (1997:60) describe a snapshot of an on-going situation.
5.3 Data Collection Methods

The matrix below explains the correlations between identified objectives and how each were achieved using the assorted data collection methods. Primary Research Objectives 1 2 3
Key Informant Interviews Focus Groups Indirect Observation

Questio nnaires
Secondary
Extensive Literature Review
Figure 5-2 Research Matrixes
Some findings in this section are evidenced in objective 3
5.3.1 Secondary research: Extensive literature review

Maylor and Blackmon (2005 cited in Saunders et al., 2009) explain that secondary data provides the foundation for primary data collection. The literature review for this study served two purposes: To explore what concepts in the field already existed and identify gaps in previous research, and To understand what peripheral fields could be explored as a means to fulfil the aforementioned gaps.
This allowed him to focus the area of study and guide the direction of research.
A significant proportion of the literature review was conducted through scientific research text such as the Handbook of Consumer Behaviour, Handbook of Consumer Psychology, and Memorable Customer Experiences. A dearth of academic or trade text was found to exist around the specific field of experiential marketing. To compensate for this, the researcher carefully selected online blogs to use by evaluating the writers and their credentials. Dochartaigh (2002 cited in Saunders et al., 2009) defines this as assessing the authority or reputation of the source. Further to the above, the researcher also found the Experiential Marketing Forum (EMF) that allowed access to marketers around the world involved in discussions about experiential marketing. The forum, founded by Erik Hauser (an acclaimed guru of experiential marketing), also offers independent research and case studies for its members.
5.3.2 Primary research Semi-structured key informant interviews

Saunders et al., (2009) explained that semi-structured interviews affords the researcher continuity by devising a set of questions around a themes whilst also allowing flexibility to freely discuss questions that arise from the course of natural dialogue. The researcher felt this strategy was most appropriate to rectify the lack of academic texts in the field and further progress the exploratory purpose of the study.
Key informants were given the option to conduct interviews via telephone or email to accommodate their schedules. A synopsis of the interviews follows in chronological order.
I David Polinchock
Chief Experience Officer and Founder Brand Experience Labs Adjunct professor Montclair State University and Rutgers University Board member Retail Advertising & Marketing Association Polinchock is noted for his esteemed career in experiential marketing, especially in its earliest stages. One of his most award-winning projects for NewsBreaker Live appears in appendix 9.1. Polinchock responded to the researchers post in the EMF offering to assist in the research. Before the interview, the researcher devised questions structured around the entire research. The data collected assisted in the design of subsequent interviews and the focus groups. Polinchock and the researcher communicated via telephone, which was recorded with permission and later transcribed manually.
II Gavin Downes
Strategic Planner Modern Green The Experience Agency Downes responded to the researchers post in the EMF offering to assist in the research. Downes and the researcher communicated through email messages that appear in His input was used to triangulate the data gathered from other interviews, focus groups and secondary data JAMAL R MONDESIR, BAAB
5.3.3 Primary Research Focus Groups

To uncover the efficacy of live experiential promotions in developing brands, the researcher felt it necessary to understand the perceptions of consumers. Focus groups allowed the researcher to study the effects of various elements of the campaigns on consumers perceptions with a free exchange of ideas, beliefs and emotions (Baker, 2003). As with the key informant interviews, the semi-structure of the focus groups generated a broader range of data of data not previously considered with the additional advantage of eliciting further in-depth responses from other participants (Jankowicz, 2005). Per Saunders et al., (2009) suggestion of four-to-eight respondents, the focus groups were formed of five and six participants, respectively. Each group consisted of full-time university students and graduates with a female-to- male ratio of 3:2 and 3:3 respectively. The similarity of respondents in each group permitted trends and patterns to be identified (Saunders et al., 2009). Participants were invited through Facebook and personal invitations by the researcher. This method of self-selection sampling is acceptable in exploratory research when it is unnecessary for statistical inference to be drawn and samples to not need to be representative (Saunders et al., 2009). However, the researcher estimates that the respondents were an appropriate sample of the target audiences for the campaigns they were asked to view. Focus group participants were asked to give feedback for several videos and oral explanations of various campaigns and the brands represented in those campaigns. The researcher identified five actual experiential marketing programmes and three field and event marketing programmes, although the JAMAL R MONDESIR, BAAB
respondents were not made aware of the difference as to not influence
unconscious bias. Some quantitative data was also collected in the focus groups. Focus groups were recorded, with permission, and transcribed manually. This allowed for analysis of themes and direct quotations.
5.3.4 Primary Research Indirect observation

Response videos and comments are a unique feature of live experience promotions as brands seek to gauge the perceptions, thoughts, and emotions of the audiences directly involved in the experience. The researcher felt that collecting data through these responses might accommodate for the sampling limitations of the research (Section 5.4.1). Videos posted on the brands YouTube page were seen as away of establishing credibility of the individuals involvement in the experience and circumventing the ethical issues of recording. Although these were used loosely to guide the research further and unless mentioned otherwise, their comments were not used as part of the study. Facebook page and YouTube comments were also scanned; however, determining individuals actual participation was much more difficult and thus considered unsuitable. It is unclear if this method of data collection is considered primary or secondary research. Saunders et al., (2009) classifies indirect observation, where the researcher relies on the reported testimonial of others, as primary research. He also argues that technology has created more possibilities for this avenue of data collection. Later in his book, however, he also declares video recordings and interviews gathered by another source, including the JAMAL R MONDESIR, BAAB
organisation under investigation, as secondary data. To further the confusion, Burns also states oral testimony and video recordings to be primary research,
whereas Fisher has listed observational research without explicitly stating it to be primary or secondary. Here, the researcher felt the arguments presented were more in favour of this method of data collection being classed as primary research.
5.3.5 Primary Research Questionnaire

The researcher invited friends and focus group participants to complete a short questionnaire after watching videos of various campaigns. This was done as a measure for deeper exploration of one of the themes that arose. Although statistical inferences in this situation would be preferable, the lack of a suitable sampling size, lack of relevant quote variables, and the exploratory nature or the research led to the appropriateness of self-selection sampling (Saunders et al., 2009:234)
5.4 Limitations of the research

5.4.1 Challenges in sampling

Live experiential promotions often appear as impromptu events to their viewers and participants, although this is not always the case. The physical reach of these promotions, that is, the number of people physical present when they occur, is markedly lower than other marketing communications techniques. Attempting to find a sample of consumers that have actually been affected directly by such a promotion may have proved unnecessarily and fruitlessly time-consuming. As a result, the validity of the findings reported for objective one can only be assumed to be true by basing them heavily on existing theories. JAMAL R MONDESIR, BAAB
The researcher did make an abbreviated attempt to interview candidates who purported in their comments on either Facebook or YouTube to have been present in various events, however many requests for interviews went unanswered.
5.4.2 Missed calls

One key informant scheduled for an interview via Skype but never followed through. An apology letter sent with an offer to reschedule was also not returned. Whilst seeking the aid of a colleague to find a suitable replacement Gavin Downes responded to the researchers interview request on EMF and was found to be a suitable replacement. The researcher also received a personal introduction to Jonathan Mildenhall, a creative executive for Coca-Cola. Mildenhalls input was sought for feedback on the noteworthy Coca-Cola experiential campaigns. However, scheduling conflicts ultimately defeated attempts for a planned interview. Mildenhalls lecture on Creative Excellence was found to provide suitable arguments for the prominent points in the findings.
5.4.3 Gaining access for direct participation

In preparation, for the research, the researcher made a concerted effort to win tickets to the Smirnoff Nightlife Exchange Project on 27 November 2011 by entering himself and requesting several friends to do the same. The experience would have provided a unique opportunity for observation and to gain feedback from others involved. However, neither the researcher, nor his friends, had any such luck.
5.5 Summary
Considerable effort has been given to the research design to guide the research and also to facilitate replication for further research by allowing other researchers to note any flaws in the research design. The chapter also highlighted limitations of the research and where applicable, how these limitations were circumvented. The methodology was amended post-research to account for reflections and considerations; these adjustments have been added in to their corresponding sections.
6 Findings and Discussion

6.1 Introduction
This chapter presents the information derived from the data collection as series of conceptual models with an explanation of their processes, their implications for brand managers, and suggestions for how experiences can be designed in a way that can effectively reach the target audience and achieve objectives.
6.2 Defining Experiential Marketing

The researcher found that much of the confusion regarding the term experiential marketing seems to involve field marketing and event marketing companies that have usurped the term, possibly as a means to attract more clients. Here the researcher takes the view that that experiential marketing is not simply about promotions or advertising; but embraces the notion, rather similar to Schmitts (1999) and Lanier and Hamptons (2009) views, that experiential marketing supplants traditional marketing with an entirely reinvented marketing logic. The researcher defines experiential marketing as: A discipline of marketing that creates personally relevant, credible and memorable holistic encounters (Advent, 2007; Ray, 2008) and connects the consumer with the brand essence (Advent, 2007; Lenderman, 2006) through interaction and engagement) of the senses (EMF, 2004 cited in Ray, 2008)(Ray, 2008) and mind (Schmitt, 1999) enacted in a manner indiscriminate of channels or mediums (Ray, 2008, Lenderman, 2006, Smith, 2006).
6.3 Classifying the Experience

As a coincidence of the research, the author has noted that experiential promotions may take several different forms. To preclude any confusion for future research, these varieties have been listed and described below. Hausers explanation of experiential marketing also makes these distinctions particularly useful, as it may prove beneficial to understand their components and functions. Mediated FEEL THINK Virtual RELATE
Figure 6.1a Conceptual Experiential Continuum
Lived SENSE ACT
Mediated
Virtual NewsBreaker
Lived Smirnoff Nightlife Exchange Project T-Mobile Flash Mobs Coca-Cola Happiness Machine
Charity adverts
Live Human Joystick St Johns Ambulance Popcorn
Volkswagen Safe Happens Financial Times Business Revolutionaries
McDonalds Sort Your Head
KLM Surprise
Sharpie e-Cast
Figure 6.1b Campaign Examples of the Continuum
The conceptual model above shows the continuum on which all experiential promotions exist. The continuum is divided into three classifications; mediated, lived, and virtual. The model also cross-references four of Schmitts five strategic experiential modules with the polar classes based on their degree of prevalence. However, it should be considered that SEMs can occur on any area of the continuum and should not be followed slavishly. Relate encompasses, to some degree, an assortment of the other four and thus, can occur across the spectrum. Mediated scenarios offer no degree of interaction but stimulate elaborate cognitive processes and/or arouse strong feeling from the viewer in a manner atypical of other emotion-driven adverts. On the other end of the spectrum, lived experiences seek to stimulate the participants senses and affect bodily action. In this setting, individuals and brands are present and are free to interact unmediated. In the region of virtuality customers are generally present; however, there is little to no allowance for interaction and any interaction afforded is usually facilitated by the use of technology. The table below the figure highlights several experiential marketing (XM) communications efforts and their proposed position on the continuum. For a summary of these promotions please see appendix 9.1 For the preceding sections and chapters live experiential promotions (LXPs) refers to both lived and virtual experiences
6.4 Objective 1
To determine the effects of live experiential promotions on consumer behaviour
6.4.1 Experience as teacher

It should not be unreasonable to assume that experiences are learned differently than explanations. In school, children are told practice makes perfect and new drivers can only actually learn to begin to drive when they are put behind a wheel. It is that logic that prompted this research and the quote on the opening page. The experiential learning cycles, regardless of their author, provides a sound basis for analysing consumer learning in a LXP scenario. Divergence Divergence may result from mere intrigue as in the case of voluntary participation situations (e.g. Smirnoff Nightlife Exchange Project). Likewise, it may be the effect of automatic (coerced) involvement (e.g. Coca-Cola Happiness Machine). Assimilation The participant receives the information of the experience and its contexts then integrates it with his/her prior knowledge of the brand. Convergence New and previous information are used to form theories and concepts about the brand. Accommodation Participants analyse those theories and develop a plan for future action.
Figure 6.2 provides a verbal illustration of how an individual engaging with the Coca-Cola Happiness Machine might move through the ELC.
"I'm thirsty. I'll buy a Coke."
"I'll buy Coke again.
"This vending machine made my day!"
"Coke is the happines brand and it's made me very happy"

Figure 6.2 Adapted Experiential Learning Cycle (Neill, 2010)
6.4.2 Consumer Experience Processing

Drawing on the ELC and several other authors in the literature review, it is now possible to conceive a model of how consumers process LXPs.
Transportation
(divergence)
Transportive Recall
Engagement Exploration
(assimilation)
Affect
Non-Rational Preference
(convergence)
Attitude formation
Hedonic Consumption
(accomodation)
Enhanced memory formation Self-symbolism
Focus

Figure 6.3 Conceptual Consumer Experience Processing Model (based on Bettman, 1971; Holbrook and Hirschman, 1982; Kolb, 1984; )
In this model, roughly based on Bettmans consumer information processing model, transportation replaces motivation and initiates the process by immersing participants in an alternate reality (Petrova and Cialdini, 2008) Imagery and other contextual features of this reality serve to engage the participant and invite him/her to explore and interact, thus affording the opportunity to gain viscous meaning. Engagement, rather than attention, dictates how much notice the individual will take of the promotion. Exploration replaces information search and might lead to non-rational preference formation for the brand which, in theory, compels the participant to consume JAMAL R MONDESIR, BAAB
based on the brands multi-sensory, fantasy, and emotive aspects; hedonic consumption (Holbrook and Hirschman, 1982). Because the brand itself can act as a stimulus-based cue (Alba et al., 1991) it is plausible that the mere sight of the brand or any of the contextual features surrounding the experience can conjure up memories (Jones and Fazio, 2008; Dubuc, 2002) hence creating a mental reconstruction of the original event, the author has termed this transportive recall. Focus replaces processing capacity in this model as transported individuals can be assumed to be wholly engaged (Petrova and Cialdini, 2008) and not conducting any other mentally demanding task that would diminish capacity. Instead, the relationship between focus and the processes is a mutualistic one. As participants move through the process they become more focused. Exploration becomes a driver of emotion, which in turn affects the attitudes that the participant will form towards the brand. Increased focus will lead to greater memory for detail (Dubuc, 2002), the implications of which will be discussed in section 6.5. These three factors also contribute to the brands self-symbolism to the individual.
6.4.3 Enhanced Memory Formation

The literature review unearthed a great deal of facts about the determinants, functions, and effects of memory. Rather than list all the possible attributes, this section will briefly summarise those of immediate relevance to the proposed theories. JAMAL R MONDESIR, BAAB
Firstly, episodic memory recalls the individual as an actor in a situation, which highlights the fundamental cognitive difference in memory input between LXPs and other marketing communications tools. Focus, interest, and emotion can all act to enhance memory. Furthermore, positive emotion has been shown to create greater detail for memory, broader memory of the surrounding context, and increased flexibility to retrieve both. Contextual features of an episode are all recorded during an experience and form part of a greater associative network of that memory and also serve to strengthen that network. Any spark can activate the entire network of neurons attached to that memory.
6.4.4 Experience-driven choice

Although the conceptual Consumer Experience Processing model is based on Bettmans CIP model with some suggested enhancements from Holbrook and Hirschman, it is imperative to note that the foundations of those models are based on intent or, at least, distant possibility of purchase. In contrast, the consumption of or attention given to LXPs is not necessarily goal-directed. JAMAL R MONDESIR, BAAB
Rationale
Info
Symbolic Non- Meaning of rational Consumption preference
Info

Figure 6.4 Conceptual Model of Experience-Driven Choice (based on Alba et al., 1991; Elliott and Percy, 2007; Hutchinson and Eisenstein, 2008; Jones and Fazio, 2008; and Petrova and Cialdini, 2008)
This conceptual model of experience-driven choice seeks to clarify the cognitive processes that take place post-experience and pre-purchase. Information search, driven by motivation, is fulfilled entirely or near-entirely, by experience cues (Park et al., 1992) and consideration for the symbolic meaning of consumption (self-symbolism and social-symbolism). A unique feature of the experience-driven choice is the repellent effects of memory and imagery on external or distractive information and rationality. The repellent effects of memory may be attributed to one or many of several causes.
PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 66 PROMOTIONS IN BRAND BUILDING 1. Direct contact with the brand essence may proactively transfer meaning from the promotional experience to the actual product experience. This may: a. Lead the consumer to believe, through evaluative conditioning, that they have gained product expertise; thus limiting the information search (Hutchinson and Eisenstein, 2008) b. Shift the hedonic aspects of the experience to the product experience. At which point, the LXP may complement or even substitute the actual product experience (Petrova and Cialdini, 2008). The latter does not mean to say that consumers will not purchase but that consumption becomes purely hedonic. 2. Enhanced memory can lead to better accessibility and potentially automatic brand recall (Alba et al., 1991; Jones and Fazio, 2008). Various effects, such as part-list cuing and perceptual enhancement, can prevent recall of other brands.
The second half of the barrier, imagery, shields decision processes from rationality as well as information. 1. During transportation, participants, in their distant reality, reduce their favourability of product information (Escalas, 2004, 2007 cited in Petrova and Cialdini, 2008) 2. After transportation, consumers may not feel the need to correct for their actions because they feel they werent affected. 3. Between the amount of mental resources employed and the number of associations delivered to memory, consumers may not be able to correct for all their actions. 4. Attempting to rationalise the experience can make the experience less enjoyable. JAMAL R MONDESIR, BAAB
PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 67 PROMOTIONS IN BRAND BUILDING (Petrova and Cialdini, 2008)
6.5 Objective 2
To explore how live experiential promotions create value for the brand-consumer relationship
6.5.1 The Consumer Perspective

First and foremost to the consumer perspective is the affective potential of consumer delight. It should not be debateable that individuals enjoy being entertained, surprised, and enchanted. Such notions have been the founding concepts for the entertainment and tourism industries. In fact, the concept of experiential marketing had been utilised by the tourism industry long before the phrase was coined. However, from a managerial perspective the cost of delighting consumers may be harder to justify. More than just creating strong bias for the brand, LXPs create concretised meaning for the brand in a manner that can only be abstracted and inferred using other mediums. The self- and social- symbolism garnered through this concretised meaning can appeal to the individuals construction of the self by building their self-identity and catering to their desires for self-actualisation. Finally, the elaborate encoding and storage of LXPs in semantic, sensory, and episodic memory increases accessibility in memory, which can reduce the time, energy, and psychic costs endured by the consumer in purchasing decisions.
6.5.2 The Brand Perspective

While the benefits to the consumer may have been somewhat foreseeable from the onset of this research, the branding implications the research has uncovered may be far more astounding. Simulates trial During transportation, the consumer opens himself to the experience essentially offering himself to hear the brand message and feel the brand essence. The actual product may be introduced as a tool to enhance the customers experience without becoming the central focus of it. This influence may be analogous of a trial purchase and useful for new brands entering a saturated market. Creates non-rational preference The salience of attitude, affect, and enhanced memory formation has a greater prospect of influencing symbolism and leading to non-rational preference. Preference, over time, can evolve into loyalty, drastically reducing acquisition costs, improving customer equity and brand strength. Protects the brand by protecting the self The memory-imagery barrier can be conceived as a competitive advantage existing in the mind of the consumer: insulating the brand message and non- rationale preference while keeping competitors messages out. Incidentally, as the brand caters to the individuals project of the self, he may also actively defend the brand from competitive onslaught, verbally or mentally. JAMAL R MONDESIR, BAAB
Builds brand advocates
Further to the above, individuals enjoy sharing tales of their experiences with others because it caters to their project of the self by reaffirming their social status (Kilian, 2009). Word-of-mouth marketing, hailed as the strongest marketing platform, is effectively activated as the brand enters the narrative of these exchanges. Better brand attitudes During purchase decisions, consumers may evaluate their attitudes towards certain brands and analyse the source of those attitudes. This analysis is called perceived diagnosticity. Attitudes derived from a source viewed as less credible are deemed to have a lower diagnosticity and consequently may be repressed, if not entirely disregarded (Jones and Fazio, 2008). Attitudes are deemed as most credible when theyve been self-generated from personal experience implying that LXPs may be a much more potent tool in developing positive brand attitudes than traditional mediums. Better product evaluations As mentioned, the hedonic aspects of the experiences can complement or substitute the product experience. Research cited in Petrova and Cialdini (2008), explains that participants that have engaged in transportation are more likely to base their actual product evaluations on the hedonic imagined aspects rather than on the product itself. This may possibly be attributed to confirmation bias, the propensity for individuals to favour information that confirms their beliefs. Although LXPs shouldnt be used to compensate for inferior quality, brands stand to secure a significant gain in brand equity from the spread of positive evaluations through WOMM. JAMAL R MONDESIR, BAAB
6.6 Objective 3
To understand the design and usage of effective live experiential campaigns
6.6.1 Approach to creating experiences

Polinchock provided a process model that his company uses for developing experiential campaigns. Approach to Creating Experiences (Appendix 9.4) affirms that business goals, brand goals, consumer goals, and technology landscape initiate the process of discovery and insight. This model served as useful guide for the remainder of the research.
6.6.2 Understand the brand story

In his blog, Polinchock (2010) stated that many marketers do not completely understand their own brand story; however, the only way to begin to design memorable experiences is to understand the brand story. When focus group participants were asked to describe the brand essence of St. Johns Ambulance, Smirnoff, Coca-Cola, KLM and T-Mobile most participants were only able to correctly identify Smirnoff as trendy, youth-oriented, and cosmopolitan in accordance with brands advertising. Despite the prevalence of Coca-Colas advertising, most participants associated the brand with Christmas rather than happiness. JAMAL R MONDESIR, BAAB
PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 71 PROMOTIONS IN BRAND BUILDING Brand Brand Essence Empowerment, beneficence Trendy, young, cosmopolitan Happiness Sharing The Dutch Airline
St. Johns Ambulance Smirnoff Coca-Cola T-Mobile KLM
Figure 6.5 Brands and their Essence (devised using the Brand Fingerprint model Vyse, 1999 cited in de Chernatony, 2010:271)
After watching videos of each brands LXP(s), participants were able to correctly distil the brand essence for all brands, except KLM. Whereas all KLMs marketing communications denote the brand as the Dutch airline (similar to British Airways), many felt the LXP, KLM Surprises positioned the brand as customer- loving. Its great that they did that. I think more companies should do things like that but I cant really tell what that has to do with KLM. All companies say they care about their customers, dont they? Focus group respondent (FGR): KS Furthermore, some participants who had originally been unable to state the brand essence before the video said that they recalled the brands other marketing communications while they were watching. A light bulb went off, like, oh yea Coca-Cola is supposed to be about happiness. FGR: VL I got happy just watching it and then I started thinking didnt their slogan say something like create happiness or be happy? FGR: BM JAMAL R MONDESIR, BAAB
This may be taken as evidence of assimilation occurring. Additionally, although the concept of transportation is founded in literary and illustrative work, this unexpectedly presents the idea that transportation in LXPs may occur outside their physical realm. In his interview, Polinchock said, When you have awareness and everyone knows who you are you have the good and the bad of the story confines. So when nobody knows what your story is you can do anything, because nobody knows who youre supposed to be. This declaration was realised when many respondents reported that they held no associations in memory regarding St. Johns Ambulance. Some said the brand was dated and irrelevant. However, after being asked to envision themselves as a member of the audience in Popcorn the respondents said they felt empowered. Im normally against things like that. Those charity ads that try to make you cry really put me off but this was completely different it put you in a really uncomfortable position that you realised you could be end up in and wouldnt know what to dothen it was like oh (expletive removed), you can actually do something and not feel helpless.-FGR: LS I dont even have basic first aid knowledgeif I was in that position Id have no idea what to do. When the text number flashed at the end I was, like, oh my god, I need to move quicklyto actually look into it. Audience reaction (St. Johns Ambulance, 2010)
From these two illustrations, it can be understood that LXPs are suitable for delivering an impactful introduction for new brands or for reinvigorating brands operating in industries either in the maturity or decline lifecycle stages. High emotionality combined with a call-to-action may also produce immediate responses, when feasible. For brands with a clearly developed brand story, LXP may be useful to solidify and add salience to the message, as seen with St. Johns Ambulance. However, the experience must be aligned with the brand essence to be credible or assimilation may not occur and the message is lost; as with KLM, rather than becoming a personally relevant and memorable experience, the promotion may become diluted as a mere publicity stunt. Whilst LXPs may provide a powerful platform for emanating the brand essence, the existing brand story constrains manuvrability and signifies the potential difficulty for utilising LXP as part of a rebranding strategy. Downes statement reflected that of Polinchocks, Staying true to the core brand idea [is one of the most critical elements of the experience design]. Brands opting to use LXPs as a rebranding tool may receive better utility by first rebranding through other mediums and delaying LXP usage until the new brand image has reached high levels of awareness and credibility has been established with a sizeable proportion of the target market. This will ensure the Consumer Experience Process is not halted abruptly in the exploration stage.
6.6.3 Leverage consumer and cultural insights

The coolest thing about [the Smirnoff Nightlife Exchange Project] is normally, when youre drinking youre usually planning to go out for the night or youre already out and its like now theyve given you a really exciting reason to want to go out. Its something you wanted to be a part of and experience for yourself. FGR: JT Consumer and cultural insights are not a new idea to marketing but they appear to be much more crucial for generating emotion, ascribing personal relevance and symbolism, and the overall success of LXPs than other communications efforts. This may possibly be credited to the matter of transportation and personal differences. Petrova and Cialdini (2008) state that imagery may be ineffective if the proposed scenario has low relevance to the self. Downes stated that many campaigns that fail are based on the [wrong] consumer insight. Mildenhall (2010) takes this statement one step further, If youre going to be a business thats truly going to succeed in tomorrows marketplace you have to be a brand thats based to real cultural insightscultural insights, not consumer insightsthat make the conversations you trying to evoke with consumers more worthwhile. The researcher theorised that, because both episodic memory and imagery view the self as an actor, to be effective LXPs must (a) understand the consumer and their culture to become personally relevant and (b) not prevent the individual from viewing the self as an actor. Focus group participants were asked to list, in order, the eight campaigns they felt best reflected themselves and their environment (i.e. social circles, family, JAMAL R MONDESIR, BAAB
personal history, etc.). Participants were later asked whether their perceptions of the brand worsened or improved greatly, slightly, or not at all. 82% of brands that occupied the top two positions greatly increased in perceptions. Though some respondents stated that their valuations were lower when they felt the product categories werent applicable to them, figure 6.6 still shows a strong correlation between personal relevance and increase in perceptions of the brand.
Relevance and Perceptions
Perception of the brand
Personal Relevance Average Valuation

Figure 6.6 Personal Relevance and Brand Perceptions
For all participants, the brands that occupied the lowest positions on the list were those that the researcher classed as field and event marketing promotions. When asked for their rationale many participants suggested they felt they were watching a narrowly-focussed spectacle rather than being invited into a broader personally welcoming environment. JAMAL R MONDESIR, BAAB
PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 76 PROMOTIONS IN BRAND BUILDING [Body Shop] didnt feel like the other ones and I shop there all the time, but you were just watching people dancing, and they were all obviously trained dancers and it was so obviously a Body Shop promotion. It was, interesting in a way but not like T-Mobile cause you didnt feel like you could join in and it wasnt surprisingWith T-Mobile you wouldnt know it was T-Mobile when it was happening, but theyve got Body Shop signs all over FGR: AG
Many of the other statements made mirrored those above implying that not only can the field marketers and other individuals positioned as the main actor obstruct the view of the self, but that also the brand itself can be construed as a main actor and become a barricade. Its evident that the success of LXPs in building brands depends almost entirely on leveraging consumer/cultural insight for transportation to occur. Without consumer insight individuals found the experiences to be less engaging and less meaningful and as a result were less likely to improve their perceptions of the brand. Furthermore, in order to become engaging brands should consider the roles of the personnel involved in the experience and also the prominence of the brand name and any product displays. The individual should feel that the experience was intended for his/her self rather than serving to showcase someone or something else.
6.6.4 Be sociable
A surprising theme to emerge from the focus group was the significance of the social element in LXPs. After revisiting the text and weblogs on the subject, the researcher found this factor to be overlooked in nearly every source. JAMAL R MONDESIR, BAAB
When asked about KLM Surprises one respondent gave this observation:
I liked it, it was creative, but I dont get what it does for everyone else. Its great for those people but what about people there who werent on Twitter. It just felt exclusive. FGR: VL Another respondent promptly agreed: They couldve done something for the whole terminal or something rather than just picking a few people FGR: LF Following this theme, participants of the second focus group were asked, [Of the five actual XM campaigns], which experience would you have least enjoyed being part of? five of six agreed KLM was least enjoyable. Participants were then asked, which experience did you least feel part of the action? all six responded KLM. Kilian (2009) briefly mentioned, most experiencesare inherently social such as dining, dancing, and dating but his elaboration mostly focussed on the social utility individuals derive from recounting their experiences with others. To gain a better understanding of how the degree of how sociability affects consumers enjoyment of the experience the researcher briefly surveyed 20 individuals (including the 11 focus group respondents). Respondents were asked to watch various videos of LXPs and gauge the level of interaction amongst the individuals in the videos. Considering the propensity for videos to spread virally across the Internet as a measurement of, at least, mere interest (Fill, 2009), the researcher calculated the average number of views per day per video. The exercise showed a direct correlation between the number of average views per day and consumers perceived degree of sociability in the videos (Shown in figure 6.7). Coca-Colas and T-Mobiles videos averaged 13,642 and 26,429 views JAMAL R MONDESIR, BAAB
per day, respectively with perceived interaction levels of 87% and 98%. Although NewsBreaker Live had very high levels of interaction with the medium, only 10% of respondents felt the audience had any degree of interaction with each other.
Average Views versus Perceived Sociability

Average views per day 25000 20000 15000 10000 5000 0 80% 60% Perceived Sociability 30000 100%
40% 20% 0%
Views
Average Perceived Sociability

Figure 6.7 Views versus Sociability
These results may be equated to the effects demonstrated in section 6.6.4. Despite that in most instances no one particular audience member was acknowledged, the reduced degree of sociability possibly rivals the inherent social nature of experiences; thus, forgoing the opportunity for internet viewers to view themselves as members of the experience. This finding should not inhibit marketers from adopting LXP strategies that may be less than sociable. Indeed, if the objectives of the campaign parallel with the more central areas of the LXP continuum a sub-social strategy may be suitable as it may facilitate deeper cognitive and affective processing without distraction. JAMAL R MONDESIR, BAAB
However, brands looking to capitalise on WOMM, or more critically, eWOMM, building awareness virally through the Internet, or demanding higher return-on- investment might be behoved to consider more sociable strategies to those ends.
6.7 Summary
Consumers learn from experiences differently than they learn from advertising or other marketing communications. With experiences consumers are transported to new worlds that let them imagine their ideal self. By becoming experience providers brands can not only establish a deeper meaningful relationship in the consumers psyche but also weave themselves into the consumers narrative retelling of the experience. The potential for brands is incredible and the researcher believes even more possibilities lie outside the narrowly focussed consumer-brand relationship. However, the effort requires great attention to detail and must be devised in a manner that will meet the intended objectives. Campaigns must be designed in a way that lets the consumer feel the brand essence and relates to the individual on a personal level. Finally, experiences must be credible to acquire and retain customers. As mentioned in chapter 5, this research was limited in its ability to prove or disprove theory. This provoked the necessity to be critical of the findings but not without considering how the findings could be applied to future research. As a result, critical analysis in this chapter was limited to provide a more comprehensive critical discussion and suggestions for future research in section 7.2. JAMAL R MONDESIR, BAAB
7 Conclusion
7.1 Reflection
For as many specialists exist in the experiential marketing field and the growing number of clients adopting either experiential marketing and/or a live experiential promotion strategy, it is surprising to find little academic research to provide a sound foundation for marketers to ground their strategies and make reasonable justified decisions. The success of brands such as Coca-Cola and T-Mobile may be owned to their global presence and well-developed marketing teams but many of the brands explored outside this study seem to have relied on a hit-or-miss strategy or general uninformed advice from glorified field and event marketing agencies. Brand managers may already understand that live experiential promotions place the consumer in direct contact with the brand in an environment where he/she is free to explore; however, leading the consumer to the exploration stage is very different than prompting the information search in traditional advertising. Engagement in live experiential promotions could be considered analogous to the conventional call-to-action. If the participant is not interested then the opportunity for acquisition is lost. Yet those who do become engaged can begin to cultivate a meaningful symbolic relationship with the brand. The brand exists not only in the consumers cognition but effectively resides in his heart and is shielded by the memories and images of the shared experience. This could be likened to the illustration of an individual defending his lifelong friend in an argument or altercation with a third party. Their cumulative shared experiences bond them; non-action, in this JAMAL R MONDESIR, BAAB
instance, might prompt dissolution or re-evaluation of the friendship.
This relationship isnt one-sided and payoff for the brand is great. Trial for new brands, creating brand advocates, better brand attitudes, and improved product evaluations can all lead to greater brand equity. So how can brands take advantage of this? Understanding the brand story is the first step to creating a credible experience and possibly the most important because assimilation cannot transpire without a clear link to the brand essence in the consumers understanding. New brands can create their own stories but an existing brand may have to make a more concerted effort if it desires to change its story. Cultural and consumer insights are critical for transportation because if the consumer cannot find personal relevance in the experience, processing cannot begin. Further to the points on engagement and transportation, the narrative of the experience should be written by the brand but not starring the brand. If the consumer is averted from recognising him/herself as the main actor the customer will exit the experience process and discredit the experience as an elaborate sales pitch. Brands that would like to employ live experiential promotions as a tool for driving WOM or eWOM might find the degree of sociability in their experiences to be a key element in achieving that objective. Otherwise, consumers may view the experience as a publicity stunt, once again, because the online viewer is disabled from envisioning him/her self as the main actor. JAMAL R MONDESIR, BAAB
However, campaigns that aspire to evoke thought or emotion may actually find greater utility in being less sociable by allowing to the participant to reflect on the experience without interruption. Lastly, to be credible, brands need to ensure that the experience the promotion implies is the experience actually delivered in real-life. For low-involvement brands, FMCGs, and brands without physical locations this may be less true. Brands that do not fall into those categories or those reliant upon customer interaction should evaluate the experiences being provided through all their customer touch points. Debatably, all brands should seek to do this to facilitate the element of transportive recall and ensure retention through customer loyalty and delight. Live experiential promotions clearly have great implications for the brands that would like to employ them. As with any marketing communications strategy, it is important to understand the functions and usage of the tools, channels, and mediums available to ensure good return on investment. Indeed, the issues of return on investment that plague the field may possibly be corrected by further research. It is the authors hope that these findings will guide brand and marketing teams to making more informed and investable decisions and that this study will advance research in the field.
7.2 Critiques and suggestions for future research

The unrehearsed nature of live experiential promotions makes it difficult to prove the theories proposed despite their grounding in scientific and marketing research. It may be worthwhile to market researchers to test and revise these theories through collaboration with actual experience providers. JAMAL R MONDESIR, BAAB
Figure 6.7 proposes the idea that a direct correlation exists between perceived sociability and the proclivity for a video to spread virally. It is important to recognise that the sample size for this data is not scientific and may be an area of interest for those with privileged access to the analytics of those videos. The researcher posits that a more representative statistic could be drawn from alike inter-category brands as the field continues to grow. Although the researcher argues that the psychological findings of this report may hold weight for some time, as an emergent field of marketing, the effects of advertising wear out may need to be reviewed later in a longitudinal study. Likewise, the effects of automatic involvement campaigns may need to be reviewed to understand its bearing on cognitive load and/or if coercion may lead to reluctance. While the intermittence of these promotions might lead to the belief that these are a once in a lifetime occurrence, it should be considered that most of these events take place in large metropolitan areas. This research was undertaken without discernment for high- and low- involvement purchases. Elliott and Percys Emotion-Driven Choice model (Figure 4.7) accounts mainly for high-involvement decisions but they have also presented a very similar model for low-involvement decisions. Future researchers might wish to use the findings in this study to discover if the Consumer Experience Processing model (Figure 6.3) and the Experience-Driven Choice model (Figure 6.4) are valid for both levels of involvement. Finally, this research has focussed on the researchers proposed lived and virtual spheres but more research might be undertaken to understand the psychological and behavioural effects of mediated experiential promotions.
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REICHHELD, F. F. (2003). The One Number You Need to Grow. Harvard Business Review, Vol. 81, pp. 46-54. ROEDDER-JOHN, D. (2008). Stages of Consumer Socialization: The Development of Consumer Knowledge, Skills, and Values from Childhood to Adolesence. In: HAUGTVEDT, C. P., HERR, P. & KARDES, F. R. (eds.) Handbook of Consumer Psychology. New York: Taylor & Francis Group, LLP, pp. 221-247 ST. JOHNS AMBULANCE. (2010). Popcorn from St John Ambulance -- Audience Member Reaction 2. [Online]. Available: http://www.youtube.com/user/stjohnambulance - p/u/2/4UBK1E54Ivo [Accessed 21 February 2011]. SAUNDERS, M., LEWIS, P. & THORNHILL, A. (2009). Research methods for business students, Harlow, Financial Times Prentice Hall. SCHMITT, B. (1999). Experiential marketing : how to get customers to sense, feel, think, act, and relate to your company and brands, New York, Free Press. SMITH, C. (2006). Experiential Marketing: A Rose by Many Other Names [Online]. Fast Company. Available: http://www.fastcompany.com/blog/clyde-smith/business- blogging/experiential-marketing-rose-many-other-names December 2010]. SUNDBO, J. & DARMER, P. (2008). Creating experiences in the experience economy, Cheltenham, Edward Elgar. TASHAKKORI, A. & TEDDLIE, C. (2003). Handbook of mixed methods in social & behavioral research, Thousand Oaks, Calif. ; London, SAGE Publications. TERRITORIO CREATIVO. (2006). Marketing 2.0: New Way to Old Things [Online]. Madrid: Territorio Creativo. Available: http://internetng.dit.upm.es/ponencias- [Accessed 28
jing/2006/polo.pdf [Accessed 27 January 2011]. TOFFLER, A. (1970). Future shock, London, Bodley Head. TROUT, J. & RIVKIN, S. (2008). Differentiate or die : survival in our era of killer competition, Hoboken, N.J., John Wiley & Sons. VERHEGGEN, T. & BAERVELDT, C. (1999). From Shared Representations to Consensually Coordinated Actions:. In International Society for Theoretical Psychology. Proceedings from the 8th biennial Theoretical Psychology 1999 Conference. Vol. 8. Sydney, 25-28 April 2000. International Society for Theoretical Psychology. JAMAL R MONDESIR, BAAB
WYER, R. S. (2008). The Role of Knowledge Accessibility in Cognition and Behavior. In: HAUGTVEDT, C. P., HERR, P. & KARDES, F. R. (eds.) Handbook of Consumer Psychology. New York: Taylor & Francis Group, LLP, pp. 31-76 Front Covers: ACCESS AGENCY. (2011) MINI Drive-In Cinema. [Online image] Available: http://www.access-agency.net/indoor-drive-in-cinema [Accessed 17 March 2011 ACCESS AGENCY. (2011) Nike Swoosh Slide. [Online image] Available: http://www.access-agency.net/nike-extreme [Accessed 17 March 2011]
9 Appendices
9.1 Noted Campaigns
Business Revolutionaries Financial Times This print and outdoor advert depicted Richard Branson in a portrait similar to the traditionally styled black and red depiction of Che Guevara. The style of the portrait may have lead many to believe the picture was actually of Che Guevara; however, those who realised the picture was of Sir Branson may have found a particular excitement in solving the puzzle. Safe Happens Volkswagen A campaign by Volkswagen in the US portrayed groups of friends driving around town and engaged in everyday conversation then suddenly being involved in a collision. The video was not set in slow motion effectively making the viewer feel they've experienced the accident themselves. The advert was so impactful many petitioned to have the ads removed citing it as a source of distress. Popcorn St. Johns Ambulance A cinema full of film goers in London were placed in an uncomfortable position when a seemingly nostalgic and happy cinema preview turned for the worse depicting a family trying to save the youngest child from choking. As the mother in the preview called for help an audience member stood up declaring she could help then seemingly running into the screen. The audience member saves the child and returns from thru the door. A title screen then flashes the tagline "You can be the difference between life and death" with contact details. Surprises KLM JAMAL R MONDESIR, BAAB
KLMs ground crew at Amsterdam Schiphol found Twitter users waiting to board their flights and presented them with personalised gifts of appreciation. Human Joysticks MSNBC NewsBreaker Live At the midnight premiere of Spiderman 3, a cinema full of filmgoers was able to experience the new NewsBreaker Live arcade game by the American news channel, MSNBC. Through a motion-sensing camera installed below the screen, the viewers were able to collectively use their bodies as human joysticks to navigate the game. Sort Your Head McDonalds This life sized sliding tiles puzzle positioned at bus stops in Sweden invited waiting passengers to complete the puzzle of a human face. The slogan on the puzzle saying, "sort your head out" introduced McDonalds new line off coffee e-Cast Sharpie This outdoor advert appeared in several cities around the US inviting passing individuals to use the hanging Sharpie stylus attached to the signage and draw on the picture of the cast. The stylus let them draw, erase, and change the colours replicating the experience of the real sharpie T-Mobile Flash Mobs T-Mobiles flash mobs have become synonymous with T-Mobile UK appearing as large impromptu elaborate performances across London. Smirnoff Nightlife Exchange Project
This highly concerted programme invited social media users from 14 countries across the world to contribute ideas of what best represents their countries nightlife into a 'crate'. On 27 November 2010 countries across the world exchanged the crates and participants were invited to experience the nightlife of another country in their own country. Coca-Cola Happiness Machine A seemingly typical vending machine located in a student union became very atypical when it began dispensing several bottles of coke, a box of pizza, cupcakes, flowers, and balloons to a group of unsuspecting students.
9.2 Transcripts1
Telephone Interview with David Polinchock BOLD denotes the moderator <Permission requested to record> <Disclosure or ethical issues> So a little bit about my research, Im trying to find a theoretical basis for experiential marketing, but Im focusing on live experiences as promotional tools. So between the theoretical bases, Im trying to find how brands can use experiential marketinghow brand can effectively use experiential marketing. So this part of the research Im just dealing with the practical application for it. To begin, I think the first thing, if you can just imagine for me theres a continuum Ive conceptualized. On the on end youve got meditated experiences, meant to evoke strong emotion, strong thought [in a way] thats atypical of traditional advertising. On the other end-lived experiences-the 1 Only one transcript inserted per tutors request. Focus group transcripts available upon request. JAMAL R MONDESIR, BAAB
customers present with the brand theyre able to engage and interact freely and then somewhere in the middle theres the virtual realm, which is usually, technology assisted. Theres a bit of a degree of interaction but the customer is present. So thats just important for a little bit down the road but what Im focusing mainly on are the virtual and the lived experiences. All right? -Okay Thats simple enough-hopefully! So to start it off what do you feel experience does for the consumer that that traditional mediumsin their traditional roles- fail to do? Well, the dual-edged sword of experience is that they either deliver or dont deliver the real brand message. Okay So, I say were the brand thats the most fun right? So, the live experience will either deliver that fun or not deliver that fun. Yep, so far I completely agree, and thats more the theoretical side of it, but yep, thats exactly what I was looking in to. Well, ill tell you we did a project for a client in the UK. We played a game before they saw a movie and we saw a lift in the over enjoyment of the movie going experience if they played the game first.
Oh, yea yea, was thatwas that not NewsBreaker Live? That wasnt the same as NewsBreaker Live, I assume because we dont have[MSNBC] No thats right it was for one of the car manufacturers in the UK. So what we found was by letting people have that bit of fun before the movie going started it made themincluding the clientlike everything about the experience better. Okay, theres definitely a uh (inaudible) factors of consumer delight in there. Not just merely consumer satisfaction, actually surprising and delighting the consumer. Thats basically where I was heading with my research and what Ive found so far. So the next question, when I looked at your brandI cant remember what the actual model was called, but the model that youve got on your website, lots of it pretty much confirmed a lot of my assumptions about designing the brand experience. You know you have to consider the objectives, consumer insight, and the brand values. How often does that strategy work to meet objectives? Well I think one of the biggest challenges Ive seen is that theres a fairly siloed wall on the brand side. So theres an event marketing team, that might be different than the brand marketing team, that might be different than the produc team, and so on. And I think, although its getting much better, I think more often than not the brand team and the experience team is living in its own set of objectives. how many people can I get through the experience? How many samples can I pass out? Whatever those measurement tools are. But theyre not engaging across the entirety of the brand experience.
I actually had a question about that further down the linethe difficulties in designing experiences. Could you just elaborate on any difficulties youve had or that youve seen in designing brand experiences? Well, one thing that Ive always found to be the case in doing events, years ago is, Im an old theatre person. So, when I would do an event I would hire one of my theatre friends. So I hired people who were outgoing engaging and were performers and they did everything a performer should do. Then you send people from our event to the brand where suddenly theyre in a retail environment now suddenly; theyre not dealing with performers. And what you ended up with was people going wait a minute, I dont get it. I was over there it was greathow come now when Im over here its not so great? I did a lot of trade shows in the early 90s with virtual reality and at the time virtual reality was the hottest sexiest thing on the planet. You know everyone wanted to do it Oh, I remember that. Yknow I could set up some VR systems and get a three or four hour wait of people and many times when we worked with the client we got them to understand why this was hear, what was the connection, to the brand and so on. Every now and then, wed get a trade show person who wasnt interested in us meeting with the sales team, or whatever, and I would overhear the sales people when they were asked what does this have to do with virtual reality theyd say Well nothing, its just cool and sexy. We wanted to get a lot of people in the booth or I have no idea at all. And when you do thing like that then people, you know, they get a little busy like, oh Ive got things on my plate and if you dont know why youre doing this then dont bother with me. And it was hard
sometimes to get sales people, especially trade show sales people, to be interested in supporting an idea they didnt understand why the idea was attached to them. I think thatso that sort of goes back to what you just mentioned earlier about the brand team and the marketing team and the advertising team sort of all are divided. It has to be a group effort Im gathering. It totallyI mean, you have, you know an event team thats different. At a trade show, for example you have an event team that might be different than the sales team and when those two teams are not communicating you might getyou set up a free beer and hot dog stand in your trade show booth, youll get a lot of people in your booth but youre not necessarily driving people who give you who are business opportunities for you. You drive people who are hungry. <Laughing> I know that well from when I was at [Florida International University] A client whose marketing team goals were to drive people into an environment ran all on numbers. The more people got into the environment the better they got in bonuses and reviews and everything. They basically did that by giving away the product. Come in to the store and get this for free. Well, they were working against the in-store sales team whose job it is to sell product. So it wasnt until the two teams sat down to an alignment process to say hold on, you need to drive people into the store you dont actually care what they do when they get to the store? We need to close business when they come to the store, so you cant just keep handing them a coupon for the product for free. So they started to work together so they started to work together, they started to align with maybe potential upsells, maybe instead of getting this for free now youre getting that JAMAL R MONDESIR, BAAB
for free and then youre given a path for the appropriate upsell and thats helping them a great deal. So theres definitely got to be a whole lot more integration. I do agree with what youve said actually about the brand team has their own objectives and the marketing team has their objectives and a lot of what I study now you do get the marketing modules that give you specific marketing objectives but then you get the marketing communications objectives for a different team and you have to try and devise a plan to get the marketing comms objectives to satisfy the marketing objectives. That kind of brings me to the next question, I dont know if it will be relevant but Id just like to get what youre input on this is: what sort of objectives do you feel are realistic for a live experiential campaign or a virtual experience campaign. What objectives do you feel are realistically achievable? Well obviously, its going to change a great deal depending on what the product is and what the brand is. You certainly want to have an opportunity to touch the product and again sometimes I see events where the product is in the background. You need to create that environment where I can touch and experience your brand, whatever that means, based on the brand. Certainly numbers are important. Numbers are important again, based on the brand that you are. If youre selling bubble gum, you probably want to get a lot of people to your thing. If youre selling Jaguar, you want a smaller group because you want a group that can purchase and again, I think if you look ata little bit of a side exampleif you look at what happened with social media. In the early days, in social media it was all numbers, how can I get a million Twitter followers? How can I get 600,000 fans on Facebook? or whatever the measurement is, it was about big numbers and I think now were starting to realise whats better is JAMAL R MONDESIR, BAAB
appropriate numbers. So how do I get the right people even if theyre only ten of them? Making sure that the brand experience that you create as an event- marketing tool matches the brand experience that you really deliver. I joke in my presentations if I were giving the presentation naked, I could get everyone to talk about me but I wouldnt necessarily get anyone in the room to take me to (inaudible) to lunch. And you know, we can do these big things, if youre by a computer, its a great quote by Leo Burnett, not the ad agency Leo Burnett but Leo Burnett himself probably 60 years ago but it really sums up youve got to be daring youve got to be exciting youve got to be engaging you have to be on message. I think that becomes the piece that a lot of people miss theyre exciting theyre daring, theyre talking, theyre getting people to talk about them but theyre so not on message that they dont people to talk correctly about them. What differences would you have to take into consideration when youre designing and experience for a live experience where the customers actually present and the virtual experience where its mediated through technology? Well, Im going to say this because I dont want to miss it, in case you arent talking about it, but obviously number one it the people. How theyre being trained, how they deliver the experience. Again, theres nothing worse than going to an event where you have to really get the people working the event to pay attention to you. Because youre there. With the technology side of course then youre dealing with the tech issues, do you, this is getting much better today than it used to be, but I remember doing cell phone events 6,7,8 years ago when everyone had a different operating system and none of them were compatible and you could spend 25 minutes trying to download something to your phone so that you could read QR code. Thats been changed a great deal because of three main operating systems. So on the people side its the people, its the physical JAMAL R MONDESIR, BAAB
layout, its all of then things we dont always think about. I worked with a client many, many years ago, I was doing a very large virtual reality tour and the computer that we were using then, which cost three-quarters of a million dollars and was about as big as a refrigerator, was not as powerful as the laptop Im using today. I was a big honking computer, you know, and it had very specific operating parameters: it had to be between certain temperatures and everything and the client didnt want to spend time and money putting air conditioning into the system. Oh no Yea, and I had to keep cancelling shows and they would say why arent you doing it today? The client wants to run the show and Id say well let me get my attorney and have the client sign a contract that says if I turn on a three-quarters of a million dollars computer and its 120 degrees [Fahrenheit] outside and the computer gets fried, I dont have to pay for it. They just didnt want to think through that one little step. I worked with another client on a proposal, we didnt execute the project, but they wanted to do a big truck tour and they were talking about things while we were in the meeting at one point during our presentation we had mapped out sort of how this truck thing would fit in a parking lot and the client said how many parking spaces will you take in the parking lot? We said probably 6-8 maybe a little bit more depending and she, with some disdain, said well everybody else said two. What did you do wrong? We were fortunate enough to do a lot of this; we worked with some really anal people. Someone had drawn a really big chart of the parking lot with the trucks in it so we pulled the truck up and said well two is correct the truck itself and then the trailer part. So we figured they would be together and that would be two spaces but youre budget for this is $200 million, we thought you wanted a JAMAL R MONDESIR, BAAB
line. So weve included room for at least four parking spaces one either side of this thing for your crowd control. And we were apparently the only company who though about crowd control and lines. Thats a pretty simple thing when youre doing and event. Really, nobody thought about lines? So considering that, do you feel logistically, for implementation and evaluation purposes, do you feel like it requires some degree of speciality or broader resources than traditional advertising? Completely and believe me, Im not even as good at the ops side as I should be but when youre doing events it is an operation. You are thinking through every little thing youre thinking about how long doesI mean good people that I know that Ive worked with over the yearswill think about how many rotates does such and such go into?, how long does it take to unpack the truck?, how far away do the crates need to be away from where youre putting everything?. All of those little things that you dont think aboutthat an ad person would not generally think about. Yea, definitely, were not trained to think that way. And even me, when I was doing events, I was doing two, three events a day and I was doing events and theyd always say well Dave, do have any ways we should pack the truck? No you should ask the guy whos packing the truck how to pack the truck! Thats the guy that knows how to really pack the truck. I can make some suggestions I might be helpful but Im not going to be packing the truck everyday. The ops become critically important and can become the different between a really successful event and an unsuccessful event. So this past January at the Javits Center, there was a conference the National Retail Federation. Many JAMAL R MONDESIR, BAAB
PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 10 PROMOTIONS IN BRAND BUILDING 0
of the exhibitors and the National Retail Federation show were showing mobile commerce apps, yknow, mobile retail is a big thing. You cant make phone calls in the Javits Center; its got the worst interconnectivity on the planet and their wifi is stupid expensive; $600-$700 to connect to the Internet for two days. Well, now you have a whole bunch of people who are saying Well, Id love to show you how this works, but I dont have an Internet connection. Oh, no. Yeano. In some cases, like, you work in the Javits Center place like that youre kind of screwed. People understood that was the case at the Javits Center, but Ive been to other peoples events where theyve not thought about the electrical totally, theyve not thought about the timing, theyve not thought about how the crowd moves through the environment, theyve not thought about ceiling height when theyve done indoor events and suddenly youre trying to figure out how to throw a projector from 9 feet, when you really need 15 feet. I had a client many years ago who I used to go do the inspection tours with all the timemake sure that everything fit. We did this big virtual reality Formula 1 car and the cars its was three-quarters of the size of the real car and it travelled as one piece. And I did all these thing and I went all over the world with them and then they were doing a show and they said Listen, Ive seen this like thirty times you dont need to take the day trip just to come out well do it. I said Okay well, dont you know we get there and the client measured everything properly, just like they should. Measuring the hallways, the doorways and the right everything was perfect. She forgot to measure the height of the elevator and were now stuck because the event is on the tenth floor and without blowtorching this car in half I cant fit it in the elevator. So, were all scrambling. Can we carry this up the steps? I mean, were trying everything. The hotel engineer, great guy, says I have JAMAL R MONDESIR, BAAB
an idea if youre willing to try it, Well at this point, Im willing to try anything what is it you want to do? He said heres what were going to do. Were going to put the elevator basically between floors 1 and 2. Were going to tie the car off to the bottom of the elevator Oh, wow. Then were going to take the car to the 11th floor, that way the car itselfthe Formula 1 carwill be at the 10th floor opening. Im like wow Im willing to give this a try. It works perfectly, we get up to the 10th floor and we of course no realise the Formula 1 car is hanging in the middle of the elevator shaft. We can t reach it from where we are at the doorway. So the engineer, who was kind of a crazy guy, jokingly looks at me and says I hope you have good insurance. Stands at the edge of the elevator shaft on the 10th floor and says hold on to my belt and I lean him over into the open elevator shaft to get him to get enough of a push on the car so that it starts to swing so that we can grab it and pull it in. Its a great funny story now. I can tell you that afternoon it was not a funny story. I was thinking about a whole client opportunity that was going to disappear and the truth of the matter is I wanted to say I asked you to measure it. You told me not to come out on this trip because you said you were going to measure everything. You didnt measure the elevator its not really my fault but you cant really say that to a client. And you know, we ended up having to figure out how to make it work, which we did. But thatthat had a happy ending, it could have had a miserable ending. I could have missed the whole show because the elevator shaft wasnt working. A lot advertising people do not think through throughput issues: How many people can I legitimately get through this attraction per hour or per day?, whatever the timeframe is. They dont think about thing like if youre going to expect 50 people or 100 people in a line then JAMAL R MONDESIR, BAAB
you need (inaudible). You need to mark a line. They might not think simple things like Do I need food and water for this crew? Is the nearest restaurant 3 miles away? What can I do mitigate those kind of things? I once worked with a client who almost had their semi rigged. They parked it in a very clearly marked no parking zone and said we know its a no parking zone but were blah-blah- blah so nobody can tow us and we got the phone call saying Were going to tow your truck. Even those are things that people in the advertising business wouldntand frankly, maybe shouldnt know; its a not a deficiency of their skill sets. I couldnt do open heart surgery. But I think because were effectively challenging that traditional media doesnt work as well. You buy an ad on TV, its just not going to work that well today. Agencies are much more open the events space and to creating consumer engagement on a different level and I think theyre starting to bring in the skill sets that they need. Well, okay! All right, so Ive got two more questions. Ill ask the other one first and see how were doing on time. So I think one of the biggest things in understanding how to effectively design and implement brand experiences is to look at ones that have failed. So do you know of or have you ever done one that hasnt met objectives and why do you think it didnt meet those objectives? Uhm, Im trying to think. I think Ive been pretty lucky in that most of mine have nevwell Ill tell you a little story again. The first time we did the audience games. The MSNBC NewsBreaker we had never played it with a real audience. We played it with a lot of geek people and a lot of friends, we had never really put it in front of a live audience and I remember at about 11it was for the midnight showing of Spiderman 3 the audience wasthe theatre was packed by 10:30 at night. The people wanted to see that movie. About 11 oclock I said to JAMAL R MONDESIR, BAAB
the team lets fire up that game because if it doesnt work I need the hour to figure out what the story is going to be. Not that if it doesnt work from a technical point of view. That, we tested and that was fine, but if the audience just didnt care, what were we going to say? Thats one of the things. Ive seen events failIve walked past an event that I knew was failing because it was a sampling programme that they were doing on the streets of New York about two years ago. I could tell it was failing because people from the events staff were talking to each other and they were not handing out a single sample. They were about a block from my office so I walked past them three of four times in that day to see how they were doing and not once did they make eye contact with me or offer me a sample product. So that was programme that was destined to fail because they didnt hire the correct people. I thinkand this is going back a long time, and its certainly changing because we have social media and because we can do a lot more tracking than we used to. The numbers used to be just pure numbers. I had 100,000 people at the event. I handed out 100 packets of oatmeal. I did whatever those kind of raw numbers are and I certainly see events fail from the technology side. You know what, I take that back, I have had things not work from a tech point of view. Not the whole event but certainly, I did a show in Paris a number of years ago and took some virtual reality equipment and that I could not keep (inaudible) and at the time virtual reality equipment was still considered military hardware. So even though it was sent to Paris via FedEx and at the Paris airport the next morning it took me a day and a half to get it through customs because it was considered military. That was a learning experience on my part because I should have had it sent ahead a month. I was so used working in the states where if I did have a problem Id call for a second one it was sent to me the next day. Not a big deal. I hadnt thought about customs and military hardware and how hard that was to get through customs. Usually, unless youve totally missed your mark, unless youre doing something for Jaguar, and yknow, JAMAL R MONDESIR, BAAB
it a wrestling match it just doesnt match at all with your audience or what youre trying to accomplish I think most times when people fail at events its just because of something dumb and stupid. Okay, so it just goes back again to the logistics and the alignment. Right, right. Right, so that sounds fair enough. So this ones a little bit more superficial. Not reallyhow would you say strategy differs for brands with high and low awareness. Say that again. How would you say the strategy differsthe way you approach the strategy differs for a brand if it had high awareness and if it had low awareness? Thats where, Im sorry to repeat myself, but thats where you are legitimately playing the numbers game. If you have no awareness, if nobody knows who you are and youre trying to make that name for yourself then thats when you might do something more daring, more out there, more in your face, challenging. When you have awareness and everyone know who you are you have the good and the bad of the story confines. So when nobody knows what your story is you can do anything at, because nobody knows who youre supposed to be. Okay okay, right that makes perfect sense.
Once you have a story that people know then youre judged first against whether or not youre meeting your story. For exampleand this is an example I use every time I present when talking about authenticity and brands? Hummer, the big truck company that I dont know, theyre maybe out of business or something. But they were going to come out with the hybrid. And the Hummer hybrid got like, 15 miles to the gallon. Oh I remember that! Well it was just a stupid idea! You know if youre driving a Hummer you dont care about the environment. Let me just put that differently. If youre driving a Hummer and youre a consumer and using the Hummer to go to and from my kids soccer game, youre not really that concerned with the climate and being eco-friendly. But what I say is al brands have a level of authenticity. So driving Hummer cause Im taking my daughter to soccer? Not an authentic experience. But if Im stuck in the middle of the forest fire, I dont want my firemen to be in a Prius. Right? Because if hes in a Prius, Im dead! So you know, so that where story create some limitations on what you can say. Ok well, youve definitely given me a lot to consider, I know for a fact Ill be using some of this in my research, because one of my desired outputs is a list of best practices and I hadnt even considered the logistical issues or anything like that before I spoke to you. Well thank you, David I have really enjoyed this.
9.3 Emails
From: Gavin Downes MG <gdownes@moderngreen.com> To: Jamal MonDsir <j.mondesir@live.co.uk> Hey Jamal, See below - best of luck with the research - exciting area to study. This may provide some inspiration as well http://www.businessandleadership.com/marketing/item/27104-lets-get-phygital Nice one G 1) Explain what you feel the most crucial elements are in designing a campaign. * Staying true to the core brand/campaign idea - bringing to life the core brand experience and not diluting the brand! * Using the right experience comms model - the Brand Experience Provider model as a basis allows you to look at all touch-points and select the ones that will deliver * Always flip traditional media on its head - think of what the consumer would do/want and leverage all your brand assets * Embrace technology where relevant and drive an emotional connection through multiple engagements * Begin with KPIs in mind - firm objectives linked to business and brand goals keep focus and ensure the entire engagement blueprint is consistent * Don't treat the campaign as a once off - this is part of an ongoing dialogues with consumers * Have fun, be creative, research your ideas, be informal but use a formal/structured framework 2) What do you think separates the good experiential marketing campaigns from the great campaigns? * Planning (I may be slightly biased) but with XM campaigns, there are so many variables : between creative development, client management, project timelines, JAMAL R MONDESIR, BAAB
financial management ... and the activation side with human interaction, technology, engagement platforms, media support, logistics management, health & safety, digital comms etc - its more like managing a music tour than a marketing campaign sometimes. Everyone can come up with a good idea these days - not that good ideas aren't hugely important - but if the right planning is applied - all the way from the briefing - to insights & research - to creative development & ideation - to activation management - then, the campaign will work and allow for open consumer engagement & capitalize on getting the most out of all touch-points 3) Can you think of any experiential marketing campaigns that didn't work and why you think they didn't work? (remember i dont expect you to name names) I can think of many - most didn't work because of: 1 - bad client-agency relationships killing the passion/energy behind the campaign 2 - poor/incorrect or no KPI targets set 3 - lack of support from Senior Marketing management - the Marketing Director should be behind XM plans 4 - agency over-promising and under-delivering 5 - poor planning across the campaign 6 - good idea, but not based on the correct brand/consumer insight 7 - too much of a focus on budgets & costs 8 - lack of buy in from all stakeholders - campaign loses momentum along the way - some planners think they can step back when the plan gets signed off - not the case - good planners have a role at every single stage - making the tactical engagement a strategic importance
9.4 Raw Data


Praxis: An Investigation of The Merits of Live Experiential Promotion in Brand Building

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Praxis: An Investigation of The Merits of Live Experiential Promotion in Brand Building

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This project is submitted in part fulfilment of the requirements for the Degree of BA with Honours in Advertising Management and

d Brand Management at the Manchester Metropolitan University Business School.

Statement of Originality and Authenticity

Jamal R. Mon Dsir

PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 10 PROMOTIONS IN BRAND BUILDING

PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 11 PROMOTIONS IN BRAND BUILDING

JAMAL R MONDESIR, BAAB

PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 12 PROMOTIONS IN BRAND BUILDING

Figure 2.1 Opportunity to See (Hall, 2011)

PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 14 PROMOTIONS IN BRAND BUILDING

Starbucks has transformed the business of coffee by providing an entire

PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 15 PROMOTIONS IN BRAND BUILDING

Figure 2.2 Starbucks Progression of Value (Stage, 2008)

JAMAL R MONDESIR, BAAB

costly. In fact, independent research undertaken by the Experiential

PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 17 PROMOTIONS IN BRAND BUILDING

JAMAL R MONDESIR, BAAB

PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 18 PROMOTIONS IN BRAND BUILDING

3 Aims and Objectives

To discover how live experience-based promotions affect the consumer-brand relationship.

JAMAL R MONDESIR, BAAB

PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 19 PROMOTIONS IN BRAND BUILDING

4.2 Experience Economy

PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 20 PROMOTIONS IN BRAND BUILDING

Figure 4.1 Progression of Economic Value (Pine and Gilmore, 1999)

PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 21 PROMOTIONS IN BRAND BUILDING

4.2.2 Marketing through experiences

JAMAL R MONDESIR, BAAB

PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 22 PROMOTIONS IN BRAND BUILDING

PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 23 PROMOTIONS IN BRAND BUILDING

4.3 Consumer Psychology

JAMAL R MONDESIR, BAAB

PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 24 PROMOTIONS IN BRAND BUILDING

JAMAL R MONDESIR, BAAB

PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 25 PROMOTIONS IN BRAND BUILDING

Figure 4.3 Greenway 3-Stage Experiential Learning Cycle (Neill, 2010)

JAMAL R MONDESIR, BAAB

Information acq. and eval. Decision Processes Consumption and Learning

Figure 4.4 Consumer Information Processing Model (Bettman, 1971)

4.3.2 Psychological principles of memory

JAMAL R MONDESIR, BAAB

PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 28 PROMOTIONS IN BRAND BUILDING

JAMAL R MONDESIR, BAAB

Long term memory Explicit Implicit Emotional conditioning Conditioned reex

Procedural Priming eect

Figure 4.5 Model of Long-Term Memory (Dubuc, 2002)

PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 30 PROMOTIONS IN BRAND BUILDING

PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 31 PROMOTIONS IN BRAND BUILDING

4.3.4 Memory and decision-making

4.3.5 Emotion and decision-making

PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 32 PROMOTIONS IN BRAND BUILDING

4.3.6 Imagery and Influence

PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 33 PROMOTIONS IN BRAND BUILDING

4.4 Consumer Behaviour

4.4.1 Consumer choice

Post Purchase Behaviour

JAMAL R MONDESIR, BAAB

PRAXIS: AN INVESTIGATION OF THE MERITS OF LIVE EXPERIENTIAL 34 PROMOTIONS IN BRAND BUILDING

Symoblic meaning of consumption

Non- rational preference

Figure 4.7 Emotion-Driven Choice (Elliot and Percy, 2007:26)

JAMAL R MONDESIR, BAAB