All brands today are global. By this we mean that connectivity and peer networks are taking a campaign’s central idea and spreading it like wildfire across formerly impermeable barriers:geographic, cultural, social, linguistic and more.
This is a good thing for marketers, brands and the bottom line. Products and services now have a larger customer base with more diverse sub-categories. But marketing effectively at this level requires a certain shift in mindset in the marketing organization, from the c-suite down to managers.
In experiential, walking the global talk demands a new level of commitment to research, flexibility, data management and other activities. With that in mind, we thought it useful to present some behaviors that signal a brand is working to better understand how to be global in the delivery of events and experience marketing:
- Investment in employee alignment, or the “Two C’s”: culture and campaign
- Increased flexibility in brand expression but loyalty to the core experiential idea
- Greater role of data and insights in allocating resources and investments (ROI)
- Data gathering and mechanisms for acting intelligently on that information
- Eliminate multiple systems, redundant workflows and inefficient technology
These are a few of the things that progressive brands and agencies are thinking about when crafting experiential campaigns targeting a global audience. By surrounding a great creative idea with these activities, brands stand to capture more market share and see better results from their global experiential activities.