supporting online activities, such as pop-up ads with
the same theme as the TV ads. As a result, the campaign achieved greater impact with lower spending.
Energizer executives calculated that the new measures led to a threefold improvement in advertising
cost-effectiveness and increased Energizer's revenue in the razor category by 10% in less than four
months. And the lessons learned from the launch
held considerable value for the company's other
brand campaigns, especially given that Energizer
had significantly less to spend on communications
than its main competitor, the market leader.
Responding to RET findings in real time is easier
in theory than in practice, however. That's because
RET covers the complete customer journey, which
means the data it generates are useful to virtually every customer-facing part of a firm—from marketing
communications and PR to operations and service
delivery. Reaching, mobilizing, and coordinating all
the relevant decision makers, therefore, presents a
huge challenge, especially for products and services
that are promoted and delivered through multiple
channels over large areas.
A TREMENDOUS AMOUNT Of valuable work has been
done on improving our ability to track and learn
from customer behavior with the help of new technology. lout as market researchers, we've found that
the emphasis on behavior has rather dominated the
literature and practice. Real-time experience track-
ing, which goes beyond recording behavior to help us
gain insight into the rich perceptual and emotional
worlds human beings live in, helps redress the imbalance. And because RET enables companies to assess
and respond in real time to customers' reactions to
products, services, or branding efforts, it can play
a central role in allowing customers to help design
their own experiences with products. As RET and
tools like it emerge, we expect that marketing will
cease to be a game of stimulus-response and will
evolve into a continual process of cocreation.
supporting online activities, such as pop-up ads with
the same theme as the TV ads. As a result, the campaign achieved greater impact with lower spending.
Energizer executives calculated that the new measures led to a threefold improvement in advertising
cost-effectiveness and increased Energizer's revenue in the razor category by 10% in less than four
months. And the lessons learned from the launch
held considerable value for the company's other
brand campaigns, especially given that Energizer
had significantly less to spend on communications
than its main competitor, the market leader.
Responding to RET findings in real time is easier
in theory than in practice, however. That's because
RET covers the complete customer journey, which
means the data it generates are useful to virtually every customer-facing part of a firm—from marketing
communications and PR to operations and service
delivery. Reaching, mobilizing, and coordinating all
the relevant decision makers, therefore, presents a
huge challenge, especially for products and services
that are promoted and delivered through multiple
channels over large areas.
A TREMENDOUS AMOUNT Of valuable work has been
done on improving our ability to track and learn
from customer behavior with the help of new technology. lout as market researchers, we've found that
the emphasis on behavior has rather dominated the
literature and practice. Real-time experience track-
ing, which goes beyond recording behavior to help us
gain insight into the rich perceptual and emotional
worlds human beings live in, helps redress the imbalance. And because RET enables companies to assess
and respond in real time to customers' reactions to
products, services, or branding efforts, it can play
a central role in allowing customers to help design
their own experiences with products. As RET and
tools like it emerge, we expect that marketing will
cease to be a game of stimulus-response and will
evolve into a continual process of cocreation.
การแปล กรุณารอสักครู่..

supporting online activities, such as pop-up ads with
the same theme as the TV ads. As a result, the campaign achieved greater impact with lower spending.
Energizer executives calculated that the new measures led to a threefold improvement in advertising
cost-effectiveness and increased Energizer's revenue in the razor category by 10% in less than four
months. And the lessons learned from the launch
held considerable value for the company's other
brand campaigns, especially given that Energizer
had significantly less to spend on communications
than its main competitor, the market leader.
Responding to RET findings in real time is easier
in theory than in practice, however. That's because
RET covers the complete customer journey, which
means the data it generates are useful to virtually every customer-facing part of a firm—from marketing
communications and PR to operations and service
delivery. Reaching, mobilizing, and coordinating all
the relevant decision makers, therefore, presents a
huge challenge, especially for products and services
that are promoted and delivered through multiple
channels over large areas.
A TREMENDOUS AMOUNT Of valuable work has been
done on improving our ability to track and learn
from customer behavior with the help of new technology. lout as market researchers, we've found that
the emphasis on behavior has rather dominated the
literature and practice. Real-time experience track-
ing, which goes beyond recording behavior to help us
gain insight into the rich perceptual and emotional
worlds human beings live in, helps redress the imbalance. And because RET enables companies to assess
and respond in real time to customers' reactions to
products, services, or branding efforts, it can play
a central role in allowing customers to help design
their own experiences with products. As RET and
tools like it emerge, we expect that marketing will
cease to be a game of stimulus-response and will
evolve into a continual process of cocreation.
การแปล กรุณารอสักครู่..
