Hip, connected, cool, outgoing, active, insecure, constantly online: is this the image of younger brands or young people that marketers are chasing in westernized economies? Why is this segment so important for marketing planning? What should modern marketers know about the digital channel and how should they use it? How can they reach this important market and how should they communicate with it?
PHENOMENON: Young people are better informed than brand marketers.
Several Asian consumer electronics suppliers were sued at the worldwide launch of Sony’s PSP. Sony felt compelled to take this action because young people and other avid gamers, especially from Europe, saw an opportunity to get their hands on their PSPs as early as the summer of 2005, while the PSP did not hit the market until the fall of 2005. Consumers placed their orders online with Asian suppliers and products were shipped to players through global delivery channels. For Sony, these companies compromised the distribution and launch strategy. The question remains: was this kind of legal adversity really worth it? Will similar cases become a natural part of our global business reality?
Reaching and influencing the young-minded segment is becoming more and more challenging. Consumption patterns are changing from the mass media to the micromedia of the mass media. Media-savvy consumers, often under the age of 25, are influenced by trends from around the world. Acknowledging and adapting to these trends is sometimes even faster than local marketers can get their products to market. At the heart of this revolutionary behavior is the broadband-accelerated Internet.
On the surface, global consumerism seems like great news to marketers: global marketing works, campaigns are localized quickly, consumers do the marketing work themselves, so fewer resources need to be allocated to promotions. nationals. But is this really so? For many brands, marketing to the young-minded and empowered youth segments is both a dream and a nightmare at the same time. For example, insights such as product bugs and negative experiences about features, design, and usability,
fly through the networks as fast as the trends themselves around the world. Consumers can tune in to global opinion databases for any product 24 hours a day (1). The Internet-enabled consumer has more perfect market information at his disposal than ever before and is increasingly aware of the new powers of it.
While the rumors and experiences jump from one country to another, the message that the brand’s agency tried to convey at first does not remain unrelated. Marketers easily lose control of their campaign messages. In our wired and wireless world, it can be very challenging to repair this damage with local initiatives, such as when a product receives negative feedback from consumers. For example, in 2004-2005, the famous lock maker Kryptonite had to spend a significant portion of its marketing budget on activities to regain its reputation after an online site posted instructions demonstrating how easy it is to open Kryptonite locks. with a normal ball. point pen
Satama believes that modern marketing is about creating a useful and sustainable dialogue between the brand and the segment. We argue that brands must move from one-sided push marketing to better listening to their audiences and be prepared to engage with the audience in ways that encourage them to be part of the brand experience. Furthermore, if an average Western consumer living in a city is exposed to more than 3,500-5,000 marketing messages daily (2), we strongly argue that it is more than essential to find the means and methods to cross the ever-increasing attention. barrier. Satama recognizes that this hurdle will not be overcome with traditional marketing tools alone: new approaches are needed.
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