The
launch event is simply the start of a campaign plan. A clear summary of three
next steps need to be outlined when evaluating the event. “Bowden-Green
recommends the first step is to measure output, i.e. the number of press
releases issued and key messages covered. Next, the outtakes should be
measured, such as circulation figures and printed space in publications.
Finally, the outcomes need to be evaluated, for example website hits,
mentions/hash tags of the brand’s name on social media sites, number of sales
leads generated etc. The output, outtakes and outcomes should be measured in
terms of how well the activity met or exceeded initial business objectives”
(Theaker, 2011, p.376).
In
order to continue to build momentum and ensure key goals and objectives are
being met, it is important for the event host (business) to follow up with the
target audience after the launch event. Too many companies make the
mistake of focusing all efforts on the initial announcement and event. “The key
to a successful launch is consistently communicating the product through a wide
variety of PR mediums over a length of time (press releases, social media
etc.). In other words, a launch alone is not a successful launch” (Vanden Bos,
inc.com, 2010). The event is simply only the start of a campaign.
Three
examples of incorporating principal actions for the follow-up of the event are
outlined below;
Feedback
Questionnaires
Once
the event has been staged, it is important for the business to keep track and
monitor progress afterwards. This can be achieved through feedback
questionnaires. In order to ensure they are filled out by all guests, it may be
a good idea for the company to offer some sort of giveaway or incentive if the
questionnaire is completed (discount vouchers, for example). The forms should
include specific questions about guests’ “overall perception of the event and
whether objectives were achieved to determine whether the event was successful”
(Goldblatt, 1990, p.256), e.g. “Do you think you would purchase the product
when it is released in stores? If yes, why? If no, why not?”
“What
are your opinions on the product so far?”, “How can Lenovo improve?”, “Is there
anything you would like to see from our brand in the future?” etc. This helps
the company to identify and measure what’s working and what isn’t – “evaluate
the traffic before, during, and immediately after the event, as well as any
resulting PR coverage”.
Exclusive
Competitions
For example; “The
First 500 Customers To Purchase The Product With 3 Get Entered Into A
Competition For A Chance To Win ___”. These incentives are much more likely to influence
customers to buy the product as they feel like they are being offered more for
their money. Implementing a competition like this can also generate quick sales
and a fast ROI. Brassington and Pettitt (2007, p.369) explain “the promoted
product is saying ‘Buy ME, and buy me NOW’… the ephemeral nature reinforces the
urgency of taking up the invitation immediately”. It essentially invites a
customer to consider the product, think about their “buying decision” and to do
it quickly. By implementing a
sales promotion reinforcing “the first 500 customer can win…” prevents
customers putting off trial of the product. This is because the “extra
something” will not be around for long so they jump at it while it is
available. Lenovo
can also use this as an opportunity to gain statistical information for future
use about the customer base such as age, address, contact details etc. for potential
marketing/sales purposes. Overall, tactical promotions such as these have one
single objective; “to increase sales” (Tench and Yeomans, 2006, p.439).
Platform Expansion
& Blogging
It is important to
follow up with customers, networked friends, journalists etc after the launch
event. This can be achieved through implementing online platforms such as
social network websites, blogs etc. and “staying in constant contact with those
that have helped in the success of the product” (produclaunchx, 2011). By
opening up these communication channels with stakeholders, long-term success
can be accomplished. The
use of platform expansion can act as an audience facilitator. Many
organisations now recognise this opportunity when targeting specific audiences.
This is because the use of managing these platforms can help drive traffic,
awareness and sales for the brand and product. (Tench & Yeomans, 2009,
p.313).
Blogs can also allow
companies to promote an open approach to the public, in a hope that this not
only increases brand awareness and sales, but also helps to give them a “human
voice” and engage with their audience. A blog can be useful for anyone that was
unable to attend the launch event. In order for Lenovo to reach these people,
blogging can help to still get their key messages across. As explained earlier, the event is recommended
to be filmed by a video news crew; the final footage from this can then be
uploaded onto the blog. A HubSpot research study (2010) showed that
businesses which blog more, consistently acquire additional customers and have
more consistent sales than those who don’t. Brown
(2010, p. 6/15) explains that if well invested time and effort is put into
social media; it can become a “business enabler”.
Social networking can be
heard across the world in a short period of time and can help to amplify key
messages, gain advocates, identify influencers, effectively engage and connect
with customers on
a more personal level and improve the quality of customer relations,
satisfaction and brand loyalty.
“Newsletters
may also be sent to clients and potential clients, informing them of company
news and developments. B2B is an area that is seeing increasing use of
technology in communications. This also helps to demonstrate the product to
potential buyers and journalists, but should have a proper structure and be
worthwhile for the journalist” (Theaker, 2011, p.372).
It’s
also worthy to measure how successful these actions are performing. For
example, by increasing social networks, Lenovo can identify its success by the
viewers/followers number, Google Analytics, SEO etc. The results can help “to see how the company is doing so the overall PR
strategy can be revisited and, if necessary, revised” (Harrison, 2000, p. 56). Each aspect of the campaign
launch anticipates positive media coverage. Overall, this helps to “make potential customers aware of the product’s imminent
existence so they already recognise the name when they see mentions in the
media. This makes a PR campaign much more cost-effective than advertising.”
(Harrison, 2000, p. 5)
By focusing on what’s happening post-launch; a business can
gain the opportunity to create long-lasting relationships with customers and
the media. It’s also important
for an organisation to follow-up with any interested parties that have purchased
it’s products/services or have shown interest in what they are doing
(journalists, dealers, media channels etc.) By keeping track of this
information, they can then set up great opportunities for the future (productlaunchx, 2011).
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