Uniplan Live Trends 2008, German marketing managers on the trends and strategies of personal communication — results of a survey of 405 companies conducted by Uniplan and the HHL-Leipzig Graduate School of Management
Uniplan Live Trends 2006 - German marketing managers on the trends and strategies of personal communication — results of a survey of 398 companies conducted by Uniplan and the HHL-Leipzig Graduate School of Management
Uniplan Live Trends 2007, German marketing managers on the trends and strategies of personal communication — results of a survey of 422 companies conducted by Uniplan and the HHL-Leipzig Graduate School of Management
#M/PR: Юлія Мусаковська: "The Power of Integrated Marketing Communications"Forge Events
презентація Юлії Мусаковської на Форумі #M/PR на тему "The Power of Integrated Marketing Communications"
Юлія Мусаковська, керівник відділу маркетингу ELEKS
Юлія має 12 років досвіду у сфері маркетингу та комунікацій в міжнародних компаніях (попередні - The IKEA Industry Group, Nexia DK, SoftServe), з них 9 років - у галузі інформаційних технологій. Розкаже про побудову моделі інтегрованих комунікацій у маркетингу.
Деталі:
https://www.facebook.com/events/1760044307552228/
http://forgevents.com/
MARKETING COMMUNICATION PLAN
Case DNA Finland Ltd: How to Gain More Russian Prepaid
Subscription Customers?
Lahti University of Applied Sciences
Degree Programme in International Business
JENNI-MARI LAITINEN: Marketing Communication Plan
Case DNA Finland Ltd: How to Gain
More Russian Prepaid Subscription
Customers?
Thesis for International Business 61 pages, 5 appendixes
Spring 2009
ABSTRACT
This thesis is about marketing communications. The objective is to define the
parts, which especially need to be considered in the functional and cost-effective
promotion planning process, and then apply these features to the case company’s
plan. The research question tries to solve the problem on what the case company
must observe in their promotion process when trying to gain more Russian
prepaid subscription customers.
The study is divided into theoretical and empirical parts. The theory part
introduces marketing on a general level; marketing planning, the marketing mix,
the 4P model and the basics of the marketing communication. Promotion planning
is handled stage-by-stage by using the MCPF theory. The empirical part applies
theory to practice by developing a marketing communication plan for the case
company.
The research offers feasible ideas to accomplish promotion towards the target
segment. Therefore it is not to be a precise and detailed plan. Only prepaid
subscriptions and consumers are handled.
The qualitative study consists of multiple methods. The information is gathered
widely from different marketing and marketing communication textbooks,
magazine articles, web pages and by interviewing representatives of the case
company.
Marketing communication planning process is a versatile process, which requires
many resources from the company in order to be executed successfully. This study
offers the theoretical framework and an empirical paradigm for the person who
operates with marketing communication process. The result of the study is the
marketing communication plan for the case company. It helps the implementation
of the planning process and offers comprehensive information about the subject.
AMA_Corporate Attitudes and Adoption Trends of Multi-Channel and Omni-Channel...Scott Valentine, MBA, CSPO
Recognizing the need for insights into multi-channel use and OCM adoption,
Platt Retail Institute (PRI), in cooperation with the American Marketing
Association (AMA), and with the generous support of hybris software, decided
to undertake a survey of a portion of the AMA audience in January 2013. In
general, the purpose for conducting this research was:
1. To understand current and future marketing channel usage. As most
firms use various methods to reach their customers, we desire to gain
insights into current and future utilization, budget allocation, and
perceived channel ROI.
2. As organizations are being driven to adopt a more integrated marketing
approach, we desire to learn whether OCM strategies are being
implemented, or if there are plans to implement them within the next
three years. Underlying factors that are driving these plans, as well as
budgets allocated to implement these programs, were also considered.
The study also identifies the most significant business challenges faced
when implementing an OCM strategy, as well as who is primarily
responsible for making the decision to implement an OCM solution.
Uniplan Live Trends 2006 - German marketing managers on the trends and strategies of personal communication — results of a survey of 398 companies conducted by Uniplan and the HHL-Leipzig Graduate School of Management
Uniplan Live Trends 2007, German marketing managers on the trends and strategies of personal communication — results of a survey of 422 companies conducted by Uniplan and the HHL-Leipzig Graduate School of Management
#M/PR: Юлія Мусаковська: "The Power of Integrated Marketing Communications"Forge Events
презентація Юлії Мусаковської на Форумі #M/PR на тему "The Power of Integrated Marketing Communications"
Юлія Мусаковська, керівник відділу маркетингу ELEKS
Юлія має 12 років досвіду у сфері маркетингу та комунікацій в міжнародних компаніях (попередні - The IKEA Industry Group, Nexia DK, SoftServe), з них 9 років - у галузі інформаційних технологій. Розкаже про побудову моделі інтегрованих комунікацій у маркетингу.
Деталі:
https://www.facebook.com/events/1760044307552228/
http://forgevents.com/
MARKETING COMMUNICATION PLAN
Case DNA Finland Ltd: How to Gain More Russian Prepaid
Subscription Customers?
Lahti University of Applied Sciences
Degree Programme in International Business
JENNI-MARI LAITINEN: Marketing Communication Plan
Case DNA Finland Ltd: How to Gain
More Russian Prepaid Subscription
Customers?
Thesis for International Business 61 pages, 5 appendixes
Spring 2009
ABSTRACT
This thesis is about marketing communications. The objective is to define the
parts, which especially need to be considered in the functional and cost-effective
promotion planning process, and then apply these features to the case company’s
plan. The research question tries to solve the problem on what the case company
must observe in their promotion process when trying to gain more Russian
prepaid subscription customers.
The study is divided into theoretical and empirical parts. The theory part
introduces marketing on a general level; marketing planning, the marketing mix,
the 4P model and the basics of the marketing communication. Promotion planning
is handled stage-by-stage by using the MCPF theory. The empirical part applies
theory to practice by developing a marketing communication plan for the case
company.
The research offers feasible ideas to accomplish promotion towards the target
segment. Therefore it is not to be a precise and detailed plan. Only prepaid
subscriptions and consumers are handled.
The qualitative study consists of multiple methods. The information is gathered
widely from different marketing and marketing communication textbooks,
magazine articles, web pages and by interviewing representatives of the case
company.
Marketing communication planning process is a versatile process, which requires
many resources from the company in order to be executed successfully. This study
offers the theoretical framework and an empirical paradigm for the person who
operates with marketing communication process. The result of the study is the
marketing communication plan for the case company. It helps the implementation
of the planning process and offers comprehensive information about the subject.
AMA_Corporate Attitudes and Adoption Trends of Multi-Channel and Omni-Channel...Scott Valentine, MBA, CSPO
Recognizing the need for insights into multi-channel use and OCM adoption,
Platt Retail Institute (PRI), in cooperation with the American Marketing
Association (AMA), and with the generous support of hybris software, decided
to undertake a survey of a portion of the AMA audience in January 2013. In
general, the purpose for conducting this research was:
1. To understand current and future marketing channel usage. As most
firms use various methods to reach their customers, we desire to gain
insights into current and future utilization, budget allocation, and
perceived channel ROI.
2. As organizations are being driven to adopt a more integrated marketing
approach, we desire to learn whether OCM strategies are being
implemented, or if there are plans to implement them within the next
three years. Underlying factors that are driving these plans, as well as
budgets allocated to implement these programs, were also considered.
The study also identifies the most significant business challenges faced
when implementing an OCM strategy, as well as who is primarily
responsible for making the decision to implement an OCM solution.
360-degree Marketing vs. Integrated Marketing Communications.Julia Scherbakova
In this presentation you will find basic descriptions, competent overviews and brief comparative analisys of the two approaches to marketing communications. You may take it as a basic foundation for the further study on this question.
CIM/e-Marketing Award-Assignment # 3 and #4 (combined): A Full Fledge e-Marke...Naja Faysal
This plan presents in details why would a school go into the transformation from traditional schooling into an e-business / e-Learning operation and how to best do it within budget and cultural limitations.
As part of the Chartered Institute of Marketing programs, Naja Faysal was enrolled in the Professional Development Award in e-Marketing via Cambridge Marketing College
Our work with Atos on the Lead Generation Factory was rewarded with the trophy for Most Commercially Successful Campaign at the 2015 B2B Marketing Awards. Here is our submission.
Winner of the B2B Marketing Award 2013 for best lead generation campaign.
The case study of the successful pilot of a ‘Lead Generation Factory’ for Atos – an integrated creative, data, digital and inside sales team working across the UK, France and Germany to uncover early-stage opportunities in prospect and customer accounts.
Why are we doing Content Marketing? How is it being measured (good and bad examples)? How can we increase the ROI we are getting?
My presentation (with added notes for explanation) from Raconteur's High Performance Content event on 9 September 2015.
The world's first study on the use of management tools in strategic communication, based on a survey among chief communication officers and communication managers with responsibility for strategy, steering or controlling in leading companies. It identifies the Top 12 tools for practitioners as well as the best-known and least known tools, and the satisfaction with different procedures. The relevance for implementing tools and knowledge gaps are shown, as are drivers influencing the use of management tools in communications. The study organized by Leipzig University and Lautenbach Sass complements research on the most popular management tools conducted by consultancies like Bain for more than a decade.
Communication management tools are methods, procedures, standard processes and frame-works (thinking tools) for the analysis, planning, implementation and evaluation of communication activities in organisations, and for steering those processes. They are implemented according to a uniform scheme and can be used in a wide variety of situations. Management tools provide orientation and make everyday work easier by enabling practitioners to perform frequently occurring tasks in a uniform, routinized and comprehensible manner.
Such tools are widely used in business management and management consulting. But what about corporate communications? To what extent do communicators use tools for analysing, planning, implementing and evaluating communication activities? The results show that there is still room for improvement. In addition to classic, more operational PR tools, more established management tools should be adapted. A toolbox tailored to your own needs is essential for the further development of the communications department – and for being recognized as a trusted partner by top management.
This document analyses the role of the social media in communications about a company’s innovations, identifies the most important tools that facilitate this communication and suggests how can innovation generate value for a brand, wondering what is the effective way of identifying innovation assets of a company from the viewpoint of communication.
In Spain reference models in social and professional terms are about search for secure employment in public administrations and large companies. Media in Spain pay less attention to entrepreneurship (especially when it comes to new companies or start-ups)
In order to achieve significant changes in this issue, it is necessary to change the existing paradigm and be able to transform information into knowledge.
This change implies stimulation of entrepreneurship and innovation at the family, school and public levels apart from the corporate level; emphasize close relationship between large, medium and small companies as well as the public and private sectors; provide incentives and financial support for news media that report about innovation; promote traditional and digital journalism specializing in these themes.
Objectives and strategy are the key starting points for planning communication that should conform to the general communication policy of the company. Once this is set, the rest of the key elements are related to creativity and implementation.
Thus innovation objectives should be linked to the company’s strategy and all departments should actively participate in the process of innovation, removing traditional divisional barriers.
Storytelling is vital at the initial stage, and acts as a focal point that determines the rest of communication and content generation tools through platforms developed for co-creation with customers, face-to-face meetings, etc.
In all these media and channels, it is important to control all messages at all stages of the innovation value chain, aligning them with the character of the company and its values, especially those related to transparency, sincerity, the skills to be faster than competitors and be able to keep track of investments.
Managing information and sharing knowledge are key elements for any internal communication policy, and their importance increases when it comes to facilitating innovation and doing it openly, in conjunction with external professionals.
In the world of Internet communication, content is key. But it is also necessary to identify the messages of this content or to know what media and channels are adequate for communications about innovation.
Peter F. Drucker, expert in management, said that the two key functions in any business are deep understanding of the market, and innovation.
According to BrandZ 2014, companies that achieve higher value are those that integrate innovation as the fundamental value both into their commercial offer and organizational culture.
Little is researched at the moment about the relationship between brand and innovation and most companies do not consider the innovation-value binomial.
This Inisght reviews the key issues that a company needs to investigate and clarify in the relationship between brands and innovation.
Brands can be used as a guide and direct innovation and their own development in companies, raising credibility and trust through communication. A good brand strategy may boost innovation in a company, as it happens with Apple.
The degree of brand innovation to a large extent depends on its degree of creativity. Innovation, when it comes from within the company and is managed through brand identity, may be powerful and long lasting; but if it is initiated as a circumstantial response to external changes or the market, it tends to be incremental and short lasting.
Innovation management can revitalize a brand or have a strong negative impact on the market value.
Mark Zuckerberg says that a company only wins when it allows people to have a say in its activities and gives them power. Co-creation highlights the need for companies to manage their brands jointly with their stakeholders. Current brand management supports an open participation and collaboration between the company and its stakeholders.
It’s important to know in what processes co-creation should involve clients, and in what processes it’s not an urgent need. This understanding should be communicated in a sincere and open way.
Well-reputed and valuable brands are those whose innovation constitutes a permanent source of value for the brand.
This document was prepared by Corporate Excellence – Centre for Reputation Leadership and among other sources contains references to the statements by Tim Oliver Brexendorf, co-editor of The Journal of Brand Management, Director of Henkel Center for Consumer Goods and lecturer at WHU-Otto Beisheim School of Management in Düsseldorf and Vallendar (Germany), made during the Brand and Innovation Interdependence workshop held by ESADE-CREAPOLIS in 2014.
Eloqua breakfast briefing pres apr 2012Gerry Brown
'Setting The Context for High Performance Joined-up Marketing' looks at the strategies and planning customers should conduct before investing in marketing automation. Using proven academic marketing models aligned with recent research into B2B marketing best practices, this presentation sets the context for sustainable marketing improvement using the latest marketing automation technologies.
An Introduction to Digital Marketing. My series of Digital Marketing Tutorials will help you to get a good insight into Digital Marketing !! Happy Learning Friends !!
360-degree Marketing vs. Integrated Marketing Communications.Julia Scherbakova
In this presentation you will find basic descriptions, competent overviews and brief comparative analisys of the two approaches to marketing communications. You may take it as a basic foundation for the further study on this question.
CIM/e-Marketing Award-Assignment # 3 and #4 (combined): A Full Fledge e-Marke...Naja Faysal
This plan presents in details why would a school go into the transformation from traditional schooling into an e-business / e-Learning operation and how to best do it within budget and cultural limitations.
As part of the Chartered Institute of Marketing programs, Naja Faysal was enrolled in the Professional Development Award in e-Marketing via Cambridge Marketing College
Our work with Atos on the Lead Generation Factory was rewarded with the trophy for Most Commercially Successful Campaign at the 2015 B2B Marketing Awards. Here is our submission.
Winner of the B2B Marketing Award 2013 for best lead generation campaign.
The case study of the successful pilot of a ‘Lead Generation Factory’ for Atos – an integrated creative, data, digital and inside sales team working across the UK, France and Germany to uncover early-stage opportunities in prospect and customer accounts.
Why are we doing Content Marketing? How is it being measured (good and bad examples)? How can we increase the ROI we are getting?
My presentation (with added notes for explanation) from Raconteur's High Performance Content event on 9 September 2015.
The world's first study on the use of management tools in strategic communication, based on a survey among chief communication officers and communication managers with responsibility for strategy, steering or controlling in leading companies. It identifies the Top 12 tools for practitioners as well as the best-known and least known tools, and the satisfaction with different procedures. The relevance for implementing tools and knowledge gaps are shown, as are drivers influencing the use of management tools in communications. The study organized by Leipzig University and Lautenbach Sass complements research on the most popular management tools conducted by consultancies like Bain for more than a decade.
Communication management tools are methods, procedures, standard processes and frame-works (thinking tools) for the analysis, planning, implementation and evaluation of communication activities in organisations, and for steering those processes. They are implemented according to a uniform scheme and can be used in a wide variety of situations. Management tools provide orientation and make everyday work easier by enabling practitioners to perform frequently occurring tasks in a uniform, routinized and comprehensible manner.
Such tools are widely used in business management and management consulting. But what about corporate communications? To what extent do communicators use tools for analysing, planning, implementing and evaluating communication activities? The results show that there is still room for improvement. In addition to classic, more operational PR tools, more established management tools should be adapted. A toolbox tailored to your own needs is essential for the further development of the communications department – and for being recognized as a trusted partner by top management.
This document analyses the role of the social media in communications about a company’s innovations, identifies the most important tools that facilitate this communication and suggests how can innovation generate value for a brand, wondering what is the effective way of identifying innovation assets of a company from the viewpoint of communication.
In Spain reference models in social and professional terms are about search for secure employment in public administrations and large companies. Media in Spain pay less attention to entrepreneurship (especially when it comes to new companies or start-ups)
In order to achieve significant changes in this issue, it is necessary to change the existing paradigm and be able to transform information into knowledge.
This change implies stimulation of entrepreneurship and innovation at the family, school and public levels apart from the corporate level; emphasize close relationship between large, medium and small companies as well as the public and private sectors; provide incentives and financial support for news media that report about innovation; promote traditional and digital journalism specializing in these themes.
Objectives and strategy are the key starting points for planning communication that should conform to the general communication policy of the company. Once this is set, the rest of the key elements are related to creativity and implementation.
Thus innovation objectives should be linked to the company’s strategy and all departments should actively participate in the process of innovation, removing traditional divisional barriers.
Storytelling is vital at the initial stage, and acts as a focal point that determines the rest of communication and content generation tools through platforms developed for co-creation with customers, face-to-face meetings, etc.
In all these media and channels, it is important to control all messages at all stages of the innovation value chain, aligning them with the character of the company and its values, especially those related to transparency, sincerity, the skills to be faster than competitors and be able to keep track of investments.
Managing information and sharing knowledge are key elements for any internal communication policy, and their importance increases when it comes to facilitating innovation and doing it openly, in conjunction with external professionals.
In the world of Internet communication, content is key. But it is also necessary to identify the messages of this content or to know what media and channels are adequate for communications about innovation.
Peter F. Drucker, expert in management, said that the two key functions in any business are deep understanding of the market, and innovation.
According to BrandZ 2014, companies that achieve higher value are those that integrate innovation as the fundamental value both into their commercial offer and organizational culture.
Little is researched at the moment about the relationship between brand and innovation and most companies do not consider the innovation-value binomial.
This Inisght reviews the key issues that a company needs to investigate and clarify in the relationship between brands and innovation.
Brands can be used as a guide and direct innovation and their own development in companies, raising credibility and trust through communication. A good brand strategy may boost innovation in a company, as it happens with Apple.
The degree of brand innovation to a large extent depends on its degree of creativity. Innovation, when it comes from within the company and is managed through brand identity, may be powerful and long lasting; but if it is initiated as a circumstantial response to external changes or the market, it tends to be incremental and short lasting.
Innovation management can revitalize a brand or have a strong negative impact on the market value.
Mark Zuckerberg says that a company only wins when it allows people to have a say in its activities and gives them power. Co-creation highlights the need for companies to manage their brands jointly with their stakeholders. Current brand management supports an open participation and collaboration between the company and its stakeholders.
It’s important to know in what processes co-creation should involve clients, and in what processes it’s not an urgent need. This understanding should be communicated in a sincere and open way.
Well-reputed and valuable brands are those whose innovation constitutes a permanent source of value for the brand.
This document was prepared by Corporate Excellence – Centre for Reputation Leadership and among other sources contains references to the statements by Tim Oliver Brexendorf, co-editor of The Journal of Brand Management, Director of Henkel Center for Consumer Goods and lecturer at WHU-Otto Beisheim School of Management in Düsseldorf and Vallendar (Germany), made during the Brand and Innovation Interdependence workshop held by ESADE-CREAPOLIS in 2014.
Eloqua breakfast briefing pres apr 2012Gerry Brown
'Setting The Context for High Performance Joined-up Marketing' looks at the strategies and planning customers should conduct before investing in marketing automation. Using proven academic marketing models aligned with recent research into B2B marketing best practices, this presentation sets the context for sustainable marketing improvement using the latest marketing automation technologies.
An Introduction to Digital Marketing. My series of Digital Marketing Tutorials will help you to get a good insight into Digital Marketing !! Happy Learning Friends !!
As an EU outermost region, the Canary Islands have an Economic and Tax System (REF) of their own, fully approved by the EU, which applies double taxation conventions and fiscal transparency (Canary Islands Hub)
La tecnología AIR-ALKALINE, desarrollada por el Grupo Cegasa ofrece importantes ventajas frente a otras pilas despolarizadas por aire. Desde 1980 esta tecnología ha mejorado para aumentar su rendimiento y fiabilidad.
CAC, Consultoría en Ahorro de Costes nace en el año 2012 con la misión de AHORRARLE MUCHO TIEMPO gracias a la capitalización de la experiencia de los profesionales que la componen como responsables de compras en las principales áreas de gasto de la empresa, ya sea grande, PYME o autónomo. Por ello, CAC se convierte en el aliado y soporte indispensable a corto, medio y largo plazo para CEO's, Gerentes, Directores Financieros, Responsables de Compras, Servicios Generales, Procurement y Purchasing y hacer que su trabajo sea mucho más productivo.
Debido a las necesidades del mercado, en el caso de aquellas PYMEs medianas y pequeñas empresas concienciadas en que un incremento de su competitividad es un valor diferencial frente a la competencia. Al no disponer de personal dedicado a la gestión de las compras, CAC, Consultoría en Ahorro de Costes puede también asumir el rol para ellas de departamento externalizado de asesoramiento en la optimización de los recursos actuales, reducción de costes y gastos generales.
Gracias a alianzas con empresas líderes en su sector, ponemos a disposición de nuestros clientes un equipo de expertos en las principales áreas de gasto de cualquier empresa. De esta manera, se analizará la situación actual y tras un meticuloso estudio, procederán a realizarle una recomendación específica sobre la estrategia a llevar a cabo para implementar las medidas correctoras en el caso de ser necesarias. De esta manera, optimizamos los requerimientos estratégicos, operativos, técnicos y legales a los económicos.
Debido a nuestro nivel de contacto, volumen de negocio y expansión geográfica, otra de las ventajas que ponemos a disposición de nuestros clientes es ofrecerles las mejores condiciones prenegociadas con nuestros proveedores de servicio.
Estamos tan convencidos de la eficacia de nuestros servicios, que una vez aceptadas nuestras condiciones de colaboración, podemos realizar un estudio previo de ahorro de costes cuyo importe posteriormente será deducido de nuestros honorarios de propuesta de mejora posterior.
Documento guía que contiene especificaciones del estandar de datos inmobiliarios, para compartir información entre programas de gestión, MLSs y portales inmobiliarios.
Congreso de presupuesto y finanzas públicasJuan bautista
Congreso Internacional de Gestión de las Finanzas Publicas, 17 y 18 de junio en el Sheraton Lima Hotel. Mayores informes en www.intercontinentali.com teléfonos (01)4721963
Diener Precision Pumps designs and manufactures pumps and valves for OEM fluid handling systems. This presentations gives you an insight into our innovative, high-quality products and solutions.
Estudio para la dinamización de la Torres Bermejas, en la Alhambra - Granada. Esta dinamización fue el trabajo de Dinamización del Máster de Arquitectura y Patrimonio Histórico en la Universidad de Sevilla - Espana.
Describes the work of Lucidity London, a marketing consultancy, on behalf of McArthurGlen, the owner, developer and manager of 21 designer outlets in eight countries across Europe.
Tom Stein's, President and Chief Creative Officer of Stein + Partners Brand Activation, presentation at Custom Marketing Day - July 27 2011 in New York City
Similar to Live Communication as value added factor in marketing (20)
Beitrag in der Werben und Verkaufen vom 02.11.2012 über die neue Uniplan Live Trends Studie zur Integration von digitalen Technologien in die Live Communication
Uniplan Live Trends 2009/10, Deutschlands Marketingmanager über die Trends und Entwicklungen in der Live Communication – Ergebnisse einer Umfrage bei 404 Unternehmen, durchgeführt von Uniplan und dem Lehrstuhl Marketingmanagement der Handelshochschule Leipzig
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
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Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
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Live Communication as value added factor in marketing
1. Live Communication
as value added factor
in marketing
In cooperation with the
HHL-Leipzig Graduate School
of Management
Uniplan LiveTrends®
2008
2. Uniplan LiveTrends 2008
Live Communication as value added factor in marketing
Germany’s marketing managers on the trends and developments in Live
Communication – Results of a survey of 405 companies, carried out by
Uniplan and the Chair of Marketing Management of the HHL Leipzig
Graduate School of Management.
3. Contents
Preface .....................................................................................5
Figures, data and facts on the study..................................................
6
1. Types of communication ..........................................................7
Integration of consumers essential
2. Future importance of communications instruments ...........................8
Budget shift towards Live Communication
3. Creativity in Live Communication.................................................9
Strategic creativity brings market success
4. Planning philosophies of Live Communication ...............................10
Planning of Live Communication must become more strategic
5. Instruments for strategic planning ..............................................11
Live Communication creates brand ambassadors
6. Trade fair mega-trends
.............................................................12
Trade fair landscape with major development dynamism
7. Trade fair scenarios ................................................................13
Trade fairs 2020 – quo vadis?
8. Success factors of leading fairs ...................................................14
Leading fairs must distinguish themselves
9. Summary of LiveTrends ...........................................................15
Live Communication as value added factor in marketing
1 0. Contact & imprint ...................................................................17
4. The authors
Prof. Manfred Kirchgeorg (49) studied business and management economics at the Westfälische Wilhelms-
Universität Münster and had an academic position at the Institute for Marketing in Münster from 1985
to 1989. After he was conferred a doctorate he became a senior lecturer and a habilitation candidate in
Münster. He took up numerous teaching posts and research assignments at different universities in
Germany and abroad, before he joined the HHL-Leipzig Graduate School of Management in 1998. As
holder of the marketing management chair, the focus of his research is on integrated brand development,
market research and media and trade fair management. Professor Kirchgeorg is a member of several
managerial associations and federations.
Evelyn Kästner (26) studied communication studies, psychology and cultural history at the Friedrich-
Schiller-Universität Jena. During her studies she gathered diverse practical experience in the areas of
PR and marketing communications. Since May 2006 she has worked with Prof. Manfred Kirchgeorg as
a scientific assistant on research into live communication.
Christian Brühe (46) studied business and management economics at the University of Cologne. After
graduation, he began his career as a consultant at Roland Berger Strategy Consultants in Düsseldorf. In
August 1990, Christian Brühe joined the Uniplan executive board. Together with Prof. Manfred Kirchgeorg,
he founded the first research centre for live communication in Germany in 2004. Today, Uniplan has
500 employees and locations in Europe and Asia and is one of the leading agencies for live communication.
Dagobert Hartmann (43) studied business and management economics at the University of Cologne. After
completing his degree he worked for seven years as the Strategic Planning Director at Grey Worldwide.
He is now the Director of Consulting and Research at Uniplan. The strategy consultant and brand expert
advises customers of Uniplan on all matters concerning strategic brand management, integrated communi-
cation and live communication management. He has so far supported more than 70 brands from different
industries in consulting projects. Hartmann is a member of numerous professional associations.
5. Preface
Dear readers,
The world economy is changing – Markets and technologies are increasingly evolving. Everything is be-
coming more international, more virtual and quicker. The consequences are well-known: Product, quality
and service are available almost everywhere and at all times and resemble each other more and more.
It is therefore becoming more difficult for companies to achieve innovations and distinguish themselves
from their competitors. At the same time the power of consumers is growing. On the Internet they discuss
products critically – positively and negatively. They feel less and less attracted by superficial advertising
messages. They prefer to create their own “user-generated” content and form social networks around
brands. Brand management faces a dilemma: Differentiating between brands and reaching customers is
more difficult today than ever. So what is to be done? The watchword is: Accept the challenge. Because
the current changes mean that marketing too must re-invent itself.
The “Uniplan LiveTrends” thus also demonstrate a paradigm shift: More and more companies are rethin-
king their traditional marketing mix and re-allocating their budgets – away from classical advertising,
towards Below-the-Line-Communication. Along with virtual communication, it is mainly Live Communica-
tion which is experiencing an enormous increase in importance. It is managing to use personal dialogue to
obtain customer feedback for product development and brand perception, and generating valuable custo-
mer insights. It also gives consumers the feeling that they are being taken seriously and valued personally.
Thus Live Communication has established itself in recent years as a highly effective and in the long term
good value marketing instrument, which can not only communicate deep and authentic information about
products and brands, but also establish a genuine and substantial relationship with consumers.
If one takes a closer look at Live Communication, it becomes clear that it makes an independent contribu-
tion to value added in marketing, and thereby is advancing to become an important driver for customers,
and for brand value. This study, “Uniplan LiveTrends 2008” takes up this perspective. 405 companies and
decision-makers from nine sectors assess the effectiveness and future importance of Live Communication
in the communications mix. They evaluate the successful effects of the “creativity” factor in Live Commu-
nication, and examine planning philosophies and instruments, trade fair scenarios and leading trade fairs.
We wish you a stimulating read.
Manfred Kirchgeorg
Evelyn Kästner
Christian Brühe
Dagobert Hartmann
6. Survey design
Facts and figures of the study
For the fifth time, Uniplan has produced the “Uniplan LiveTrends” study in cooperation with the Chair of
Marketing Management of HHL Leipzig Graduate School of Management. Marketing and communication
managers from 405 leading companies in nine key branches were asked about
•changes of significance in the communications mix,
•the special importance of creativity in Live Communication,
•instruments for strategic planning in Live Communication,
•success factors of sector-specific leading trade fairs and
•the development of the trade fair landscape up to 2020.
The sectors surveyed included:
•Automotive •Industry
•Food •High tech/Telekommunications
•Fashion/Lifestyle •Tourism
•Finance •Suppliers
•Health
In autumn 2007, the explorare – institute for market research carried out 30-minute telephone interviews
for the study. In total, marketing decision-makers from the 1,500 large and medium-sized companies with
the highest turnover in Germany were invited to take part. 27 % did so, a high participation rate.
Large companies are represented in the study to an above average extent: 45.5 % of all companies surveyed
have a turnover of over EUR 1 billion. Medium-sized companies with a turnover of up to EUR 50 million
represent 12.2 % of the sample. As regards types of business, 48.2 %, i.e. just under half of companies
surveyed operate in the B2B area. 92.2 % of those surveyed have their company headquarters in Germany.
In the light of the comprehensive survey sample, the study provides interesting benchmark information
for a variety of sectors and for large and medium-sized companies.
7. 1. Types of communication
Integration of consumers essential
Integrate consumers into the marketing process – this is the motto of many companies in the search for
future success. They are putting more and more emphasis on virtual and Live Communication, since they
offer great opportunities for integrating customers.
„We need to reinvent the way we market to consumers“, says A. G. Lafely, CEO of Procter & Gamble. In
his much-discussed speech at the American Advertising Congress, he explained to the astonished audience
the “Let Go” principle. It is no longer companies, but consumers who are taking power over the brand.
Companies have to relax the “reins of brand control” and integrate consumers into the marketing process,
he believes.
The traditional mass media are achieving this less and less. Though classical advertising builds familiarity
and image on a broad base, as one-way communication it fails to provide the necessary feedback with
consumers. The advertising press therefore is already speaking of the “death of the 30-second advert” and
prophesying the “post-advertising age“, in which the Internet will replace classical methods as the leading
medium.
Just as virtual communication will increasingly gain in importance, so too will Live Communication. Whe-
reas virtual communication manages to reach global target groups, Live Communication brings buyers and
products together – and this on an emotional level. In the future, what matters is to network both instru-
ments intelligently. Only then can the perfect symbiosis emerge. Because: The Web gives Live Communi-
cation its range, and Live Communication gives virtual reality a face. Many companies have read the signs
of the time and are therefore investing in the new value drivers of communications.
7
Live and virtual form perfect symbiosis
»To what extent do the evaluation criteria listed apply to the following channels of communication?«
Coverage
Tied to specific place?
Tied to specific time?
Contact intensity
Personal contact
Control of recipient’s environment
Contact costs
Interaction
Sensual perception
Multi-sensuality
Source: UNIPLAN, 2007
not developed weakly developed strongly developed very strongly developed
Classical
Communication Live Communication
Virtual
Communication
8. 2. Future importance of communications instruments
Budget shift towards Live Communication
The shift in importance in communications is continuing. Where classical advertising is meeting its limits,
the instruments of Below-the-Line-Communication are gaining in significance. More and more companies
are therefore re-allocating their budgets and investing increasingly in virtual and Live Communication.
The forecast from 2004 has been more than fulfilled. Asked by “Uniplan LiveTrends” for a second time,
the marketing managers make clear what significance the individual communications instruments will
have in the future. The trend away from anonymous mass communications towards authentic customer
integration remains unbroken. A paradigm shift in marketing communication faces us.
Whether this will lead to a radical break or to an evolutionary transition, will be revealed in the future.
One thing is clear: The lion’s share of the budget continues to flow into classical advertising. However,
more and more marketing managers are rethinking traditional budget practices and transferring their
budgets from Above-the-Line- to Below-the-Line-Communication.
The budget figures prove this too. From 2004 to today, the classical advertising budget has fallen by
5.6 %, whereas the budget for virtual communication has risen by just under 2 %. But the largest growth
is occurring in trade fairs and events with 3.7 % and 2.5 % respectively. In 2010, forecasts LiveTrends,
over half of the communications budgets will be invested in Live Communication.
In the meantime, the former main discipline, classical advertising, is again and again meeting its econo-
mic and creative limits. For years the efficiency of advertising has been continually falling. To achieve the
same advertising effect, ever higher budgets are required. Creative campaigns promise a way out of this
“efficiency trap”.
Advertising becomes less important
Advertising
Trade fairs
Events
New media
Public Relations
Promotions
Direct mailing campaigns
Sponsoring
25,9 %
19,8 %
14,0 %
10,9 %
9,5 %
7,0 %
6,9 %
6,0 %
-0,4
1,9
-2,2
0,7
-0,6
3,7
2,5
-5,6
Source: UNIPLAN, 2007
Figures in per cent, nmax 2007 = 274, nmax2004 = 189 * Change between 2004 and 2007
»How is your budget for marketing communication divided among the following communication tools?«
Budget 2007 in % Budget* percentage change
9. 3. Creativity in Live Communication
Strategic creativity brings market success
Companies today recognise more and more the effectiveness and economic value of creativity. Nevertheless,
the majority of firms still work with interchangeable, off-the-peg concepts of Live Communication. Here,
multi-sensual promotion promises a high potential for creative differentiation..
The trade press was discussing the topic of “Creativity as a value added factor” well before the current
studies by ADC and McKinsey. In general marketing practice, the rule of thumb was: the more original and
unusual a promotion, the greater the chance that it would be noticed among the grey mass of its compe-
titors. That was the theory. Unfortunately, however, reality looks rather different. According to previous
issues of LiveTrends, just under two-thirds of marketing managers consider their trade fair presentations
and events promotions to be interchangeable. An alarming result. “Concepts for the drawer” instead of
“creative excellence” seem to be the order of the day.
But what is the recipe for creative success? Fairs and events with spectacular promotions which attract
attention? That on its own is not enough: The content of events must above all be appropriate and fit the
brand. Only the combination of “Impact“ and “Content Fit” promises the best possible market success.
And the creative potential of Live Communication is far from exhausted.
In comparison with classical advertising, the instruments of Live Communication offer the possibility of
addressing all five senses. “Multi-sensual branding“ is the future of brand marketing. For the more senses
are addressed, the closer and more intensive the most important success factor in marketing will be: the
link between consumers and brand. However, this aspect is unfortunately all too frequently neglected in
planning Live Communication.
Creativity requires brands-fit and strategy
»To what extent do you agree with the following statements about creativity in your company? «
Creative Live Communication mainly
requires brand-appropriate promotion.
Multi-sensual Live Communication leads
to a lasting brand experience.
When the budget falls, Live Communi-
cation must become more creative.
Creative Live Communication leads to
increased efficiency.
Creative Live Communication mainly
requires spectacular promotions.
Classical advertising is increasingly
reaching its creative limits.
45,9
47,6
41,7
72,8
83,4
73,1
Source: UNIPLAN, 2007
Figures in per cent, nmax = 405 Basis: top two box on a scale of 1-5
9
10. 4. Planning philosophies of Live Communication
Planning of Live Communication must become more strategic
In planning Live Communication, most companies are orientated towards past values. In the long run, this
procedure does not promise much success. To be properly equipped for the future, companies must instead
embrace the forward-looking, strategic planning of their activities.
The world is changing – a fact which is definitely nothing new. However: The change is constantly acce-
lerating and becoming more and more complex. To be equipped to meet the challenges of future change,
companies must develop so-called “future fitness”. It is necessary to learn the knowledge and ability to
anticipate today the trends of the future, and to take them into account in planning activities. LiveTrends
therefore wanted to know to what extent companies are planning their Live Communication activities in
a forward-looking way and are adapting to the coming changes.
The result is sobering. The vast majority of companies are simply basing their Live Communication
planning on past experience or following the example of their competitors’ activities. But sticking to old,
successful habits or sector standards does not, however, allow any possibilities for development. The
limitations of such a planning philosophy are obvious.
The marketing managers recognised this too: Two-thirds of them see the necessity to plan their activities
long-term and strategically. Thus more and more companies are switching from organising one-off events
to asking company-wide competence centres to manage entire Live Communication portfolios. A whole
series of strategic planning instruments is available to central departments for this type of systematic
direction of activities.
Live Communication must be planned in a future-oriented way
»How often do you use the following philosophies in planning Live Communication? «
Continuation of Live Communication activities mainly on the basis
of successful experiences in the past
Trends/necessities for the systematic, strategic,
long-term planning of Live Communication activities
Comprehensive planning of individual Live Communication
activities by a central department (competence centre)
Orientation of planning of Live Communication activities
to standards customary in the sector
“Ad hoc” planning of Live Communication activities, to be able
to react at relatively short notice in relation to the situation
56,4
26,9
61,1
74,7
67,6
Source: UNIPLAN, 2007
Figures in per cent,nmax = 398 Basis: Top two boxes on 1-5 scale
11. Brand and target group as elementary planning basis
»Which of the following instruments are you planning to use for future systematic planning of Live Communication?«
Designing Live Communication Activities
on the basis of brand identity
Definition of relevant target groups
for Live Communication events
Preparing creative briefing for
Live Communication agencies
Surveying “customer insights” at
Live Communication events
Systematic analysis of Live Communication
activities of competitors
39,1
52,2
57,0
83,8
80,9
Source: UNIPLAN, 2007
Figures in per cent,nmax = 393 Basis: Top two boxes on 1-5 scale
5. Instruments for strategic planning
Live Communication creates brand ambassadors
Live Communication awakens a brand to life, by overcoming the boundaries between internal and external
communication. It succeeds in turning employees into convinced “brand ambassadors”, who can use every-
day business to inspire customers about their own brand.
LiveTrends asked about priorities in the planning process of trade fairs and events. Right at the top of the
list is “promoting brand identity”. The background of a worldwide increase in company mergers and take-
overs constitutes a particular challenge for brand management: The often newly created brand identity
must still be communicated clearly to all the target groups even after a takeover.
It is important not only to communicate externally with customers and investors, but also, crucially, to
take the employees into account. Because they personify the brand in “daily business” and live it for
customers. It is precisely here that Live Communication begins. It turns employees into so-called “living
brands”, who embody the values and visions of a brand in a direct dialogue with customers, credibly and
on a lasting basis.
Furthermore, Live Communication creates what classical marketing is unable to do: By direct, uncomplica-
ted feedback, the wishes of customers can at an early stage be recognised and implemented in the compa-
ny, independent of classical market research. However, at this precise point the study also reveals serious
deficiencies: Only just under half of the companies surveyed actually process “customer insights“. Far too
often, internal processes and structures take priority, rather than what is really the most important aspect:
customers’ preferences and wishes. The German trade fairs are also not proof against this development.
12. 6. Trade fair mega-trends
Trade fair landscape with major development dynamism
Companies are again investing in trade fairs. That is demonstrated by the positive growth rates. However:
The fairs landscape is in a phase of major structural change. In order to be equipped for the coming change,
trade fair companies must anticipate future trend developments, and position themselves in the market
successfully.
After a period of consolidation, fairs are again on a course of growth. A reason to relax? Yes and no. For
fairs mirror the state of the economy. And to the extent that market conditions are changing, so too must
fairs change and adapt to the times. LiveTrends therefore asked the marketing managers about the future
development of the trade fair landscape. The answers varied considerably.
The majority of marketing managers surveyed sees a clear trend towards smaller, specialised niche fairs,
focussing on precise topics. Often this development is accompanied by an increasingly regional orientation
of fairs. A contradictory development forecast is the increasing concentration of trade fair events in a small
number of major leading fairs. Other possible developments foreseen by the managers are an increasing
experience orientation, or the use of alternatives to fairs, such as road-shows or company fairs, to ensure
greater exclusivity and flexibility in the target groups addressed.
The future of the trade fair landscape is being determined by a large number of trends and counter-trends,
each with a very different character. However, there is a possibility of summarising these in different trade
fair scenarios, which are described in the following chapter.
Future trade fairs will be more and more specialised
»Please describe in one sentence the development of the trade fair landscape
in your sector up to 2020. (Open-ended choice)
«
Source: UNIPLAN, 2007
Figures in per cent, nmax = 393
Increasing specialisation
Concentration on leading fairs
Use of alternatives to fairs
Regionalisation of trade fair landscape
Increasing experience orientation
Increasing globalisation
Virtual fairs on the Internet
Use of new media at fairs
13,7
8,1
13,0
11,5
10,0
24,4
7,8
11,5
13. 7. Trade fair scenarios
Trade fairs 2020 – quo vadis?
The past cannot be used to make safe forecasts of the future. The factors influencing it are too numerous
and unpredictable. However, analysing scenarios permits three different development paths for fairs to be
traced up to 2020.
At present, comprehensive discussions are taking place in the national and international trade fair associa-
tions (AUMA and UEFI) on the future of fairs. To give more depth to this discussion, “Uniplan LiveTrends”
asked the marketing managers to evaluate three different AUMA-scenarios of “Trade Fair 2020”. The
“World Fairs” scenario represents a continuing development of the previous market conditions. Continuing
globalisation will lead to the creation of international “mega fair companies”. These will organise strong
leading fairs to a similar extent in Europe, the USA and Asia. In these global “sector highlights”, personal
meetings and networking of all the actors will take priority.
In the “Domestic Fairs” scenario, the sectoral environment is much harder to shape. The fairs market be-
comes more fragmented, competition more intensive. Organisers of fairs therefore concentrate on regional
and national markets and offer focussed, specialised fairs with a high degree of “experience character”.
In the third scenario “service providers” offer individual “virtual trade fairs”, based on the requirements
of exhibitors and visitors, in competition to the real trade fair sites. This leads to a break with previous
business models.
The three scenarios presented demonstrate hypothetical developments. In reality, many mixed forms are
possible. And whatever way trade fairs will develop in the future, on the way there it is necessary not
to lose sight of the factors leading to success, factors which will allow trade fair companies to distinguish
themselves in the future.
Different scenarios describe the future of trade fairs
»How likely do you think it is that the following scenarios will occur by 2020?«
–– Development/stability of environment ++
–
–
Business
model/dynamic
++
Source: UNIPLAN, 2007
Figures in per cent,nmax = 390 Basis: Average of all answers
„Virtual Fairs”
44,6 %
„Domestic Fairs”
59,8 %
„World fairs”
61, 9 %
fragmented,
rich in experiences,
networked
personal,
continental,
profiled
virtual,
appropriate to need,
at all times
3
14. 8. Success factors of leading fairs
Leading fairs must distinguish themselves
Leading fairs are seen as central highlights of the sector. They are characterised by an interplay of various
success factors. The more attractive the mix of exhibitors and the clearer the fair’s concept, the better is the
reputation and market position of a leading fair.
Leading fairs are the visiting card of the German economy. Every year, around 80 to 90 leading fairs
take place in Germany – that is about two-thirds of all events organised worldwide. However, quite a
number of major leading fairs are announcing falling numbers of exhibitors and visitors, whereas other
brave, often international newcomer fairs are already celebrating unexpected successes. But what makes
the success or failure of a leading fair?
LiveTrends asked the marketing managers for their personal evaluation of the sector fairs relevant to
them. As many as a third of all those surveyed expect their own leading fair will develop positively in
the coming years. Established fairs obviously have it easier, since they have already managed to create
a positive image through quality and continuity. And if the good reputation is deserved, then more and
more attractive exhibitors and visitors attend. The success spiral turns upwards: The specialist fair beco-
mes the central highlight of the sector, with a clearly differentiated, unique fair concept.
However, the opposite can also quickly be the case. If the economy is weak, or if new markets and
sectors develop, leading fairs come under pressure. There is a danger that the fair waters down its sector
competence and thus puts its fair profile at risk. The consequence: Leading suppliers stop identifying
with it and leave. The expectations on leading fairs are therefore becoming ever greater. In order to
survive in global hyper-competition, German leading fairs must consistently question their traditional
concepts.
Market position as success factor for leading fairs
»Which factors, in your opinion, are responsible for the increasing importance of the
leading fair in your sector? (Open-ended choice)
«
Source: UNIPLAN, 2007
Figures in per cent,nmax = 219
Market position Monopoly position, quality,
good image, well-established status
Sectoral meeting-point Networking, representative of sector,
necessary to be present
Positive development Positive growth rates (exhibitors,
visitors), young trade fair
Economic development Strong economy, market growth,
sectoral boom
Addressing target group Clear/direct address,
no wastage
Positioning Clear concept, attractive topics,
professional appearance
Exhibitors High level of exhibitions, major
brands, appropriate structure
7,3
9,1
5,9
5,4
10,0
16,4
10,9
15. 9. Summary of LiveTrends
Live Communication as value added factor in marketing
In recent years, Live Communication has established itself as an effective marketing instrument, which not
only conveys profound and authentic information about products and brands, but also can construct a ge-
nuine, substantial relationship with consumers. The following LiveTrends demonstrate that Live Communi-
cation is making an independent contribution to value added in marketing and is thus advancing to become
an important driving force for customer and market value.
LiveTrend 1
Integration of consumers essential
Just like virtual communication, Live Communication will increasingly gain in importance. Whilst virtual
communication succeeds in reaching global target groups, Live Communication brings buyers and products
together. In the future it is necessary to intelligently network both instruments.
LiveTrend 2
Budget shift to Live Communication
The change of importance in communications is continuing. Where classical advertising is reaching
its limits, the instruments of Below-the-Line-Communication are gaining in importance. More and
more companies are therefore re-allocating their budgets and increasing their investments in virtual
and Live Communication.
LiveTrend 3
Strategic creativity brings market success
Today, companies are recognising more and more the effectiveness and the economic value of creativity.
The future of brand marketing lies in “multi-sensory branding”. Because: The more senses are addressed,
the closer and more intensive becomes the customers’ attachment to the brand.
LiveTrend 4
Planning must become more strategic
To be equipped for the future, managers must plan their activities with strategic foresight. Thus more and
more companies are asking company-wide competence centres to manage not only individual events, but
also entire Live Communication portfolios.
LiveTrend 5
Live Communication creates brand ambassadors
Live Communication awakens a brand to life, by overcoming the boundaries between internal and external
communication. It turns employees into so-called “living brands”, who embody the values and visions of a
brand in a direct dialogue with customers, credibly and on a lasting basis.
16. LiveTrend 6
Trade fair landscape with major development dynamism
The future of the trade fair landscape is being determined by a large number of trends and counter-trends,
which vary greatly in character. The majority of the marketing managers surveyed sees a clear trend
towards smaller, specialised niche-fairs, focussing on precise topics and with an increased regional orien-
tation.
LiveTrend 7
Trade fairs 2020 – quo vadis?
Analysing scenarios permits three different development paths to be traced for fairs up to 2020: virtual
fairs, domestic fairs and world fairs. The three scenarios illustrate hypothetical characteristics. In reality
many mixed forms are possible.
LiveTrend 8
Leading fairs must distinguish themselves
Leading fairs are regarded as the central highlight of the sector. They are characterised by an interplay of
various success factors. The more attractive the mix of exhibitors and the clearer the fair’s concept, the
better the reputation and market position of a leading fair.
17. 10. Contact & imprint
Uniplan
Consulting & Research
Zeiss-Straße 12–14
50171 Kerpen
T +49(0)2237.509-163
F +49(0)2237.509-5163
uniplan@uniplan.com
www.uniplan.com
..............................................
HHL-Leipzig Graduate School
of Management
Chair of Marketing Management
Jahnallee 59
04109 Leipzig
T +49(0)341.9851-680
F +49(0)341.9851-684
www.hhl.de
..............................................
Press enquiries
Uniplan
Corporate Communications
Zeiss-Straße 12–14
50171 Kerpen
T +49(0)2237.509-268
F +49(0)2237.509-192
communication@uniplan.com
www.uniplan.com
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Disclaimer:
All information was carefully researched and
compiled. The editorial office and publisher
accept no responsibility for the completeness and
correctness of the contents, or for any changes
that have been made in the meantime.