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July 30, 2008 In Transcripts By Advent

xmt-007: The Event is the Middle [transcript]

[This is a tran­script of the free audio pro­gram, Expe­ri­en­tial Mar­ket­ing Today. The audio ver­sion of this con­tent is avail­able at: Episode 007: The Event is the Mid­dle]

[sound effects]

Announcer: Wel­come to Expe­ri­en­tial Mar­ket­ing Today.

[music]

Todd Austin: Wel­come to this episode of Expe­ri­en­tial Mar­ket­ing Today. This show is about the the­ory and prac­tice of using expe­ri­ences to engage audi­ences with the authen­tic nature of a brand or com­pany. We believe that it may be the most pow­er­ful tool mar­keters have, but it′s also some­thing of a mystery.

[music]

Todd: My name is Todd Austin. I will be your host for this episode.

Episode 7: The Event is the Middle.

In this episode, we build off of the sta­tis­tics released at the Expe­ri­en­tial Mar­ket­ing Sum­mit about the effec­tive­ness of events. As an aside, we highly rec­om­mend that you check out the sum­mit for next year. Red seven Media does a fan­tas­tic job of orga­niz­ing the con­fer­ence, and it will be well worth your time.

Part of the title of this episode is bor­rowed from the sum­mit. In sev­eral pre­sen­ta­tions we kept hear­ing peo­ple say, “The event is the mid­dle.” When we talk about tak­ing a 360 degree approach we mean the same thing. How­ever, “the event is the mid­dle” has the advan­tage of being sim­pler. So we′ve co-opted the phrase for this episode.

John Rober­son and I will get into what that means and why it′s impor­tant in just a bit. Before we get started I should acknowl­edge that this episode is a bit longer than our typ­i­cal pro­gram. We like to keep these short enough to fit into a daily com­mute, but you may have to divide this one into two com­mutes. Please accept our apolo­gies. We′ll try to be more suc­cinct in the future.

[music]

Todd: John, one of the inter­est­ing things to me about some of the stuff we′ve heard at the Expe­ri­en­tial Mar­ket­ing Sum­mit and saw in the event you′ve sur­veyed is that these chief mar­ket­ing offi­cers at these bil­lion dol­lar com­pa­nies and larger, view expe­ri­en­tial events as the mar­ket­ing piece that pro­vides the great­est return on invest­ment. And that kind of sur­prised me.

John Rober­son: It is sur­pris­ing. It′s a brand new par­a­digm, and that′s kind of an old expres­sion. But I think there is a new model emerg­ing. We have this per­cep­tion that ads reach so many more peo­ple. But the prob­lem is, that cast really maybe reach­ing in their phi­los­o­phy of how effec­tive ads are, Todd. Because while they may reach that num­ber, they may not con­nect with, or they might not actu­ally touch that number.

What we know about events is we can prove with so much more valid­ity, that they actu­ally reach and con­nect with an audi­ence. They really are proven. You′ve heard that old adage: “Our ads are seen by a 178,000 peo­ple monthly while your event can only reach 750 peo­ple.” And we also hear that events are expensive.

But I think today, in this con­ver­sa­tion, we can really talk about the dif­fer­ence and why some of those assump­tions are bad.

Todd: Absolutely. You think about it. There may be a 178,000 of those pub­li­ca­tions out there. How many of them are actu­ally opened? And if they are opened, how many peo­ple actu­ally notice that ad? And of those that noticed, how many of them are our targets?

John: It′s so true, espe­cially in the B2B world. Even in the B2C world, busi­ness to con­sumer world, I think that so many of the ads are really ven­dors in the B2B world talk­ing to them­selves, or brands in the B2C world talk­ing to themselves.

Mag­a­zines, print ads, some­times even broad­cast media — we are just doing those, num­ber one, because we′ve always done them before. We′re doing them, num­ber two, because that′s what we believe every­body else does. We still can′t prove whether or not we′re con­nect­ing with an audi­ence. Lexus can­not prove whether I have seen their ad or not.

Todd: That′s right. And this isn′t to say that we don′t believe that ads should not be a part of a mar­ket­ing mix, because there are places where they do fit. But the influ­ence an ad has is one that takes time to build up. You have to have mul­ti­ple impres­sions before you cre­ate any action with these ads. And that takes time and it takes money. There­fore, it′s a fal­lacy to think that it′s cheaper to go with ads than with some expe­ri­en­tial event.

John: Events are so much more effi­cient through the cycle of engage­ment. The involve­ment fac­tor, the multi-sensory fac­tor, the edu­tain­ment fac­tor, the mem­o­ra­bil­ity fac­tor — all that is so much quicker and con­densed than the old adver­tis­ing model of build­ing aware­ness and cre­at­ing an inter­est. All that′s col­lapsed. By highly tar­get­ing, we′re using our mar­ket­ing dol­lar so much more effectively.

Todd: Some of the stats they gave us at the Expe­ri­en­tial Mar­ket­ing Sum­mit — they were released as part of that event view sur­vey — showed that 78% of atten­dees at an expe­ri­en­tial event share their expe­ri­ences with some­one after the event. 78%, that′s word of mouth influ­ence. That′s the sweet­est form of mar­ket­ing we can get our hands on.

John: Even before that, from our expe­ri­ence in this sec­tor, we know how many are respond­ing to our invi­ta­tion to the event. So much more pro­duc­tive, so much more mea­sur­able. If you really want some sort of valid­ity here at being able to put met­rics in place, events are cer­tainly the way to do.

Todd: That′s right. So let′s talk about that mea­sure­ment angle for a sec­ond that you bring up.

One of the key per­for­mance indi­ca­tors that a mar­keter should track with an expe­ri­en­tial event is this met­ric called “cost per touch.” And you want to talk about cost per touch for a second?

John: Sure. Well, touches have more impact than impres­sions. The two are not the same. When we talk about an expe­ri­en­tial event, we′re talk­ing about some­thing that is multi-sensory: sight and sound and smell; an emo­tional expe­ri­ence. At the heart of brand dif­fer­en­ti­a­tion is this theme of emotion.

Well, an event is a touch. It′s a direct con­nec­tion. When we talk about expe­ri­ences, it′s being those con­nec­tions that are unfor­get­table. It′s this direct con­nec­tion with a prospect or an indi­rect with some­one that that prospect or that audi­ence mem­ber refers or talks about through word of mouth. Those are things that are really important.

When we think about that, we think about a CPT, or cost per touch. And this is a func­tion of increas­ing touches and low­er­ing costs. You′re the gifted one with math, talk about how this works.

Todd: Well, just as you said, a sim­ple num­bers exam­ple here. Let′s say we have an event that costs a $100,000, and we get a thou­sand atten­dees at this event. Well you take the $100,000, you divide it by a thou­sand, and you get your cost per touch is $100. So it′s a pretty sim­ple met­ric in the end.

John: That′s right. That sounds like an expen­sive num­ber. It′s rel­a­tive to the sec­tor that you′re in. In the busi­ness to busi­ness world, a $100 per touch is not an expen­sive num­ber. If an engage­ment with an aver­age client is $25,000 a year, spend­ing a $100 on some­one to get their busi­ness is how much we would spend on them for dinner.

The prob­lem with that is, if we took them to din­ner in a nice restau­rant, we dropped a $100, the din­ner would be much more about their fam­ily, it would be much more about the wine, whether or not the wait ser­vice was on time, whether or not the entree was hot, whether or not the fish was cooked properly.

But here, when we talk about an expe­ri­en­tial event, we are cre­at­ing this expe­ri­ence where all of these facets are part of our per­sua­sion process.

Todd: And I think it′s impor­tant to hit that point again that you started off with here, that impres­sions and touches are not the same. Because a touch can lead to action imme­di­ately, whereas impres­sions, you have to build up sev­eral impres­sions over time before you gen­er­ate any action.

John: That′s right. I am reminded also, we just talked about the aver­age pur­chas­ing poten­tial of a cus­tomer within a year, but the real­ity is a cus­tomer has pur­chas­ing life­cy­cle. That life­cy­cle, or long-term value of the cus­tomer, can be cre­ated by this invest­ment in the cus­tomer. So again, I think it′s much more efficient.

Reach with ads has a low cost-per-impression, but we just don′t know if we are actu­ally con­nect­ing with the audience.

Todd: That′s right. One of the things to keep in mind as you start to think about touch, is this idea of impact zones. We often think of the peo­ple who come to our event, and that′s who we focus our atten­tion on pri­mar­ily. And that is the cen­ter of the bulls-eye. That is the impact zone, the Zone 1, that we are focused on as we plan for an event.

But we also have to con­sider those peo­ple the peo­ple who attend our event will influ­ence after the event is over. This influ­ence zone, or Zone 2, is some­thing that we need to think of as well. It′s the next con­cen­tric cir­cle out from the cen­ter of the bull′s-eye. It′s one that we can gen­er­ate a lot of influ­ence with because, again, we′re using word-of-mouth from peo­ple that they trust to influ­ence them.

John: I′m think­ing — I′m going to inter­rupt you. I′m think­ing there′s an arti­cle than ran in the “New York Times” two weeks ago about HBO launch­ing a new series about vam­pires. I believe the series is called “Tru Blood.” The story is of vam­pires that live among human beings.

To launch this series, which they badly need to get trac­tion and be suc­cess­ful in the exit of the “Sopra­nos” and “Sex and the City,” they decided to tar­get those influ­encers that you are describ­ing and use their level of respect and esteem and their reach, their own influ­ence, the rec­i­p­ro­cat­ing influ­ences, the other rip­ples and rings in the pond, if you will, by tar­get­ing them with a per­sonal inter­ac­tion, to get them blog­ging and writ­ing and dis­cussing and talk­ing about the new series.

So your point is well made and very well doc­u­mented, even two weeks ago in the “New York Times” at how peo­ple use influ­encers to cast that word of mouth in a much wider way.

Todd: That′s a great exam­ple and we′ll pro­vide a link to that arti­cle in the show notes for this episode. The other piece to that, and I think you touched on it in that exam­ple as well, is you have that imme­di­ate influ­ence right after an event, but there is also some resid­ual influ­ence that hap­pens over time.

If we really had an impact with the peo­ple who attended the event, they′re going to talk about it imme­di­ately a lot, but over time, it′s still going to come to mind from time to time. They′re going to speak about it in the pos­i­tive way. The peo­ple that they spoke to ini­tially are also going to talk to peo­ple about it. So we kind of have three zones here that we′re man­ag­ing, as we plan for this event.

That first zone is, again, those who attend the event. The sec­ond zone is those that are influ­enced by the atten­dees shortly after the event. The third zone that we want to think about is that resid­ual impact that hap­pens over time.

John: Maybe we could show a graphic of this in the show notes.

Todd: Sure.

John: I want to bring out the thesis–you and I both believe this–with the audi­ence that, put quite sim­ply, the event is the mid­dle. The event is the mid­dle. Because so many clients we work with think of the trade show booth, think of the event that we are throw­ing as the thing. And they put 95% or almost 100% of their energy into the event.

It′s the mid­dle. We really have to focus a lot of time and effort and strat­egy and resources inten­sity on the before, the pre-event strat­egy and the after, the follow-up. We can′t see this one time thing and it′s over. We′ve got to see this as a rela­tion­ship, a dance, a per­sua­sive expe­ri­ence over time with the cus­tomer and with the audience.

We got to see the event as the mid­dle por­tion. This is a rela­tion­ship. If we can extend our event back­ward and get our prospects and our audi­ence engaged before the event, we can build excite­ment. We can build engage­ment. We can improve the qual­ity of the touch.

Todd: We can get more peo­ple to show up.

John: We can get more peo­ple to show up. We′ve had in the last month and a half, a client who told us that an event we worked on with him was spec­tac­u­lar. They wished they had had more peo­ple there. The inter­est­ing thing about that was that they cut back their pre event budget.

Todd: That′s right.

John: And we could see that com­ing with them and we hated that. But that was a neces­sity of what hap­pened. We also were com­pressed a lit­tle bit on the advanced tim­ing of that. We didn′t have enough time to build that ground­work. But it just stresses to us how impor­tant… And then what hap­pens, Todd, on the back­side is, we spend all this energy in the event.

We just put all our energy into it and like it′s an ath­letic per­for­mance, we′re just com­pletely spent at the end and we col­lapse into a ball of nerves. What we for­get is that the cus­tomer and the audi­ence is long­ing for some sort of follow-up. They want some­thing that reminds them of the event afterwards.

Todd: That′s right. If we actively man­age post-event influ­ence, as best we can, if we encour­age word of mouth, if we enable word of mouth, then, not only can we extend that reach beyond what would hap­pen nat­u­rally, but we can also find a way to mea­sure that extension.

John: That′s right. Talk about some of the effects of an improved real­iza­tion that the event that the event is the mid­dle. What are some of those outcomes?

Todd: For one thing, you improve the qual­ity of the touch dra­mat­i­cally, because all of the sud­den your impact isn′t lim­ited to the time and space of the meet­ing. You′re com­mu­ni­cat­ing before and after, so the qual­ity of the com­mu­ni­ca­tion, the qual­ity of the touch, is improved.

But you also have an oppor­tu­nity to improve your cost per touch ratio. Like we said a minute ago, you can get more peo­ple to come to the event by care­fully man­ag­ing the pre event process. And then you can also extend the touch by encour­ag­ing, enabling and mea­sur­ing word of mouth influ­ence after the event.

So in our exam­ple from before, if we got instead of 1,000 peo­ple to show up, we got 1,200 peo­ple to show up, our cost per touch ratio just got a lot bet­ter. And then after the event if we can encour­age and mea­sure touch­ing 3,000 other peo­ple through word of mouth, which is a very real­is­tic goal, then all of a sud­den we′ve got over 4,000 touches from this one event that we can measure.

So our cost per touch has gone done 75%. And the qual­ity of touch is very high.

John: I think it′s impor­tant for our audi­ence to under­stand that to extend this event, we′ve got to do a few things. First, we′ve got to get our mind­set right that the event is the mid­dle. As we think about buck­ets into which we invest resources, that while the mid­dle may be the largest bucket, sim­i­larly pro­por­tioned buck­ets are prior to the event, the pre-event strat­egy, and after the event.

It may look some­thing like 15/70/15. It may look some­thing like 25/35/40, as we think about the pre-, the event, and the post-event strat­egy. The other thing I think about is we have to get a strate­gic per­spec­tive. So quickly, if we′re not care­ful, our mind can go to the things that are very demand­ing of us. The things that some­times peo­ple from an ego­cen­tric point of view, pri­or­i­tize really high. What is the menu going to look like? What is the food and bev­er­age going to look like?

Todd: Exactly.

John: Some­times if we′ve got an agency part­ner work­ing with us, an event agency, an expe­ri­enced agency work­ing with us, we are able to see the menu as one of many ele­ments that we have to think about.

And so as we′re bal­anc­ing in man­ag­ing to a bud­get, we might cut back and not serve lob­ster crepes at the event, but instead have a much nicer and more robust invi­ta­tion to the event. And still be able to get the audi­ence that we need there and get the effec­tive­ness of the touches that we need there.

So I think those two things: get­ting our mind­set right, under­stand­ing the bal­ance equa­tion, what the new equa­tion looks like, those three components.

Todd: Right.

John: And then get­ting a part­ner who can nav­i­gate strate­gi­cally to see this holistically.

Todd: The advan­tage of that part­ner is it gets it off of my shoul­ders. I can stop wor­ry­ing about it. I don′t have the emo­tional energy tied into it any­more and I′m free to think about those pre– and post– things that, like you said before, often get lost in the shuffle.

John: So whether the folks lis­ten­ing to this pro­gram want to design this on their own, or whether they want to design it with an agency, Todd, let′s give some advice on how do you approach this. How do we break this now into pieces that we can manage?

Todd: I think one of the first steps that we have to do and it′s also an atti­tude adjust­ment, more than any­thing. Instead of plan­ning the event, I think we need to get focused on design­ing the expe­ri­ence. Plan­ning the event is all about the logis­tics of mak­ing this thing come off.

Whereas design­ing the expe­ri­ence is start­ing with: well, what impact do we want this event to have? What is the out­come? What is the impres­sion we want to cre­ate? How can we do that? What′s the best way to make that happen?

John: You got some exam­ples of that. Talk about that.

Todd: One of the things that stood out to me is the great job that Amer­i­can Express has done with the spe­cific event that it spon­sored year after year after year, the U.S. Open Ten­nis Championships.

Amer­i­can Express has an exhibit at this event every year and if you are a card mem­ber, you can walk up to the exhibit, show them your card and they will hand you a flat screen wire­less tele­vi­sion that you can carry with you through­out the complex.

So if I am sit­ting down and watch­ing a spe­cific ten­nis event on this lit­tle flat screen TV, I can keep up with five other matches at the same time. That′s only if I′m a mem­ber of Amer­i­can Express.

John: Mem­ber­ship has its privileges.

Todd: If I′m not a mem­ber, all I have to do is sign up on the spot. They just hap­pen to have the appli­ca­tion right there. Once I′ve signed up, they′ll allow me to carry around the flat screen TV as well.

So they′re giv­ing their cus­tomers a rea­son to check in. They′ve designed the expe­ri­ence so Amer­i­can Express care mem­bers have a rea­son to come by and make a con­nec­tion with them. And they are also giv­ing per­spec­tive cus­tomers a rea­son to check them out.

John: One other exam­ple from the con­sumer sec­tor is the thought of clos­ing the loop. And Best Buy did a pro­gram with col­lege stu­dents where they took mobile mar­ket­ing out into the streets and let the col­lege stu­dents on the cam­puses inter­act with new technology.

And the thought there was: OK, we′ll give col­lege stu­dents expo­sure to. We might acquire some and we hope to con­vert some, we hope to retain some cus­tomers. At the end of the inter­ac­tion with tech­nol­ogy, the first year they gave col­lege stu­dents a coupon to redeem in the store.

The sec­ond year, they extended the expe­ri­ence and allowed a bus there to take the col­lege stu­dents from the cam­pus, after inter­act­ing with the tech­nol­ogy, right to the store and made the bus trip even an inter­ac­tive expe­ri­ence on the way. What col­lege kid doesn′t love the social­iza­tion aspect of being a part of a larger group?

The key theme there is that they closed the loop. And I love that theme. Some peo­ple are ready to act. We talk about the effi­ciency events. Some peo­ple are ready to act right there. It reminds me of how Dis­ney and other enter­tain­ment com­plexes, some of the aquar­i­ums are get­ting very sophis­ti­cated at this. At the end of the expe­ri­ence we ter­mi­nate in the gift shop. We end up in the gift shop.

Todd: Right.

John: And that′s really the great­est call to action, right? We felt so strongly. We′ve inter­acted in a multi cen­tury way with the fish or the Dis­ney expe­ri­ence and now we can buy a sou­venir of that expe­ri­ence immediately.

I know that you and I being par­ents of four chil­dren each [laugh­ter] some­times resent the fact that we end in the gift shop.

Todd: It′s a lit­tle too well designed.

John: Yes, it′s a lit­tle too well designed, but it does sug­gest to you that we′re clos­ing the loop there and that we as mar­keters should take a les­son from that.

Todd: That′s right and that is the result of care­ful plan­ning and approach­ing it as an expe­ri­ence, not an event. I mean, it would be so easy to just say: OK, this Best Buy event. Let′s just go out and have an exhibit. Let′s let them inter­act with the tech­nol­ogy. We had a thou­sand col­lege stu­dents come inter­act with the tech­nol­ogy and we went home.

And we would say that that felt good, it seemed like it was a suc­cess, but by design­ing the expe­ri­ence, by think­ing about what we really want to hap­pen here and what would it take to make that hap­pen. Best Buy was able to close the loop, as you said, and get peo­ple to actu­ally make pur­chases and mea­sure it.

John: The other thing I think we have to think about is this con­tin­u­ous engage­ment. Within the expe­ri­ence, use tech­nol­ogy, use vir­tual media, use social media to really extend the expe­ri­ence with peo­ple. Make it very, very engaging.

We just did an event with clients and real time, on the spot, they had key­pads within which they could play and par­tic­i­pate in games that were mes­saged around the customer′s mes­sage. But it was real time engage­ment. The key­pad was right there in front of them. And the results and the graphs and the respon­dents were flash­ing up in front of the stage on the screens to show this level of engagement.

That′s really impor­tant. Some­time tech­nol­ogy does that. Some­times peo­ple and brand ambas­sadors do that, but the thought is this con­tin­u­ous engage­ment through­out the event.

Todd: One of the best exam­ples of that that I have seen that is really sim­ple, that any­one can do. The tech­nol­ogy is read­ily acces­si­ble is this sim­ple thing of the pho­tog­ra­pher won­der­ing around, snap­ping pho­tos of peo­ple at your event and then hand­ing them a card, say­ing, “Hey, this is how you get to your photo online after the event.”

Then when they come to check out their photo, mak­ing it easy for them to for­ward it to peo­ple. All of the sud­den you have given them a rea­son, using tech­nol­ogy, to come make another con­nec­tion with you after the event is over. And then, “Hey for­ward this to 14 other peo­ple if you want to.”

John: That′s right. And that can be as pas­sive or as active as you want. We′ve seen some of our clients who overtly for­ward those pho­tos out to clients. The pho­tos are branded, the green screen is dropped in and the logo is placed there. But the key there is that′s very impor­tant and that gets at kind of the pre and post com­mu­ni­ca­tion strat­egy, as well.

That allows me three days, ten days, three weeks after the event to send some sort of reminder that might be a sur­prise for folks.

Todd: That′s right. And a pleas­ant sur­prise, some­thing they want to see.

John: That′s right.

Todd: Another thing to plan for and we say this in just about every episode, but it′s so impor­tant. That is to plan for mea­sure­ment from the begin­ning. There are lots of ways to do this.

You can make your event a des­ti­na­tion, which takes some plan­ning. But if peo­ple want to be there, then you make the admis­sion ticket be some sort of data acqui­si­tion. You ask them for some kind of mar­ket­ing information.

John: Absolutely. The Stoli brand of vodka had a Stoli Hotel expe­ri­ence. Because of the age require­ments of serv­ing liquor, atten­dees to that event had to reg­is­ter. That reg­is­tra­tion then became the data acqui­si­tion and the triggering.

As a part of the process for them reg­is­ter­ing, Stoli was able to mea­sure their aware­ness of the var­i­ous fla­vors of and their expe­ri­ence with and con­sump­tion of and loy­alty for the Stoli brand. Then those same folks were able to be sur­veyed after the expe­ri­ence and we were able to see how much we moved the applause needle.

How much more engage­ment they received, how much more brand affin­ity, how much more prod­uct trial, how much more loy­alty they had stim­u­lated. How much more word of mouth adver­tis­ing and rela­tions that they had cre­ated as a result of that expe­ri­ence. It was very much a good one.

Todd: So, to start wrap­ping up, we believe and we have seen that expe­ri­en­tial events are extremely pow­er­ful. And we′re not talk­ing about last minute mix­ers and meet and greet type of events. We′re talk­ing about planned mar­ket­ing events, where you have thought through what you want out of it, how you are going to get there, how you are going to mea­sure it and then you′ve devel­oped a strat­egy pre-, at and post– to make it happen.

John: It really is that. One of the key ques­tions to ask your­self is: if some­one were to come to our event, do they know it′s us? Do they know it′s our mes­sage? Are they con­nect­ing with our strat­egy? Or could this be any cock­tail party? Any event? Any food and bev­er­age event, you know, thing for anybody?

Todd: That′s right.

John: It would be eas­ier to hand those audi­ence mem­bers $100 bills. It would be much faster and equal the expense. What we′re try­ing to say is our strate­gic objec­tives sat­is­fied? Did we move the loy­alty meter, the aware­ness meter, the per­sua­sion meter by effi­ciently tak­ing some­one through a planned event that we were involved in?

Todd: And maybe final point is get help. Don′t leave all this on your own shoul­ders. An expe­ri­en­tial agency can prob­a­bly help you reduce costs, or at least stay within the same bud­get and help you be much more effec­tive with the money that you are spending.

John: I think the other thing there is, it′s OK to start small. But regard­less, there is a pow­er­ful strat­egy for mea­sur­ing your mar­ket­ing effectiveness.

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Todd: As we wrap up, one of the things we should make clear is that we aren′t anti-traditional mar­ket­ing. We believe that ads, direct mail and other more tra­di­tional approaches have a val­ued place in an inte­grated mar­ket­ing mix. Our point is that for many com­pa­nies, the mix is heavy on the tra­di­tional and light on the high potency expe­ri­en­tial that we talk about here.

As always, we appre­ci­ate the time you spend with us as you lis­ten. We hope that you find the con­tent use­ful. Your input and feed­back helps make it more rel­e­vant for your needs so we wel­come that feedback.

The sim­plest way to do that is to use the com­ment tool on our web­site. The address is: www.experientialmarketingtoday.com. And the com­ment tool is at the end of the show notes for each episode.

We also have two alter­nate meth­ods you can use. You can send an email to feedback@experientialmarketingtoday.com or you can call our voice com­ment line. That num­ber is 615–690-6796.

On our web­site you′ll find links to the resources we men­tioned in this episode. We usu­ally try to put a few links to related mate­r­ial that you may find use­ful, if you want to dig a lit­tle deeper. Once again, our site address is: www.experientialmarketingtoday.com.

Announcer: Thanks for lis­ten­ing to Expe­ri­en­tial Mar­ket­ing Today.

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Advent partners with organizations to help them visually express differentiation.