This paper will offer a unique view of the Chinese media marketplace, that of the Chinese retail consumer. We present data from a 2009 study of 7,000+ Chinese consumers, age 18 to 34, who have reported on what media they use, i.e., consume, not what marketers and media organizations report as having distributed. Drawing on data from the BIGresearch online "Chinese Quarterly Media Studies" reports, which have been gathered four times per year since 2006, we report on the media forms Chinese consumers report using the most, the time spent with each media form and which media form or forms are reported as having the greatest influence on their purchasing decisions in a number of product categories. These prior-to-the-store media exposures (22 external media forms, both online and offline) are then correlated to the Chinese consumer's reported exposure to in-store media. The combining of the external-to-the-store and in-store promotional activities provides a unique, holistic view of how media actually is consumed in China among a very critical market segment. Since the same type of data has been gathered in the same way in the U. S. since 2001, we are also able to compare media consumption patterns for the U.S. and Chinese consumers.
One of the most challenging issues in retail marketing is knowing which media forms have been used by consumers prior to entering the retail environment. Drawing from the on-going U.S. Simultaneous Media Consumption (SIMM) studies, in this session, we will present examples of what combinations of external and internal media shoppers who plan to make purchases in a product category in the next 90 days have consumed, in what combinations and which they say influence them the most in their purchase decisions. 31 external media forms and 13 in-store activities are evaluated in several product categories including grocery, apparel, electronics, medicines and HBA.
This paper provides a comprehensive framework for a new communication process model where company and consumer perspectives are considered as co-equivalent parts of a relationship communication system. It is based on the notion that in 21st century market realities, business needs a more dynamic model to deal with relationship communication processes that are based on integrated efforts to build value and create benefit for all parties. Underlying is the assumption that value is captured most efficiently in the form of increased connectedness between the various parties. This process is characterised by the effective integration of customer feedback that enables the company to move forward in the relationship process. It utilizes a new, process-based classification of communications; planned communication, contact and connectedness. The managerial significance of the model is demonstrated through three distinctive case studies.
This paper presents a forecast of how brands and branding can and will be used in the new converging marketplace of the 21st century. The authors suggest a new model for developing and managing brand relationships will be required. The initial theory and concepts for this new brand relationship model are presented and discussed. As support, the use of the proposed model is illustrated through a real-world example. Finally, a research methodology for developing the approaches required by this proposed new branding/relationship model are presented and illustrated through a best practices study recently completed in the United States.
This paper summarizes the development of a new method of developing building and maintaining brands starting first with a brief description of how brand managers have typically operated in terms of brand budgeting and allocation why those processes are used and the challenges which they present. Why most brand managers today find themselves as brand resource allocaters rather than brand resource budgeters is then discussed. From there the technological changes which have made a new approach possible are summarized. Finally the framework for a new process is summarized that focuses primarily on the move from allocating brand resources that is from determining and measuring brand outputs to building and measuring brand investment outcomes.