As the leading department for corporate activities, the marketing department bears an unshirkable responsibility. However, when problems arise, the marketing department is often the first to be blamed. A marketing department that fails to perform well in activities cannot be simply dismissed as not trying hard enough; the most important reason may be that it hasn't recognized its own mispositioning: a deviation in the marketing role can have immeasurable consequences for corporate activities.
Research: Know yourself and your enemy, and you will be confident. Research to obtain first-hand market information is a daily task for the marketing department. However, when it comes to offline activities, we find that at least half of the enterprises and organizers neglect this step, hastily determining the activity plan based on rough impressions and one-sided statements, only to find problems everywhere once it is implemented. Pre-activity research mainly focuses on the situation of meetings and activities organized by peers in the industry, both domestically and internationally, to avoid homogenization and lack of creativity in activity themes. Secondly, marketing personnel need to study potential customers who may attend, understand the group size and characteristics, to facilitate the planning of highly targeted and professional activity plans. Of course, the resources that need to be mobilized for the activity should also be carefully considered to avoid waste due to improper allocation. Based on the research results, the risk assessment of the plan proposed by the marketing department can be sufficiently scientific.
Coordination: Focus on system and practicality. With accurate research results and a scientific risk assessment report, the marketing department has a reliable basis when planning the overall implementation plan. Ideas that are too fanciful may be considered good creativity, but many aspects are difficult to execute on the ground—for example, the process may not consider the details of connecting upper and lower steps, hundreds of people arriving at the scene at the same time, long queues at the registration desk, crowded hotel lobbies, and even other service items (such as souvenir distribution, tea, etc.) not fully in place, leading to chaos. So-called coordination means that during the early preparation of the activity, a certain mainline process must be followed, and a systematic execution plan must be established. All participating guests, from receiving invitations to attending and leaving the scene, require services such as airport pickup, quick registration, and smooth exit, as well as considerations for weather, traffic, and other factors. A controllable contingency plan should be made for possible situations, rather than simply sticking to one plan from start to finish. Of course, in the later stage of the activity, the marketing department should also write objective and comprehensive feedback and summary reports based on the collection of various data, rather than perfunctory long-winded and general discussions. It should make it very clear to the management how effective the activity was, what the pros and cons are, and what issues need attention for the next activity.
Momentum: What is spread is the brand. In the eyes of a marketer who values brand building, the most important asset of an enterprise is its brand equity. For long-term development, all corporate activities should revolve around the brand, whether internal or external. Based on this, the marketing department plays the role of a brand booster in activities. A grand promotion and momentum-building activity centered on the brand can bring tremendous benefits to the enterprise. Through advertising, email, telephone, and the currently popular new media, the marketing department conveys the brand concept to every potential customer. Due to the rapid development of marketing technology, communication and promotion have become increasingly precise and refined. With the help of various marketing tools, the marketing department can also maximize the achievement of the activity's expected goals.
Participation: Change your mindset. To truly understand the needs of customers during an activity, marketing personnel should not stand in a corner looking around or sit comfortably in a nice place, but rather participate in the activity from the perspective of a customer, gaining the most direct experience through personal involvement. When you turn yourself into a customer and integrate into the customer group to observe the effect of the entire activity, the marketing department is no longer the department that sits in the office all day, only obtaining indirect information from channels like the internet and having a narrow vision. They will know exactly what customers really need and what they truly need to do. Activities test the execution ability of a marketing team, and accurate role positioning and correct methods can help the team become more mature. Think with the right methods, observe what you do with sharp vision, and you will achieve twice the result with half the effort, giving a boost to the enterprise you serve.
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