WORD-OF-FOOT MARKETING / AYAKTAN AYAĞA PAZARLAMA
Sizce aşağıdaki Nike örneğinde[1], pazarlamanın kaç sıfatının adı geçiyor?Haydi, okuyalım:
“Gone are the days of ‘one
shoe, one advertising campaign’. Now you’ve got to engage consumers on every level,”
said Trevor Edwards, Nike”s vice president of global brand and category management,
in a 2007 interview with the WSJ.
Gone, as well, is the
exclusive one-on-one relationship between Nike and its sole ad agency, W&K.
“Neither Nike nor Wieden officials would get into specifics about the change,
but a number of industry execs believe one area of concern for the marketer was
Wieden’s lack of interactive capabilities.” Advertising
Age reported.
Over the last few years, Nike
has been steadily increasing the role of digital media in its marketing mix.
For example, in advance of the 2006 World Cup tournament, Nike teamed up with
Google to launch an online social community targeting soccer fans and athletes.
It was precisely the kind of interactive and viral media environment that spoke
directly to the consumers with whom Nike most wanted to build relationships,
with a precision and intimacy not available in television or print ads. Christened
joga.com, the site recorded more than
110 million downloads of soccer-related information and media clips. The
benefit for Nike? “We get right to the center of the consumer,” Edwards
observed.
Joga.com was just one of
several innovative initiatives that transformed Nike’s marketing and
advertising prowess. Another was developed around Nike+, a joint venture between
Nike and Apple that allows iPod users to monitor their workouts using a sensor
in their Nike footwear, tracking their calorie-burning and heart rates in real
time and online.
In partnership with R/GA, a division
of the Interpublic Group, Nike and Apple created nikeplus.com, an experiential, Web-based service that offers much
more than just eye-catching advertising. On nikeplus.com,
consumers could post their workout results, share favorite running routes,
compare their efforts to hose of professional athletes such as Lance Armstrong
and LeBRon James, and even download music mixed specifically to inspire and
motivate. Nike+ effectively hit all of Nike’s objectives: it was high on
relevance; it was engineered for interactivity and community; and it was
scalable, appealing to both serious runners and novices.
Nike’s new marketing strategy
is not just focused on online media. The company has invested about $2.5
billion in endorsement contracts extending through 2011, including sponsorships
of golf master Tiger Woods, tennis champion Roger Federer, the Manchester
United soccer team, and many other athletes and teams. The intent is to embed
the Nike brand directly into sports content and to inoculate the “swoosh”
against such threats as ad skipping. Nike is also actively experimenting with
interactive TV. In the “Quick Is Deadly” campaign for its Zoom training shoe
line, satellite-dish-based TV subscribers were offered exclusive programming of
the San Diego Chargers’ La Damion Tomlinson, a 3D demo of the Zoom shoe, and a
Nike-branded interactive game designed to test their reflexes.
Rounding out the package: a zip-code-driven
search application to help consumers locate the closest store selling the Zoom.
Finally, Nike is also upping its game through more “Word-of-Foot” Marketing; it is sponsoring events such as the San
Francisco marathon, soccer and basketball tournaments. And other amateur
competitions where Nike marketers can connect directly with their target
consumers, learn more about them, and create more brand advocates and
loyalists.
In short, Nike’s marketing
playbook has moved from the flash of a brilliant tagline and memorable logo to
a focus on consumer experiences. And that approach is delivering results…
“The Nike brand will always
be our strongest asset, but consumers are looking for new relevance and
connections,” Mark Parker, Nike’s CEO, told an audience of investors in March
2007. “It’s really all about going deeper to get deeper connections and deeper
insights, to get more innovation and more relevance, and to make us ultimately
more competitive.”
-oOo-
[1] Christopher Vollmer, Geoffrey Precourt Always On, Advertising, Marketing, and Media in an Era of Consumer Control,
McGraw-Hill, New York, 2008, pp. 2-4.
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