| romotions industry in the United States is big business. | | | | industry. The pattern repeated itself recently with digital |
| Every year, brands and retailers spend over $100 billion | | | | music, and savvy marketers are now tapping the |
| on promotional incentives designed to capture the | | | | promotional industry to introduce emerging mobile |
| mindshare of consumers and motivate them to act. | | | | content technologies that will further change the way |
| Through promotions, brands are able to negotiate | | | | consumers interact with their mobile phones. |
| better shelf space in big-box retailers and set their | | | | Drive Customer Acquisition |
| product apart from the competition. Promotions help | | | | When it comes to acquiring customers for |
| them drive brand awareness and capture customer | | | | subscription-based products and services, few – |
| information for ongoing CRM. The bottom line: | | | | if any – programs can match the cost |
| promotions help brands drive sales. | | | | effectiveness and power of promotions. Magazine |
| Untapped Potential | | | | publishers have long realized the benefit of using |
| But while brand sponsors have long recognized the | | | | promotions as a customer acquisition vehicle and rely |
| power of promotions, many of the benefits that can | | | | on free-trial magazine promotions as a lure to attract |
| be derived from the promotions industry have gone | | | | hundreds of thousands of new subscribers each year. |
| largely untapped. | | | | Digital music, phone time, and mobile content are just a |
| What most product suppliers fail to realize is that the | | | | sampling of the subscription-based products in the |
| promotional medium can serve as a catalyst to quickly | | | | market that are ideal for promotion-based acquisition |
| educate consumers about a new product, vastly | | | | programs. Through free-trial promotions, companies |
| increasing the product’s chances of succeeding | | | | are able to simultaneously introduce their product to |
| in the retail market. They don’t consider that | | | | millions of consumers for a fraction of the cost of |
| promotions can serve as a powerful customer | | | | traditional advertising efforts and then integrate further |
| acquisition tool and are more effective and | | | | discount offers or incentives to entice them to sign on |
| inexpensive than virtually any other solution around. | | | | as an ongoing customer. |
| Perhaps worst of all, they don’t make the | | | | Generate New Revenue |
| connection between their product and the enormous | | | | Companies are constantly developing products for the |
| revenue stream they could generate by marketing | | | | retail market. But few product providers consider the |
| their products to the promotional industry. | | | | enormous revenue stream that can be generated by |
| Educating Consumers | | | | selling their products promotionally. Digital media, in |
| Whenever a new type of product is introduced into | | | | particular, makes an ideal promotional product because |
| the marketplace, there is a significant lag time before | | | | of its universal appeal and low cost of delivery. By |
| consumer awareness catches up. For the product to | | | | selling a product promotionally, companies can often |
| succeed, consumers need to change their behavior. | | | | drive greater per-product margins than they can from |
| But first they have to understand what the product is, | | | | a retail product because there are fewer sales layers |
| how to use it, and how it benefits them. This is where | | | | involved in the process. What’s more, selling |
| promotions come into play. | | | | products promotionally offers companies instant entry |
| The promotional medium gives product suppliers the | | | | into a promotion sponsor’s long established |
| opportunity to get their new product into the hands of | | | | distribution channel and enables companies to sell |
| millions of consumers, enabling them to sample the | | | | products in mass quantities that would be unimaginable |
| product and become familiar and comfortable with it. | | | | on the retail side. |
| Once this is accomplished, retail sales follow. | | | | Imagine your product or ten million pieces or |
| For an example of this, we need only to look at the | | | | your product in hundreds or even thousands |
| evolution of prepaid phone cards. When prepaid long | | | | of big-box retailers across the country. That’s |
| distance cards were first introduced into the | | | | the power of promotions. |
| marketplace in the early 1990s, telecom providers | | | | The Promotional Edge |
| couldn’t give them away. Retailers | | | | Whether it’s a brand sponsor looking to capture |
| wouldn’t buy them, so providers were forced | | | | the mindshare of potential customers or a product |
| to put them into stores on consignment, only to return | | | | supplier interested in fully leveraging its revenue |
| two weeks later and discover that not a single product | | | | opportunities, promotions hold the key. Promotions |
| had sold. The problem was lack of broad-based | | | | serve as a direct link between the product provider |
| consumer education and awareness. Consumers | | | | and its consumers and can be reshaped and |
| couldn’t understand how a plastic card | | | | reconfigured as needed to achieve the desired results. |
| featuring a PIN code equated to $10 worth of long | | | | In today’s fiercely competitive marketplace, |
| distance phone time. It wasn’t until prepaid | | | | quickly educating consumers, building market share and |
| phone cards started turning up as giveaways in millions | | | | driving profitable revenue are critical to success. And |
| of packages – everything from Gillette razors to | | | | savvy product providers and marketers who |
| cereal boxes – that consumers caught on. As | | | | understand and take advantage of the promotional |
| soon as they did, retail sales flourished and in a few | | | | medium can get the competitive edge they need to |
| years time, prepaid phone cards were a $4 billion | | | | succeed and thrive. |