Most big-ticket purchases in aviation and related industries are considered purchases. It is the job of marketing to understand what is important to decision makers and influencers in terms of feature, function, and cost benefit. Those are the issues that will be weighted against the competition when the rational purchase process begins.
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Big data is the buzzword of the day. The techno savvy number crunchers are heralding big data as an “end all, be all” for tracking RIO and determining which marketing initiatives to fund. I’m in agreement that big data, when properly interpreted, can provide customer insight as to the purchasing habits and the media channel that culminated the sale. No argument – this is valid tactical information and should be considered when planning marketing initiatives.
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When developing strategic communication plans for companies in the aviation industry, I always want to know what’s going on in the customer’s mind. Customer insight can be attained via several channels using different tactics. For example, insights can be gained from:
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Digital ushered in the era of data collection. For aviation marketers, digital offers big data and unlimited possibilities for ways to track advertising and marketing effectiveness. The “C” suite demanded accountability for marketing funds and data houses responded by monitoring and tracking click-throughs, websites visited, time on page, and time of day, basically offering a very specific connect-the-dots profile of our web usage. Cookies were placed on our machines without our permission and we naively accepted that corporations would do the right thing with our personal data. Big data houses claimed that did not track our names but tracked the IP addresses, as if there’s no correlation.
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Product and service innovation in the aviation industry comes from improved features and functions. On the flight deck, it can be a chip-driven avionic component that replaces a mechanical legacy system, to the cabin, where passengers are plugged into inflight wireless connectivity while enjoying their lay-flat seats — these innovations are the result of engineering.
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Darron Rowse, founder and editor of ProBlogger Tips, published an article showing new bloggers what they should blog about. While reading the article, I realized a parallel to what aviation marketers should be doing with their online advertising and social marketing efforts. Below is my interpretation of the article as it relates to aviation marketers creating content for their social marketing efforts.
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When developing the strategic communication plan for a brand, I always pay attention to brand positioning with regards to its competitors and how, if at all, it presents its brand promise.
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“Commerce is about selling more products and services, but people are about desires and aspirations.”
Marc Gobe, Emotional Branding, Revised Edition
What do Victoria’s Secret and Virgin America share in common? Both understand the power of a brand culture and are able to translate that into a memorable brand experience. Aviation marketers that are seeking to define their brand need to consider a people-to-people marketing approach and understand that relevant brands are not based on messaging or logo design but on the experience associated with the brand.
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Historically, digital banner ads average a .05% click-through rate. So what’s happening with the other 99.95% of the viewers that see your online advertising? Mostly, the viewer already knows what is waiting on the other side of the ad — your website. That’s not to infer that your website is of poor quality or lacking content, but most aviation industry websites are electronic brochures with a “contact us” page.
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In the aviation industry all brands have competition. A successful brand goes past the product’s functionality of features and benefits and creates an emotional connection with their customers. Understanding what drives your customers’ decision-making process provides the foundation for brand differentiation and preference.
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Life After Advertising 2.0 