Page 17 - Going for Growth: Targeting Today's Diverse Consumers

16 GOING FOR GROWTH: TARGETING TODAY’S DIVERSE CONSUMER

C. MEASURING SUCCESS

With clear objectives defi ned, it is now easier to delineate success for each of the
audiences you plan to target.

We know that success with your coastal consumers needs to be rooted in brand
perceptions – which may lead one to consider television creative and branded digital
experiences. On the other hand, the value-based consumers might be exposed
to messaging that emphasizes technology benefi ts, rankings, and competitive
comparisons, using highly targetable and measurable digital initiatives to underscore
value propositions. Because your target audiences are so well defi ned, you will also
be able to ensure that respondents in either qualitative or quantitative studies are
aligned with the segment specifi cs you have prioritized. In this case, for example,
the impact of value messaging would only be tested against Midwestern respondents
while brand related metrics would be applied to coastal respondents. Or, in the case of
national work, the testing results can be segmented to hone in on the impact of distinct
messages by region.

In this example, the Asian community was the initial focus before layering on a
geographic fi lter and getting even more specifi c. The coastal factor may lead you
to new insights insofar as the Asian communities are concerned, with Chinese,
Japanese, Korean, Indian, and other Asian consumers being considered in direct
proportion to the opportunities they represent for your brand.

D. STRUCTURE SUPPORTS STRATEGY
Before you can begin to activate against a marketing strategy, you need to know
whether you have the right team to do so. It is benefi cial to assess your readiness
level for marketing to a diverse America in a targeted and inclusive manner.
AIMM’s Organizational Playbook, available to Alliance members, provides insight into
the importance of establishing
an internal structure that can
ensure cultural competence from PRIMARY STRUCTURES
inception through execution. The
playbook examines the four most
popular structures: Dedicated
or Segment-Specifi c, Center DEDICATED CENTER OF EXCELLENCE INTEGRATED HYBRID
of Excellence, Integrated, and
Hybrid.