accommodations - hotels, motels, etc.

Marketing Tactics: Couponing for Success

Woman clipping couponsWith many consumers more focused than ever on saving money, coupons are re-emerging as a popular marketing tactic. And according to the 2008 Printable Coupon Consumer Pulse Survey from Simmons/Experiean Research and Coupons Inc. quoted in Marketing Charts, the number of American consumers searching for coupons online has increased to 36 million in 2008, up by 10 million from 2005; that’s 24% of all American coupon users. And nearly half of “Coupon Clickers” are between the ages of 22 and 44.

And there’s residual benefit from couponing beyond the short-term sales boost:  58% of respondents believe brands that provide online coupons are more likely to provide new products that they will enjoy, and 57% say those brands care about keeping them as a customer.

So make sure you get the most out of your couponing program; here’s some tips to help:

First, get all those coupon marketing myths out of your head. According to Marketing Charts, direct marketer ICOM  says a common misconception is that short-term expirations drive immediate sales. Actually---marketers may be cutting their redemption times shorter than is needed for consumers to act.

Another myth is that higher value always equals higher redemption. Not so, says ICOM. Value is important but the highest redemptions come from tying value to optimal expiration.

Also, if you’re trying to entice users from the competition, then focus on attracting their light to moderately loyal users. The lights and moderates are more likely to give you a try and will respond to a lower value offer than the competitor’s most loyal users.

See also:
2008 Printable Coupon Consumer Pulse March 2008, Simmons Market Research Bureau and Coupons, Inc.

For more coupon strategy tips visit Coupon-Redemption Conventional Wisdom Sometimes Foolish, Marketing Charts


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Travel Brands Beware: “Economic Woes Cause Americans to Hit Brakes on Travel”

Leisure travel expectations off sharply. Staycations on the horizon.

The tourism industry risks being hit with significant declines in leisure travel volume and spending according to the findings of Destination Analysts' bi-annual The State of the American Traveler survey released today. The survey of 1,000 American leisure travelers shows that 45.8% expect to reduce the number of leisure trips they will take in the coming year in direct response to the overall economic climate. General travel spending expectations are also depressed, with 29.8% saying they will spend less for leisure in the next 12 months, a figure that has more than doubled from just six months prior.

In the past 12 months, nearly one-in-four (23.6%) say they have taken a "staycation" -- a vacation spent at home -- in response to gasoline prices. 28.5% of survey respondents said they plan to take a staycation in the next 12 months.

"We expect to see travelers taking fewer leisure trips and visiting destinations that are closer to home. With more than half of travelers saying they will actively look for travel bargains and discounts and another third saying they will visit less expensive destinations, affordability is certain to be top-of-mind. In this climate, destinations, hotels, and others that market to leisure travelers must provide compelling offers that promise and deliver value," says Erin Francis, Managing Partner of Destination Analysts.

The average number of trips the typical American has taken in the past 12 months has already fallen 7.3% to 5.1%. The top impediments to travel continue to be high gasoline prices (57.8%), personal financial reasons (49.5%) and expensive airfare (35.2%). The percentage of survey respondents who have cited these factors as having prevented them from traveling as much as they would have preferred have all grown significantly since the survey was first conducted in July 2006.

A four-page summary report of findings can be found at http://www.destinationanalysts.com/SATSJuly2008.pdf


Source: Destination Analysts/PRNewsire

Brand Portfolio Strategy

When a company owns numerous brands within the same vertical it can spur marketplace confusion and wasted marketing dollars if the 'job descriptions' of each brand are not clear.

Brand Portfolio Strategy is the result of specifying the roles and relationships of a company's brands to one another to ensure they are clearly positioned and clearly marketed to the company's target audiences.

Brand Portfolio Strategy is distinguished from Brand Architecture in that Brand Architecture is the structure of an individual brand. 

Brand Portfolio Strategy is also be referred to as Portfolio Managment Strategy, Portfolio Architecture.

 

Suggested Reading:





cover of Brand Portfolio Strategy: Creating Relevance, Differentiation, Energy, Leverage, and Clarity  

 

Brand Portfolio Strategy: Creating Relevance, Differentiation, Energy, Leverage, and Clarity
author: David A. Aaker
asin: 0743249380

Ask.com

Ask.com’s innovative search technologies deliver fast and relevant information for millions of people every day.

Useful Links:

AskCity combines Ask.com’s maps with local content (information, reviews, etc.) from CitySearch with search and map technology.

Key categories are Businesses and Services, Events, Movies, and Maps & Directions.

Blogs & Feeds
Encyclopedia Search

Trivop

Trivop specializes in producing audiovisual presentations and documentaries on hotels for the Internet that travelers can download and view before they book.  

The company also hosts the videos and distributes them to major video platforms such as Veoh, YouTube, etc.

The French company plans to expand into the U.S. in early 2008.

TrafficMagnets

TrafficMagnets provide free, live dynamic traffic data for your surrounding area.

VibeAgent

VibeAgent.com is a travel social network where travelers can research and book hotel accommodations based on user-generated hotel reviews and metasearch.

Kango

Kango is a travel search service that filters results based on opinions and reviews across 1,000 travel-related sites.

Source: Techcrunch

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