Strategiile de marketing context strategic specific

comunicrii n marketingul evenimentelor

Daniel MOISE
Academia de Studii Economice Bucureti

Rezumat
Orientarea activitii ntreprinderii n viziunea de marketing impune, n mod obligatoriu,
utilizarea unui set de instrumente strategice care, n forma cea mai evoluat, fac obiectul
unui concept extrem de valoros cunoscut sub denumirea de marketing strategic, pentru
marketingul evenimentelor. n forma cea mai general acesta se reflect n utilizarea
unui sistem de management bazat pe strategii de marketing. Dup identificarea i
selectarea audienei int, etapa urmtoare este reprezentat de modul n care evenimentul
se poziioneaz n mintea consumatorilor.

Cuvinte cheie: marketingul evenimentelor, strategii de segmentare, strategii de poziionare

n forma operaional marketingul strategic include 3 instrumente strategice valoroase,

aceast problem a mai fost studiat (Keegan i Green, 2005), i anume: segmentare,
poziionare i mix.

Strategii bazate pe segmentare utilizate n marketingul evenimentelor

Marketerii sunt contieni de faptul c nu se pot adresa tuturor cumprtorilor de pe
pieele lor, sau mcar nu tuturor n acelai fel. Cumprtorii sunt prea numeroi, prea
dispersai i prea diferii ntre ei din punctul de vedere al nevoilor i al practicilor de
cumprare. Majoritatea organizaiilor contemporane au renunat la marketingul de mas
trecnd la practica marketingului la int prin identificarea unor segmente de pia,
alegerea unuia sau mai multor segmente i elaborarea unor produse i mixuri de
marketing adaptate la caracteristicile fiecrui segment, aceast problem a mai fost
studiat (Kotler i Armstrong, 2008).

64 Daniel MOISE
Marketing strategies strategic context specific to
communication in events marketing

Daniel MOISE
Academy of Economic Studies Bucharest

Abstract

Enterprise activity orientation in marketing vision imposes, as a must, to utilize a set of

strategic instruments that, in the most evolved form/shape, are the subject of an extremely
valuable concept known under the name of strategic marketing. In its most general form,
this reflects the utilization of a management system based on marketing strategies, for
the events marketing. After the identification and selection of target audience, next step
is represented by the way in which the event positions itself in the mind of the consumer.

Keywords: events marketing, segmentation strategies, positioning strategies

In the operational form, strategic marketing includes three valuable strategic

instruments, this subject was studied already (Keegan & Green, 2005) meaning:
segmentation, positioning and mix.

Strategies based on segmentation used in events marketing

Marketers are aware of the fact that they cannot address all the buyers on their
markets, or at least not all in the same way. Buyers are too many, too far apart and too
different among themselves regarding needs and buying customs. The majority of
contemporary organizations are starting to give up on mass marketing in favor of targeted
marketing practice by identifying some market segments, choosing one or more segments
and elaboration of some products and marketing mixes adapted to the characteristics of
each segment, this subject was studied already (Kotler & Armstrong, 2008).

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Un element vital pentru orice plan de marketing l reprezint deci analiza

segmentelor de pia i selectarea celor mai bune segmente care pot fi luate n vizor. Se
vor avea n vedere att segmentele de pia crora organizaia se adreseaz cu
evenimentele sale ct i noi segmente de pia identificate, care s serveasc intereselor
acesteia. Segmentele de pia nu sunt create de ctre marketeri, ci mai degrab
identificate de ctre acetia. Fifield afirm c, aa dup cum Davidson i Rogers au
artat (2007) cel mai important aspect al segmentrii l reprezint faptul c foreaz
marketerii s neleag un adevr fundamental despre segmentarea pieei, i anume c
nu organizaia sau marketerul segmenteaz piaa, ci piaa este cea care se segmenteaz
singur. Oamenii nii se includ ntr-un segment de pia sau altul. Iar marketerului i
revine sarcina nu s divid piaa, ci s identifice cum se mparte piaa i, ca apoi, s
comunice cu aceasta prin diferite evenimente.
nelegerea stakeholderilor organizaiei este de o importan vital, deoarece din
punctul de vedere al conceptului de marketing, organizaiile exist ca s i ndeplineasc
obiectivele lor n timp ce sunt orientate ctre satisfacerea cerinelor clienilor n toate
activitile pe care acestea le ntreprind. Stakeholderi formeaz audiena potenial,
sau sunt receptorii mesajelor transmise, prin intermediul evenimentelor organizate de
ctre companie, aceast problem a mai fost studiat (Yeoman, Robertson, Ali-Knight,
Drummond i McMahon-Beattie, 2004):
Prima aciune care trebuie ntreprins este reprezentat de identificarea grupurilor
care formeaz audiena existent sau potenial, indiferent de canalul de comunicare
utilizat. Audiena are n componena ei, diferite grupuri de stakeholderi cu nevoi variate,
preferine i caracteristici precum mrimea i localizarea grupului, etc. Organizaia
poate s analizeze modul n care grupul a rspuns la comunicrile anterioare, i care
sunt canalele de comunicare la care grupurile de stakeholderi rspund cel mai bine
avnd n vedere nelegerea de ctre organizaie a stilului de via, frecvena, formatul
i a aciunilor de comunicare prin intermediul media.
n al doilea rnd trebuie identificai stakeholderii cei mai importani (principali),
avnd n vedere c aceste grupuri pot s creasc, scad ca numr sau ca importan, s
dispar sau s apar noi grupuri. De asemenea este necesar s se neleag ce ateapt
grupurile de la eveniment. Pot exista grupuri care s susin i s promoveze evenimentul
sau grupuri care s fie mpotriva desfurrii acestuia, fiind necesare strategii diferite de
comunicare a mesajelor. Fr principalii stakeholderi evenimentul va nceta s existe.
n ceea ce privete stakeholderii secundari, acetia nu sunt implicai n mod direct n
eveniment, dar pot pune reale piedici n desfurarea evenimentului. n rndul acestora
se includ autoritile locale, localnicii, media, organizaiile de turism ce pot sau nu s
promoveze evenimentul respectiv, guvernul, etc.
n segmentarea pieei sunt utilizate o serie de criterii de segmentare, aa dup cum
Kotler i Keller au artat (2008), cum sunt:

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 Marketing strategies strategic context specific to communication in events marketing

A vital element for any marketing plan is represented thus by the analysis of market
segments and the selection of the best segments that can be in view. It will be kept in
mind the market segments to which the organization is addressing itself with its events
as well as new segments identified on the market, to serve its interests. Market segments
are not created by marketers, but are rather identified by them. Fifield says that, as
Davidson and Rogers showed (2007) the most important aspect of segmentation is the
fact that it forces marketers to understand a fundamental truth about market segmentation,
meaning that not the organization or the marketer is segmenting the market, but that
the market segments itself. People include themselves in a market segment or another.
Thus, the role of the marketer is not to divide the market, but to identify how it is
segmented and then to communicate with it through different events.
Understanding the stakeholders of the organization is of vital importance because
from the point of view of the marketing concept, organizations exist to fulfil their
objectives while they are oriented to satisfy the requests of the clients in all the activities
that they do. Stakeholders are the potential audience, or they are the receivers of the
transmitted messages through events organized by the company, this subject was studied
already (Yeoman, Robertson, Ali-Knight, Drummond & McMahon-Beattie, 2004).
The first action that has to be done is represented by the identification of the groups
that form the existing or potential audience, regardless of the used communication
channel. Audience has in its composition different stakeholder groups with diverse
needs, preferences and characteristics like size and group localization, etc. The
organization can analyze the way in which the group answered to previous
communication and what are the communication channels to which the stakeholder
groups answer the best bearing in mind the understanding by the organization of the
life style, frequency, format and communication actions through media,
Secondly, the most important stakeholders have to be identified, keeping in mind
that these groups can increase or decrease in number or importance, disappear or new
groups can appear. It is also necessary to understand what the groups expect from the
event. There could be groups that support and promote the events or groups that are
against their development, different strategies being needed for the communication of
messages. Without the main stakeholders the event will cease to exist. Regarding the
secondary stakeholders, they are not implicated in a direct way in the events, but they
could hold the progress of the event. Among these are included the local authorities,
locals, media, tourism organizations that will or will not promote the event, government,
etc.
In market segmentation there are used a number of segmentation, as Kotler and
Keller showed (2008), criteria such as:

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Geografic: regiunea din lume sau ara; mrimea oraului sau a zonei metropolitane;
densitatea populaiei: zon urban, suburban sau rural; clima: nordic, sudic.
Demografic: criteriu dup care piaa este mprit n grupe n funcie de urmtoarele
variabile: vrst; sex; mrimea familiei; venit lunar; ocupaia; educaia; religia; rasa;
naionalitatea.
Comportamental criteriu care ia n considerare cunotinele, atitudinile pe care
consumatorii le au despre produsul / serviciul sau compania care le ofer. Sunt avute n
vedere: ocaziile de utilizare a produsului; avantajele cutate; tipul / stadiul de utilizator,
neutilizator, fost utilizator, utilizator pentru prima dat, utilizator regulat; rata de utilizare
(utilizator ocazional, utilizator mediu, utilizator frecvent ); gradul de fidelitate; stadiul
inteniei de cumprare; atitudinea fa de produs / serviciu.
Psihografic reprezint criteriul prin care consumatorii se mpart n funcie de
trsturile de personalitate, stilul de via i valorile fiecruia. Un program folosit cu
succes n momentul de fa este VALS care ajut companiile de pe ntreg mapamondul
s dezvolte i s aplice strategii din ce n ce mai eficiente. Sistemul VALS identific
oportunitile curente i viitoare, prin segmentarea pieei pe baza trsturilor de
personalitatea care definesc comportamentul consumatorilor. Fiecare individ are trsturi
de personalitate, atitudini sau nevoi care sunt asemntoare cu ale altor persoane, se
are n vedere motivaia primar i resursele acestuia.
Sistemul VALS propune o mprire a consumatorilor n opt segmente bazate pe
rspunsurile pe care acetia le dau n urma aplicrii chestionarului VALS. Principalele
dimensiuni ale segmentrii care sunt luate n calcul sunt motivaia primar reprezentat
pe axa OX i resursele reprezentate pe axa OY (figura 1) (http://www.sric-bi.com/VALS/
types.shtml).
a) Inovatorii sunt oameni de succes, sofisticai, oameni cu iniiativ i cu o mare
ncredere n sine. Deoarece au resurse abundente, acetia i etaleaz i satisfac cele
trei nevoi de baz n grade diferite. Sunt lideri ai schimbrii i sunt cei mai receptivi n
ceea ce privete noile idei i tehnologii. Inovatorii sunt consumatori foarte activi, iar
achiziiile pe care acetia le realizeaz reflect gusturi cultivate ctre calitate, produse
i servicii de ni. Imaginea este important pentru inovatori, nu ca dovad a statutului
sau puterii, ci ca o expresie a propriilor gusturi, independen i personalitate. Inovatorii
fac parte dintre lideri consacrai, sau n devenire, din mediul de afaceri sau politic, i cu
toate acestea sunt n cutare de noi provocri. Stilul lor de via este caracterizat de
varietate. Posesiunile i modul n care se recreeaz reflect un gust cultivat pentru
lucrurile rafinate din via. Acetia particip n special la trgurile i expoziiile cele
mai renumite unde sunt expuse cele mai noi tehnologii i ultimele descoperiri indiferent
de domeniu, doar ca s fie n centrul ateniei i s i reafirme statutul social pe care l
au.
b) Gnditorii sunt motivai de idealuri. Acetia sunt maturi n gndire, satisfcui,
confortabili i reflectivi care apreciaz ordinea, cunoaterea i responsabilitatea. Tind
s fie bine educai i caut n mod activ informaii n cadrul procesului de luare a

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 Marketing strategies strategic context specific to communication in events marketing

Geography: the region on the map or the country; town size of metropolitan area;
population density; urban area, suburban area, rural area; northern climate, southern
climate.
Demography: criterion after which the market is split into groups according to the
following variables: age, sex, family size, monthly revenue, occupation, education,
religion, race, nationality.
Behavior: criterion that takes into consideration knowledge, attitude that the consumer
has towards the product/service or the company that offers them. The following are
taken into consideration: opportunity to use the product; sought advantages; type/ stage
of user, non-user, ex users, first-time users, frequent user, rate of utilization (random
user, medium user, frequent user); fidelity degree; the stage of the intention to buy,
attitude towards product/service.
Psychological: is the criterion through which consumers are divided according to
personal traits, life style and personal values. A successfully used program at the moment
is VALS which helps companies world-wide to develop and apply strategies more and
more efficiently. VALS system identifies current and future opportunities, through
segmenting the market based on personality traits that define the behavior of consumers.
Each individual has personality traits, attitudes or needs that are similar to those of other
persons. One has to keep in mind the primary motivation and the resources of such an
individual.
VALS system proposes a division of consumers in eight segments based on the answers
they give after the application of VALS questionnaire. The principal dimensions of the
segmentation that are taken into account are the primary motivation represented on OX
axis and the resources represented on OY axis (fig.1). (http://www.sric-bi.com/VALS/
types.shtml)
a) Innovators are successful, sophisticated people, people with initiative and with
great self-trust. Because they have abundant resources, they show and satisfy the three
basic needs in different degrees. They are change leaders and are the most receptive
when it comes to new ideas and technologies. Innovators are very active consumers,
and the acquisition they make reflect cultivated tastes towards quality, niche products
and services. Image is important for innovators, not as a proof of status or power, but as
an expression of personal taste, independence and personality. Innovators are among
consecrated leaders, or become such in business or politics environment and are still
seeking new challenges. Their life-style is characterized by variety. Possessions and the
way they recreate themselves reflect a cultivated taste for cultural things in life. They
especially attend the most famous fairs and exhibitions where there are the newest
technologies and the latest discoveries regardless the field, just to be in the center of
attention and restate their social status.
b) Thinkers are motivated by ideals. They are mature in thinking, satisfied, comfortable
and reflective, that appreciate order, knowledge and responsibility. They tend to be
well educated and look for information in an active way in the decision making process.

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Resurse abundente
Y Inovaie de valoare
INOVATORII

Motivaia primar
Idealuri Realizri Auto-Exprimare

GNDITORII REALIZAII EXPERIMENTAII

CREDINCIOII LUPTTORII FURITORII

Resurse puine
Inovaie fr o valoare
semnificativ
SUPRAVIEUITORII
O X

Figura 1. Sistemul VALS

sursa: http://www.sric-bi.com/VALS/

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 Marketing strategies strategic context specific to communication in events marketing

High Resources
VALS Framework High Innovation
INNOVATORS

Primary Motivation
Ideals Achievement Self-Expression

THINKERS ACHIEVERS EXPERIENCERS

BELIEVERS STRIVERS MAKERS

Low Resources
Low Innovation
SURVIVORS

Figure 1: VALS Framework

source: http://www.sric-bi.com/VALS/

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deciziilor. Sunt bine informai asupra evenimentelor naionale i internaionale i sunt

aleri la oportunitile n ceea ce privete lrgirea propriilor cunotine. Gnditorii au
un respect moderat pentru status quo-ul instituiilor, autoritilor i pentru toate categoriile
sociale, dar sunt deschii s ia n considerare noi idei. Cu toate c veniturile lor le
permit s aib multe posibiliti de alegere, acetia sunt consumatori conservatori i
practici, ei caut la produsele / serviciile pe care le achiziioneaz, funcionalitate,
durabilitate i le preuiesc. Printre evenimentele pe care le aleg s participe cu plcere
sunt cele de teatru, oper, operet, balet, dar i vizitarea de monumente istorice, tezaure,
etc.
c) Realizaii sunt motivai de dorina de mplinire i succes, stilul lor de via este
orientat spre ndeplinirea obiectivelor i au o dedicare profund ctre carier i familie.
Viaa lor social reflect acest lucru i sunt concentrai n jurul familiei i a locului de
munc. Realizaii triesc convenional, sunt conservatori din punct de vedere politic i
respect autoritile i status quo-ul. Apreciaz consensul, predictibilitatea i stabilitatea
n defavoarea riscului, intimitii i descoperirii de sine. Cu multe nevoi i dorine, sunt
nite consumatori activi pe pia. Imaginea i notorietatea mrcilor, s fie de prestigiu,
la fel a produselor / serviciilor pe care le achiziioneaz sunt importante pentru realizai,
deoarece acestea pot demonstra semenilor succesul lor. Din cauza stilului de via
foarte ocupat, sunt adesea interesai de dispozitive cu ajutorul crora s economiseasc
timpul. Acestora nu le place s ia parte la evenimente precum trainiguri, teambuildinguri,
happy hour-uri dac acest lucru presupune ca ei s fie departe de familie, dar n
schimb ador s ia parte la baluri de caritate i la spectacole itinerante.
d) Experimentaii sunt motivai de auto-exprimare. n calitate de consumatori tineri,
entuziati i impulsivi, experimentaii se entuziasmeaz foarte repede n faa noilor
posibiliti, dar i pierd interesul la fel de rapid. Acetia caut varietate i distracie,
savurnd noul i riscul. Energia lor este eliberat prin exerciii, sport, recreare n aer
liber i activiti sociale. Experimentaii sunt nite consumatori avizi i cheltuiesc o
sum important din veniturile lor pe mod, distracii i socializare. Stilul lor de achiziie
reflect accentul pe care l pun pentru a arta bine i a deine lucruri la mod. Sunt
nelipsii la evenimentele sportive, dar i de happy hour-uri i teambuildinguri.
e) Credincioii/ Conservatorii acetia sunt motivai de idealuri. Sunt oameni
conservatori, convenionali cu credine concrete bazate pe tradiie, coduri prestabilite
precum religie, familie, comunitate i naiune. Majoritatea credincioilor au stabilite
coduri morale care sunt puternic nrdcinate i pe care le iau ad literam. Acetia
urmresc rutine stabilite, organizate i care se nvrt n jurul familiei, comunitii i
organizaiilor sociale sau religioase crora le aparin. n calitate de consumatori,
credincioii sunt previzibili, aleg mrcile produselor / serviciilor cu care sunt familiarizai
i care sunt consacrate. Prefer produsele autohtone i de regul sunt clieni loiali,
particip cu plcere la petrecerile cu ocazia Srbtorilor Religioase, evenimentele
realizate pentru cauze umanitare i literatur.

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They are well informed on national and international events and are alert regarding
opportunities for increasing their own knowledge. Thinkers have a moderate respect
for the status quo of institutions, authorities and for all social categories, but they are
open to taking into consideration new ideas. Although their income allows them to
have a lot of choices from which to choose, they are conservative and practical
consumers, they look for and appreciate functionality and durability in the products/
services they buy. Among the events they choose to participate with pleasure are theatre,
opera, operetta, ballet but also to visit historic monuments, thesaurus, etc.
c) Achievers are motivated by the desire of fulfillment and success, their life style is
oriented to objective achievement and have a profound dedication for career and family.
Their social life reflects this thing and they concentrate on family and work-place.
Achievers live conventionally, are conservative regarding politics and respect authorities
and the status quo. They appreciate consensus, predictability and stability against risk,
intimacy and self-discovery. Having a lot of needs and desires, they are active consumers
on the market. Image and notoriety of brands, their prestige as well as of the products/
services they buy are important for achievers because these can prove to their fellow
people their success. Because of the very busy life style, they are often interested in
devices with which to save time. They do not like to take part in events like trainings,
team buildings, happy-hours if this means for them to stay away from the family, but
love instead to attend charity balls and itinerant shows.
d) Experiencers are motivated by self-expressing. As young consumers, enthusiastic
and impulsive, experiencers get enthusiastic very quickly in front of new possibilities
but lose interest as quickly. They look for variety and fun, enjoying newness and risk.
Their energy is liberated through exercises, sport, outdoor recreation and social activities.
Experiencers are avid consumers and spend an important part of their income on fashion,
entertainment and socializing. Their acquisition style reflects the accent they put on
looking good and on having fashionable items. They will miss neither a sports event,
nor happy hours and team-buildings.
e) Believers are those motivated by ideals. They are conservative people,
conventional, with concrete beliefs based on traditions, pre-established codes such as:
religion, family, community and nation. The majority of believers have moral codes
established that are strongly rooted and are taken ad litteram. They follow set, organized
routine that revolve towards family, community and social or religious organization to
which they belong. As consumers, believers are predictable, they choose brands of
products/services they are familiar with and that are well established. They prefer local
products and usually are loyal clients, they participate gladly to parties celebrating
religious holidays, events for humanitarian causes and literature.

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f) Lupttorii sunt n ton cu moda i iubitori de distracie. Deoarece sunt motivai

de realizri, lupttorii sunt preocupai de opiniile i aprobarea celorlali. Banii reprezint
succesul pentru lupttori, care nu au niciodat destui ca s i ating elurile. Acetia
prefer s achiziioneze produse stilate specifice oamenilor bogai. Muli percep c au
doar un simplu job i nu o carier, iar lipsa aptitudinilor i concentrrii i mpiedic
adesea s progreseze. Lupttorii sunt consumatori activi deoarece pentru ei activitatea
de achiziie reprezint att o activitate social ct i o oportunitate s demonstreze
semenilor puterea lor de cumprare. n calitate de consumatori, sunt pe att de impulsivi
pe ct le permite circumstana financiar. Particip n special la manifestri muzicale,
concerte, conferine dar i evenimente cu ocazia lansrii de produse sau servicii.
g) Furitorii se aseamn cu experimentaii, acetia sunt motivai de auto-exprimare.
Se exprim i experimenteaz lumea muncind efectiv, construind o cas, crescnd
copii, reparnd maina i dein suficiente aptitudini pentru a-i duce la final proiectele
cu succes. Furitorii sunt oameni practici care posed aptitudini constructive i preuiesc
ncrederea n sine. Ei triesc n contextele tradiionale ale familiei, muncii concrete, i
recrerii fizice i exprim un interes redus fa de tot ceea ce exist n afara acestor
contexte. Furitorii sunt suspicioi n fa ideilor noi i a instituiilor mari precum
companiile multinaionale i corporaiilor. Respect autoritatea guvernamental i munca
organizat, dar dezaprob intruziunea guvernamental n drepturile individului. Nu
sunt impresionai de posesiunile materiale n afara celor cu un scop funcional i utilitate
practic. Deoarece prefer valoarea fa de lux, acetia procur n special produse de
baz. Acetia prefer evenimente din domenii cum ar fi cele tehnice, educative i
sntate.
h) Supravieuitorii au interese destul de nguste. Deinnd puine resurse cu care
s fac fa nevoilor, cred adesea c lumea se schimb prea repede. Se simt confortabil
cu lucrurile familiare i sunt n primul rnd preocupai de sigurana i propria securitate.
Deoarece se concentreaz pe ndeplinirea nevoilor dect pe ndeplinirea dorinelor,
supravieuitorii nu arat o motivaie primar puternic. Supravieuitorii sunt consumatorii
precaui. Ei reprezint o pia modest pentru majoritatea produselor i serviciilor. Sunt
loiali mrcilor favorite, n special atunci cnd pot s le achiziioneze la preuri
promoionale. Particip n special la evenimentele culturale cu preponderen i nu
numai, unde taxa de intrare este mic sau chiar gratuit, urmrind oferte promoionale
pentru a intra la diverse evenimente, cu un cost al participrii ct mai mic.
Indiferent de criteriul de segmentare utilizat, acestea sunt descrise i caracterizate
n funcie de scopul urmrit. Astfel diferitele tipuri de segmente de pia avute n vedere
atunci cnd se organizeaz o conferin, pot fi caracterizate prin luarea n considerare
a modului n care este luat decizia de realizare a unei conferine, persoanele ce iau
deciziile pentru conferina respectiv, durata conferinei i timpul atribuit pentru
organizarea evenimentului, i nu n ultimul rnd tipul bugetelor. (tabelul nr. 1)

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f) Strivers keep to fashion and love entertainment. Because they are motivated by
achievements as fighters they are preoccupied by the opinions and approval of others.
Money means success for strivers, who never have enough to achieve their goals. They
prefer to buy stylish products specific to rich people. Many think they have a just a job
and not a career, and the lack of aptitudes and concentration often keeps them away
from progressing. Strivers are active consumers because for them, purchasing is a social
activity as well as an opportunity to demonstrate to their peers their purchasing power.
As consumers, they are as impulsive as their financial situation permits. They attend
musical events, concerts, conferences but also launching of products or services events.
g) Makers resemble experiencers, being motivated by self-expression. They express
themselves and experiment the world by working effectively, building a house, raising
children, fixing the car and they also have enough aptitudes to finalize their projects
successfully. Makers are practical people who have constructive aptitudes and value
self-trust. They live in the traditional context of the family, concrete work and physical
pause and express a low interest in everything else outside these contexts. Makers are
suspicious towards new ideas and large institutions such as multinational companies
and corporations. They respect governmental authority and organized work, but
disapprove of governmental intrusion in individual rights. They are not impressed by
material possessions outside the functionality and practical area. Because they prefer
value to luxury, they buy basic products mainly. They prefer events from technical
fields, educational and health ones.
h) Survivors they have rather narrow tastes. Having rather few resources to deal
with needs, they often believe that the world changes too quickly. They feel comfortable
with familiar things and are firstly preoccupied with safety and self-security. Because
they concentrate on fulfilling needs rather than wants, survivors do not show a strong
primary motivation. Survivors are cautious consumers. They are a small market for the
majority of products and services. They are loyal to favorite brands, especially when
they can acquire them at promotional prices. They participate in cultural events
especially, and not only, where entrance fee is small or free, and follow promotions to
enter certain events with a participation cost as small as possible.
No matter the criterion for segmentation, these are described and characterized
according to their goal. In this way different types of market segmentation are kept in
mind when organizing the respective conference, the length and the time attributed to
the organization of the event, and not last, the budget type. (table 1)

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Tabel nr. 1. Caracteristicile diferitelor segmente de pia n ceea ce privesc conferinele

Corporate, Asociaii Guvern, SMERF
Companii private instituii publice (Conferine inute n
domeniul Social,
Militar, Educaional,
Religios i Fratern)
Procesul de decizie Procesul de alegere Are o varietate Este sensibil n ceea
privind inerea unui a unei destinaii considerabil n ce privesc preurile
eveniment se face poate fi prelungit. ceea ce privete cu cazarea i
destul de uor. lungimea i conferina, dar mai
bugetul disponibil. rezistent la recesiuni
dect ntlnirile corporatiste.
Persoana care ia de- Un comitet este de Bugetele sunt de Sunt inute de
cizia de achiziionare regul implicat n regul analizate organizaii care au n
a locului unde se va alegerea unei avnd n vedere c structura lor voluntari
desfura conferina destinaii, iar e vorba de bani deci identificarea celor
poate fi destul de organizatorii s fie publici. care iau decizia de
greu de identificat: voluntari dintre locul unde se va ine
secretara, asistentul membrii asociaiei. ntlnirea este destul de
personal, directorul dificil.
de marketing, eful
departamentului de
resurse umane, etc.
Participarea este de Participarea este Nivelul de securitate Deseori inute n
regul cerut de voluntar. este destul de ridicat, weekend i n
ctre companie. avnd n vedere c extrasezon.
Timpul atribuit Convenia anual odat cu aceste Deseori inute n orae
pentru organizarea poat fi planificat i ntlniri au loc i mici ca dimensiune,
evenimentului este rezervrile se fac cu demonstraii i utiliznd modaliti de
mult mai scurt. muli ani n avans. conferinele pot fi cazare i faciliti
ntrerupte. modeste.
Evenimentele de Evenimentele
obicei dureaz dureaz de regul
1-2 zile. 2-4 zile.
Bugetele sunt mai Utilizeaz bugete mai Participanii pot veni i
mari per delegat. restrnse per delegat, cu prieteni i familiile
din moment ce unii lor, i e foarte probabil
dintre participani ca ei s i extind
suport singuri excursia, cu scopuri de
participarea la destindere.
respectiva conferin.

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Table 1. Characteristics of different market segments regarding the conferences

Corporate Association Government SMERF
Social. Military,
Education, Religion,
Fraternity
The process of The process of Considerable variety Price-sensitive,
deciding where to choosing destination in terms of length of regarding
hold events is can be prolonged event and budgets accommodation rates
relatively available and venue rates; but
straightforward more recession-proof
than corporate meetings
But the actual A committee is However, budgets Held by organizations
corporate meeting usually involved in are usually run by volunteers - so
buyer may be the choosing of the scrutinized, since the task of identifying
difficult to identify destination; and the public money is them can be challenging
within the initiators organizers may be being used
organization: volunteers from the
secretaries, personal associations
assistants, directors membership
of training and many
others may book
corporate meetings
Attendance is usually Attendance is High security Frequently held over
required of company voluntary measures are weekends and in
employees indispensable: these off-peak periods
Lead time can The annual meetings are Often held in smaller
be short convention may be frequently towns, using simple
booked many years accompanied by accommodation and
in advance demonstrations and facilities
Events typically Events typically disruption
last 1-2 days last 2-4 days

A higher budget per A lower budget per Attended by delegates

delegate delegate, since for who bring their spouses/
some attendees, price families and are likely to
is a sensitive issue extend their trips for
and they may be leisure purposes
paying their own
costs

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Sunt utilizate de Sunt utilizate centre

regul centre de de conferine, cldirile
conferine, hoteluri i instituiilor publice i
centre de training. de nvmnt.
Partenerii delegaiilor Partenerii delegaiilor
sunt rareori invitai, n mod frecvent
exceptnd n cazul particip.
excursiilor stimulative.
Sursa: Davidson i Rogers, 2007

Dup ce au identificat segmentele de pia cele mai oportune, organizaiile trebuie

s se decid asupra numrului i cror segmente de pia se vor adresa. Marketerii
combin din ce n ce mai multe variabile, pentru a identifica i inti grupuri de dimensiuni
mai mici i mai bine definite, aa dup cum Kotler i Keller au artat (2008).
Dei segmentele de pia sunt utile, ele sunt folosite n special pentru produse i
servicii. Evenimentele sunt mult mai specializate necesitnd metode de segmentare
care s se adapteze pieei. n multe cazuri segmentarea nu este necesar ntruct se
comunic personalizat cu fiecare client n parte i prin diferite canale, aceast problem
a mai fost studiat (Masterman i Wood, 2006).
Cu toate c unele firme caut s-i serveasc pe cumprtori la nivel individual,
majoritatea organizaiilor se confrunt cu numeroi clieni mici i nu consider c merit
s-i abordeze individual, ci caut segmente mai generale de cumprtori. Astfel intirea
pieei se poate desfura la mai multe niveluri, figura 2, aa dup cum Kotler i Armstrong
au artat (2008):
Strategii nedifereniate optime prin care organizaia decide, s ignore diferenele
dintre segmente i s vizeze toat piaa cu o singur ofert. Aceast strategie cunoscut
i ca strategie a marketingului n mas se concentreaz pe ceea ce au n comun nevoile
consumatorilor i nu pe ceea ce este diferit. Organizaia concepe un produs / serviciu i
un program de marketing care s atrag cel mai mare numr posibil de cumprtori,

Marketing Marketing Marketing Marketing

6 6 6
de mas difereniat concentrat individual

Vizare larg Vizare ngust

Figura 2. intirea pieei n funcie de nivel

sursa: Kotler i Armstrong, 2008

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Venues used: hotels, Venues used:

management training conference centers,
centers, unusual civic and academic
venues venues
Delegates partners Delegates partners
are rarely invited, frequently attend
except in the case of
incentive trips
Source: Davidson & Rogers, 2007

After the most opportune market segments have been identified, organizations have
to decide on the number and to which market segments they will address. Marketers
combine more and more variables, to identify and target smaller and smaller groups, as
Kotler and Keller showed (2008).
Even though market segments are useful, they are used especially for products and
services. Events are more specialized requiring methods of segmentation that adapt to
the market. In many cases segmentation is not needed because of personalized
communication with each client and through different channels, this subject was studied
already (Masterman & Wood, 2006).
Although some companies search to serve buyers at an individual level, the majority
of organizations has numerous small clients and considers it fruitless to approach them
at individual level, but searches for more general segments of buyers. Thus, targeting
the market can deploy at several levels, figure 2 as Kotler and Armstrong showed (2008):
Undifferentiated strategies optimal through which the organization decides to
ignore differences among segments and aim at all the market with one offer. This strategy
known as a mass marketing strategy concentrates on what is the same in customer
needs and not on what is different. The organization conceives a product/service and a
marketing program that will attract the largest possible number of products, appealing
to a mass distribution and mass advertising, looking to give the product a superior
image in peoples perception.

Mass Differentiated Concentrated Individual

6 6 6
Marketing Marketing Marketing Marketing

Large Vision Narrow Vision

Figure 2. Market targeting according to level

Source: Kotler & Armstrong, 2008

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apelnd la o distribuie n mas i la publicitate n mas, cutnd s confere produsului

o imagine superioar n percepia oamenilor.
Strategii difereniate reprezint varianta prin care organizaia i orienteaz
activitile n funcie de mai multe segmente de pia i concepe oferte separate pentru
fiecare. Oferind segmentelor de pia variante diferite de produse / servicii, organizaiile
urmresc s obin vnzri mai mari i o poziie mai puternic pe fiecare segment al
pieei. Obinerea unei poziii mai puternice pe mai multe segmente genereaz vnzri
totale mai mari dect n cazul marketingului nedifereniat. Dar marketingul difereniat
majoreaz costurile cu activitatea de baz, iar elaborarea unor planuri de marketing
separate pentru segmente separate necesit eforturi suplimentare de cercetare,
previzionare, analiz a vnzrilor, planificare a promovrii i management al canalelor
de marketing.
Strategiile concentrate sunt utilizate n special de organizaiile care nu dispun
dect de resurse limitate, i n loc s urmreasc s obin o cot mic dintr-o pia
mare, compania caut s-i adjudece o cot mare pe unul sau mai multe nie, deoarece
n timp ce segmentele mari atrag n mod normal mai multe firme concurente, niele
mai mici atrag dect unul sau doi-trei concureni. Prin marketing concentrat, firma
dobndete o puternic poziie de pia, deoarece cunoate mai bine nevoile clienilor
din niele pe care le servete i se bucur de o reputaie special n faa lor, putnd s
efectueze un marketing mai eficace, adaptndu-i n detaliu produsele / serviciile,
preurile i programele la nevoile unor segmente atent definite. Multe organizaii
debuteaz ca specialiti de ni pentru a-i construi o baz de rezisten mpotriva
concurenilor mai mari i cu mai multe resurse, ca n timp s creasc i s devin la
rndul lor concureni mari. Marketingul concentrat poate fi extrem de profitabil, dar
presupune i nite riscuri mult mai mari dac nia creia se adreseaz i pierde din
profitabilitate, sau este invadat de concurenii mai mari.
Marketingul personalizat (individual) presupune adaptarea la produselor /
serviciilor i programelor de marketing la nevoile unor persoane i zone geografice.
Acesta cuprinde marketingul local i marketingul individual. n cadrul marketingului
local se face adaptarea mrcilor i aciunilor promoionale la nevoile unor grupuri
locale de clientel precum orae, cartiere i chiar magazine particulare. Aplicarea
acestuia poate s duc la majorarea costurilor de producie i de marketing, prin
reducerea economiilor de scar i crearea de probleme logisticii cnd companiile
ncearc s satisfac dorinele variate ale unor piee regionale i locale diferite, iar
imaginea de ansamblu a unei mrci risc s se dilueze, dac produsul i mesajul difer
prea mult n locuri diferite. Marketingul local ajut o companie s se adreseze cu mai
mult eficacitate pieei, cnd exist diferene pronunate la nivel regional i local ntre
caracteristicile demografice i stilurile de via ale comunitilor.
Pe de alt parte, marketingul individual reprezint adaptarea produselor / serviciilor
i a programelor de marketing la nevoile i preferinele clienilor individuali. Noile
tehnologii, precum calculatoarele, producia robotizat, procesele flexibile de fabricaie,

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Differentiated strategies represent the solution through which the organization

focuses its activities according to several market segments and provides separate offers
for each. Offering market segments different alternative products/services, organizations
search to acquire larger sales and a stronger position on each market segment. Attaining
a stronger position on several segments generates larger total sales in case of
undifferentiated marketing. But differentiated marketing increases costs with the basic
activity and elaboration of separate marketing plans for different segments requires
supplementary research efforts, preview, sales analysis, promotion and management of
marketing channels planning.
Concentrated strategies are used especially by organizations that do not have
anything but limited resources, and instead of trying to obtain a small share from a large
market, the company tries to obtain a large share on one or several niches, because,
while large markets normally attract several competing markets, smaller niches attract
one or two three competitors. By concentrated marketing, the company gains a strong
market position because it knows the needs of the customers from the niches it serves
and enjoys a special reputation in front of them, being able to effectuate a more efficient
marketing, adapting in detail the products/services, the prices and the programs to some
well defined segments. Many organizations begin as niche specialists to build a resistance
base against larger competitors, with more resources, so that in time they will grow and
become large competitors themselves. Concentrated marketing can be very profitable,
but implies larger risks if the niche it addresses, loses its profitability or is invaded by
larger competitors.
Personalized marketing (individual) implies adaptation of products/services and
marketing programs to the needs of some people and geographic areas. It is comprised
of local marketing and individual marketing. In local marketing brand adaptation and
promoting actions are done at the level of some local customers groups such as: cities,
neighborhoods and even private stores. Application of this type of marketing can lead
to the increase of production and marketing costs, by reducing economies of scale and
creating logistic problems when companies try to reduce, to satisfy the varied desires of
some regional and local different markets, while the image of a brand starts to dilute, if
the product and the message differ too much in different places. Local marketing helps
a company address the market more efficiently when there are pronounced differences
at regional and local level between demographic characteristics and life style of the
community.
On the other hand, individual marketing represents the adaptation of products/
services and marketing programs to the needs and preferences of individual clients.
New technologies, like computers, robotic production, flexible fabrication processes,
data bases, internet, allow a lot of companies to come back to the adapted on request

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bazele de date, internetul, permit multor companii s revin la marketingul adaptat la

comand fiind procesul prin care companiile interacioneaz la nivel individual cu
mase ntregi de clieni, pentru a furniza valoare particularizat la nivel de client,
concepnd produse / servicii adaptate cel mai bine la nevoile individuale ale clientului.
Multe companii care organizeaz evenimente au un numr destul de variat i de
mare de grupuri de stakeholderi, care cuprind persoane fizice, persoane juridice i alte
tipuri de organizaii. Ele trebuie s identifice subgrupurile din grupurile respective, i s
le segmenteze. De exemplu, participanii la expoziii, pot fi segmentai din punct de
vedere geografic: naional sau internaional; mrimea companiei, dac au mai participat
la respectiva expoziie, tipul de industrie sau alt combinaie dintre aceste caracteristici.
Indiferent dac piaa este format din organizaii sau indivizi, este preferabil ca
segmentul de pia intit s fie mprit n clieni efectivi i poteniali, deoarece n acest
fel se poate cunoate comportamentul de consum i acord recompense celor fideli,
dar i crea oferte speciale pentru noi clieni i oferirea de informaii detaliate acestora,
aceast problem a mai fost studiat (Hill, OSullivan C. i OSullivan T., 2003).
Este o provocare s se poat ajunge la audiena intit, dar nelegerea profilului
acesteia i identificarea a ceea ce audiena este autorizat sau neautorizat s ia diferite
decizii este adevrata valoare. Fiecare membru ale audienei int are diferite atribute,
poate fi influenator, prescriptor, cumprtor sau consumator. Pe parcursul ntregului
eveniment trebuie avut n vedere c acetia trebuie s fie influenai i informai ntr-un
mod ct mai pozitiv de ctre organizaie astfel nct acesteia s i aminteasc i s
adopte atitudinea dorit. Informarea i influenarea audienei trebuie s conduc la
facilitarea, uurarea, deschiderea, accelerarea i micorarea ciclului procesului de
vnzare. Acest lucru nu trebuie s se produc doar o singur dat aceast problem a
mai fost studiat (Saget, 2006), ci de ct mai multe ori posibil, n orice loc i oricnd, pe
durata evenimentului.
Ca faz a procesului de planificare strategic de marketing segmentarea pieei
evenimentelor apare n dubl ipostaz.
n cazul firmelor organizatoare de evenimente ea precede poziionarea i mix-ul
specifice unei firme de servicii. Este evident c pentru aceste firme, evenimentele nici
nu apar ca instrumente promoionale.
n schimb n situaia firmelor care utilizeaz evenimentele ca instrument de
comunicare, segmentarea se refer la piaa produsului din domeniul de afaceri i este
luat n considerare n proiectarea evenimentelor sau n selectarea evenimentelor de
sponsorizat, n plus, caracteristicul de serviciu al unui eveniment oblig marketerul la
abordarea segmentrii n dou planuri: unul specific evenimentelor oferite, prezentat
anterior i altul specific evenimentelor create i livrate (marketingul interactiv). n acest
din urm caz, trebuie reinut c segmentele coexist n timpul derulrii evenimentului,
firma avnd de rezolvat o serie de aspecte legate de conducerea segmentelor multiple:
conflictul dintre segmente, adaptarea la segmente multiple, etc.

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marketing this being the process through which companies interact at an individual
level with masses of clients, to supply value adapted to the level of client, conceiving
products/services best adapted to the individual needs of the clients.
Many companies that organize events have quite a varied and large number of
groups of stakeholders, comprised between natural persons, legal persons and other
types of organization. They have to identify the subgroups from the respective groups
and segment them. For example, participants at exhibitions can be segmented by
geography: national and international; size of the company, if they had attended the
respective exhibition, the industry type or some other combination of these
characteristics.
No matter if the market is composed of organizations or individuals, it is preferable
that the targeted market segment be divided in effective and potential clients, because
in this way one can acknowledge the consumption program and offer gratification to
the constant clients, but also create special offers for new clients and give them detailed
information, this subject was studied already ( Hill, OSullivan C. & OSullivan T., 2003).
It is a challenge to reach the targeted audience, but understanding of its profile and
identification of what the audience is authorized or not to make different decisions, is
the true value. Each member of this target audience has different attributes; they can be
influential, prescribers, buyers or consumers. On the length of the whole event one
must bear in mind that these have to be influenced and informed in an as positive as
possible way by the organization so that they will remember and adopt the wanted
attitude. Informing and influencing the audience must lead the facilitation, ease,
openness, acceleration and shrinking of the sale process cycle. This thing must not
happen only once this subject was studied already (Saget, 2006), but as many times as
possible, anywhere and anytime, during the event.
As a phase of the process of strategic marketing planning, events market segmentation
appears in a double stage.
In case of event organizing companies, it precedes the positioning and the specific
mix of a service company. It is obvious that for these companies events do not even
appear as promotional instruments.
On the other hand, for companies that use events as communication instruments,
segmentation refers to the market of the product from the business domain and it is
taken into consideration in events planning or selecting events to be sponsored; what is
more, the characteristic of an event compels the marketer to approach the segmentation
on two levels: one specific to offered events, presented beforehand and another one
specific to events created and delivered (interactive marketing). In the latter case, it is to
be remembered that segments coexist during the event, the company having to solve a
series of aspects regarding the leading of multiple segments: segments conflict, adaptation
to multiple segments, etc.

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Strategii de poziionare utilizate n cadrul marketingului evenimentelor

Comunicarea poziionrii se refer la transmiterea ctre public a caracteristicilor pe
care organizaia le consider oportune i eficiente, n acest caz a evenimentelor, aa
dup cum Dumitru a artat (2004). Pe o pia caracterizat de o abunden mare de
evenimente similare unele cu celelalte, percepia pe care o are consumatorul joac un
rol vital n procesul de luare a deciziei. Este imperios necesar s se creeze o imagine
distinctiv, pozitiv i atrgtoare, n mintea consumatorului. Aceasta nu trebuie ns
realizat prin iluzii, ea trebuie s fie bazat pe atributele sale unice i atrgtoare. Ca
gradul de reuit al evenimentelor s creasc, trebuie ca mai nti s se stabileasc o
poziie clar ca apoi fie comunicat cumprtorilor. Este de preferat s fie identificate
beneficiile pe care le aduce evenimentul i s se demonstreze audienei int modul n
care vor fi satisfcute nevoile lor de ctre aceste beneficii. Pot fi luate n considerare
patru moduri n care poate fi abordat o strategie de poziionare, aceast problem a
mai fost studiat (Holloway, 2004):
a. Poziionare prin beneficiile evenimentului se arat cum o trstur a unui
eveniment va furniza beneficii sau valoare pentru participani;
b. Poziionare prin pre i calitate aceast strategie este n general mai uor de
aplicat i mai eficient pentru cei care se afl la extremele scalei preurilor, preuri mari
pentru evenimente de lux i preuri mici pentru evenimentele ce se adreseaz maselor;
c. Poziionarea relativ dintr-o clas de evenimente aceast abordare implic o
subliniere a faptului, evenimentul respectiv face parte dintr-o clas anume, fie prin
asemnare cu evenimentele care fac parte din clasa respectiv, fie prin difereniere
evenimentelor de ceilali;
d. Poziionarea fa de un competitor aceast strategie atac direct sau indirect
evenimentul competitorilor ntr-o campanie de publicitate.
O serie de alternative strategice de poziionare au la baz poziia pe pia deinut
de firm, aceast problem a mai fost studiat (Pop i Dumitru, 2001). Astfel, liderul va
utiliza strategii diferite fa de o companie care se adreseaz pieei de ni. E foarte
probabil ca organizaia lider s utilizeze strategii de consolidare, cu care s i menin
poziia de lider, i s se apere de posibile atacuri ale urmritorilor, iar din punctul de
vedere al comunicrii, concentrarea va fi pe ntrirea mrcii, reasigurarea poziiei,
loializare i creterea relaiilor dintre ea i clieni. Pe de alt parte un challenger va
folosi n special strategii de atac care vor viza fie cota de pia a liderului, a urmritorilor,
sau a celor ce se adreseaz nielor astfel nct s i mreasc piaa. Comunicaia prin
intermediul evenimentelor folosit va fi utilizat s sublinieze elementele cu care se
difereniaz fa de concuren i poate folosi comparaii directe sau indirecte cu aceasta.
Organizaiile care se adreseaz nielor tind s aib succes aplicnd strategii prin
care s evite confruntrile directe cu marii competitori. Acest lucru se poate realiza
prin specializare ntr-un anumit domeniu n particular, cum ar fi produsul, modul de
servire a pieei i a serviciilor folosite. Expertiza acestora n domeniul ales i poate

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Positioning strategies used in events marketing

Communicating the position refers to transmitting to the public the characteristics
that the organization considers opportune and efficient, in this case of events, as Dumitru
has shown (2004). On a market characterized by a large abundance of similar events,
the perception that the consumer has is of a vital role in the process of decision making.
It is imperatively necessary to create a distinct image, positive and attractive in the
mind of the consumer. This does not have to be done thorough illusions, it has to based
on its unique and attractive attributes. In order for the success rate to increase, a clear
position has to be established to be presented to buyers. It is preferred to identify the
benefits that the events bring and demonstrate the target audience the way in which
needs will be satisfied by these benefits. Four ways to approach the positioning strategy
can be taken into consideration, this subject was studied already (Holloway, 2004):
a. Benefits positioning of the event - it is shown how a feature of an event will
provide benefits or value for the participants
b. Price and quality positioning this strategy is in general easier to apply and more
efficient for those in the extremes of price scale, high prices for luxury events and low
prices for events which target masses;
c. Relative positioning in a class of events this approach implies an underlining of
the fact, the event in question is part of a certain class, either by resembling events from
that class or by differentiating events from others;
d. Competitor positioning this strategy attacks directly or indirectly the event of
the competitors in an advertising campaign.
A series of strategic alternatives for positioning have at their core a market position,
held by the company, this subject was studied already (Pop & Dumitru, 2001). Thus,
the leader will use different strategies than a company that addresses the niche market.
It is very probable that the leader organization will use consolidation strategies, to
maintain its leader position, and defend itself from possible attacks of pursuers, and as
for the communication, concentration will enforce the brand, reinsurance of the position,
loyalty and increase of relations between it and clients. On the other hand, a challenger
will use especially attack strategies that will aim at the market share of the leader,
pursuers or those who address niches in order to increase the market. The communication
through events used will emphasize the elements that this differentiates in front of the
competitors and can be used in direct or indirect comparisons with this one.
Organizations that address niches tend to have success by applying strategies to
avoid direct confrontation with large competitors. This can be done by specialization in
a certain domain, such as the product, the way of serving the market and the services
used. The expertise in the chosen domain can defend itself from attacks, and if the
markets are well chosen, they can, in time, increase.

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apra de atacuri, i dac pieele intite sunt bine alese, acestea pot cu timpul s creasc
ca dimensiune.
Organizaiile trebuie s se diferenieze, totodat, prin imaginea companiei sau mrcii,
prin care s se comunice avantajele distinctive i poziionarea produsului n cauz.
Muli marketeri sunt de prere c organizaiile trebuie s promoveze agresiv doar un
singur avantaj pe piaa vizat. Clienii tind s i aminteasc mai bine de ocupanii
primului loc, mai ales ntr-o societate suprasaturat de comunicaii. Ali marketeri
consider c organizaiile trebuie s se poziioneze pe baza mai multor factori
difereniatori, acest lucru devenind necesar atunci cnd exist unul sau mai muli
concureni ce pretind ntietate pentru acelai atribut. Diferenele care trebuie promovate
i comunicate publicului trebuie alese cu atenie, deoarece pot crea i costuri pentru
organizaie. Exist trei mari erori de poziionare: subpoziionarea prin nereuita n a
poziiona efectiv firma; suprapoziionarea prin oferirea unei imagini limitate asupra
firmei; i poziionarea confuz cnd clienii rmn cu o imagine confuz despre o
firm. Astfel o diferen merit s fie consacrat ca atare doar n msura n care satisface
urmtoarele criterii, aa dup cum Kotler i Armstrong au artat (2008):
este important diferena le asigur cumprtorilor vizai un avantaj pe care
acetia l apreciaz foarte mult;
este distinctiv concurenii nu ofer i ei diferena, sau firma poate s o ofere
ntr-un mod mai distinctiv;
este superioar altor moduri n care clienii ar putea obine acelai avantaj;
este comunicabil i vizibil n acelai timp pentru audien;
este premitiv concurenii nu o pot copia cu prea mult uurin;
este accesibil clienii i pot permite s plteasc pentru diferena respectiv;
este profitabil costurile de introducere a diferenei sunt mai mici dect profiturile
aduse organizaiei.
Trebuie fcut o distincie ntre poziionare i repoziionare, ntruct un produs nou
nu deine o imagine predefinit n mintea consumatorilor, i astfel ea trebuie creat,
pentru a determina cum este perceput. Acest lucru este mai uor ntruct nu exist
deja imagini negative ce trebuie contracarate. Necesitatea de a repoziiona se datoreaz
n special apariiei unui nou competitor, sau a schimbrii nevoilor consumatorilor. Este
vital ca s fie cercetat validitatea imaginii i consecvena acesteia pentru a determina
dac trebuie pstrat sau schimbat cu ajutorul unor strategii de repoziionare, aceast
problem a mai fost studiat (Davidson i Rogers, 2007).
Mesajul poate fi generat n urma unui brainstorming, putndu-se astfel descoperi
conexiunile dintre latura raional i emoional, dintre marc, mesaj i audien. Este
important s fie creat un cadru pentru poziionarea evenimentului, un document care
s conin date despre companie, un slogan pentru respectivul eveniment care s
sublinieze importana i unicitatea acestuia, un beneficiu de baz i argumente care s
sprijine aceste afirmaii, aa dup cum Saget a artat (2006).

86 Daniel MOISE
 Marketing strategies strategic context specific to communication in events marketing

Organizations have to differentiate, at the same time, through company or brand

image, through which to communicate the distinctive advantages and positioning of
the product. Many marketers believe that organizations have to aggressively promote
only one advantage in the targeted market. Clients tend to remember better the ones in
the first place, especially in a society oversaturated with communication. Other marketers
consider that organizations have to position themselves based on several differentiating
factors, this being necessary when more than one or several competitors allege the
same attribute. Differences that have to be promoted and communicated to the public
have to be chosen carefully, because they can also create costs for the organization.
There are three large positioning errors: -under-positioning though failure to effectively
position the company; - over-positioning by offering a limited image over the company;
and confuse positioning when clients have a confuse image on this company. This
difference deserves to be consecrated as such only in degree in which it satisfies the
next criterion, as Kotler and Armstrong showed (2008):
it is important the difference gives the targeted customers an advantage that they
appreciate very much;
it is distinctive competitors do not offer the difference, or the company can offer
it in a more distinctive way;
it is superior to other ways in which the clients could obtain the same advantage;
it can be communicated and it is visible at the same time for the audience;
it is novelty competitors cannot copy it too easily;
it is accessible clients afford to pay for the difference;
it is profitable introduction costs for the difference are smaller than the profits
brought to the organization.
A distinction between positioning and re-positioning has to be made, because a
new product does not have a predefined image in the mind of the consumers, and thus
it has to be created, to determine how it is perceived. This is an easier task as there are
no negative images that have to be counteracted. Necessity to reposition is especially
due to the apparition of a new competitor, or the change in consumer needs. It is vital
that the validity of the image and its consistency are investigated to determine if they
have to be kept or changed with some repositioning strategies, this subject was studied
already (Davidson & Rogers, 2007).
The message can be generated using a brainstorming session, discovering in this
way the connections between rational and emotional sides, among brand, message
and audience. It is important to create a framework for event positioning, a document
that will contain data about the company, a slogan for the respective event to emphasize
the importance and its uniqueness, a basic benefit and arguments that will support
these affirmations, as Saget has shown (2006).

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 Strategiile de marketing context strategic specific comunicrii n marketingul evenimentelor

Pe de alt parte un slogan, este un instrument de marketing extern, de obicei o

fraz generat din declaraia de poziionare care este conceput astfel nct s atrag
atenia pieei int i s fortifice imaginea organizaiei i totodat a mrcilor pe care le
comercializeaz. Un slogan poate fi vzut ca o afirmaie ce ajut un eveniment s fie
identificabil i s se poziioneze n mintea consumatorilor poteniali i s se diferenieze
de ceilali. Ca un slogan s fie de succes acesta trebuie s ndeplineasc urmtoarele
criterii, aceast problem a mai fost studiat (Midddelton, Fyall i Morgan, 2009):
s se bazeze pe valorile i atributele autentice ale evenimentului, care poate fi
livrat i pe care consumatorii s l recunoasc a fi cel autentic;
s fie uor neles de ctre consumatori;
s fie ncorporat i susinut n eforturile de comunicare anterioare;
s fie exploatat i folosit sistematic n campaniile de promovare a vnzrilor i n
tehnicile de servire a clienilor cu intenia de a ajunge la clienii poteniali.

Bibliografie
Davidson R., Rogers T. (2007), Marketing Destinations and Venues for Conferences,
(pp. 78 80), Conventions and Business Events; UK, Elsevier.
Dumitru I. (2004), Marketing Strategic O abordare n perspectiva globalizrii, (pp. 61),
Bucureti, Uranus.
Hill E., OSullivan C., OSullivan T. (2003), Creative Arts Marketing, 2end edition, (pp. 54)
Butterworth Publishing House Heinemann.
Holloway J. C. (2004), Marketing for Tourism, (pp. 37), Prentice Hall.
Keegan W., Green M. (2005) Global Marketing International Edition, fourth edition;
(pp. 225), USA, Pearson Education Ltd.
Kotler Ph., Armstrong G. (2008) Principiile Marketingului, ediia a 4-a, (pp. 267 299),
Bucureti, Teora.
Kotler Ph., Keller K. L. (2008) Managementul marketingului, ediia a V-a, (pp. 355
374), Bucureti, Teora.
Masterman G., Wood E. (2006), Innovative Marketing Communications, strategies for
the events industry, (pp. 230), Jordan Hill, Oxford, Linacre House.
Midddelton V., Fyall A., Morgan M. (2009), Marketing in travel and tourism fourth
edition, (pp. 198), Oxford, Elsevier Butterwoth-Heinemann.
Pop N. Al., Dumitru I. (2001), Marketing Internaional; (pp. 118), Bucureti, Uranus.
Saget A. (2006), The vent Marketing Handbook, (pp. 77), Chicago, Dearborn.
Yeoman I., Robertson M., Ali-Knight J., Drummond S., McMahon-Beattie U. (2004),
Festival and events management an international arts and culture perspective, (pp. 34),
Oxford, Elsevier Butterworth-Heinemann.
Stokes R., (2006), Network-based strategy making for events tourism; European Journal
of Marketing; Vol. 40; Nr. 5 / 6.
http://www.sric-bi.com/VALS/types.shtml

88 Daniel MOISE
 Marketing strategies strategic context specific to communication in events marketing

On the other hand, a slogan is an extern marketing instrument, usually a generated

phrase from the positioning declaration, designed to attract the attention of target market
and fortify the image of the organization and of the brands it sells at the same time. A
slogan can be seen as an affirmation that helps an event be identified, position in the
mind of potential consumer and differentiated from the others. For a slogan to be
successful this has to fulfill the following criteria, this subject was studied already
(Midddelton, Fyall & Morgan, 2009):
be based on values and authentic attributes of the event, can be delivered and
consumers will recognize it as authentic;
it is easy to be understood by the consumers;
it is incorporated and sustained by previous communication efforts;
it is exploited and systematically used by promotion campaigns for sales and in
serving technique for clients with the intent to reach potential clients.

References
Davidson R., Rogers T. (2007), Marketing Destinations and Venues for Conferences,
(pp. 78 80), Conventions and Business Events; UK, Elsevier.
Dumitru I. (2004), Marketing Strategic O abordare n perspectiva globalizrii, (pp. 61),
Bucharest, Uranus.
Hill E., OSullivan C., OSullivan T. (2003), Creative Arts Marketing, 2end edition, (pp. 54)
Butterworth Publishing House Heinemann.
Holloway J. C. (2004), Marketing for Tourism, (pp. 37), Prentice Hall.
Keegan W., Green M. (2005) Global Marketing International Edition, fourth edition;
(pp. 225), USA, Pearson Education Ltd.
Kotler Ph., Armstrong G. (2008) Principiile Marketingului, ediia a 4-a, (pp. 267 299),
Bucharest, Teora.
Kotler Ph., Keller K. L. (2008) Managementul marketingului, ediia a V-a, ( pp. 355
374), Bucharest, Teora.
Masterman G., Wood E. (2006), Innovative Marketing Communications, strategies for
the events industry, (pp. 230), Jordan Hill, Oxford, Linacre House.
Midddelton V., Fyall A., Morgan M. (2009), Marketing in travel and tourism fourth
edition, (pp. 198), Oxford, Elsevier Butterwoth-Heinemann.
Pop N. Al., Dumitru I. ( 2001), Marketing Internaional; (pp. 118), Bucharest, Uranus.
Saget A. (2006), The vent Marketing Handbook, (pp. 77), Chicago, Dearborn.
Yeoman I., Robertson M., Ali-Knight J., Drummond S., McMahon-Beattie U. (2004),
Festival and events management an international arts and culture perspective, (pp. 34),
Oxford, Elsevier Butterworth-Heinemann.
Stokes R., (2006), Network-based strategy making for events tourism; European Journal
of Marketing; Vol. 40; Nr. 5 / 6.
http://www.sric-bi.com/VALS/types.shtml

RRM 1-2011 89
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.