Samsung generated 12 million minutes of Brand Engagement

“Phone launches have become ever more competitive with an incredible amount of pressure to prove successful within the first few weeks. If Samsung wanted to make an impact with the launch of Galaxy SII, they needed something that was globally relevant, highly engaging and easily scalable across dozens of local markets,” explains Kristen Kelly, VP global business director of Starcom.

“Mobile games and Angry Birds were that opportunity. We knew that our target audience used social games far more often than they watched prime-time television shows, and as the number one mobile game in the world, a partnership with Angry Birds would offer us meaningful access to their over 50 million unique active fans. In addition to the custom Galaxy level, we created an online area for users with never before seen images, online video and a contest where users could enter to score highly coveted Angry Birds’ merchandise, as well as bragging rights to those fans who secured the exclusive ‘Golden Egg.’”

The Partnership

Starcom collaborated with Rovio to create the Galaxy SII level, with Samsung getting unrestricted access to the beloved Angry Birds characters. Rather than just a badged level, Starcom worked with Rovio and Enrich Mobile to offer a much more compelling, integrated experience and incidentally, the first ever Angry Birds level to be played in zero gravity.

The Angry Birds characters were used in mobile rich media units and video strategically placed throughout the Angry Birds mobile game. Samsung ran more than 14,000,000 rich media impressions within the Angry Birds game mainly in Europe, Asia and Australia, driving users through to a Samsung-owned mobile landing page, which acted as the hub of the campaign.

Getting potential players through to the “hub” was of course, just the start. The landing pages on both web and mobile allowed Angry Bird users to watch a video showing them how to unlock the “Golden Egg.”

Crucially Rovio designed the gameplay so that the virtual prize, the aforementioned Golden Egg, would be almost impossible to find without watching the video, being told virally via social media, by friends or via message boards.

The news spread quickly, creating a viral buzz for the weird, spacey level and of course, the Samsung Galaxy SII. Starcom reports a high click-through rate to the Samsung SII product pages from the hub, and a high number of competition entrants keen to win Angry Birds merchandise. This campaign had thousands of entries, says Starcom, all of whom Samsung can now communicate with directly.

Justin Lello, CEO of Enrich Mobile, describes the campaign as “seamless to the user in the publisher environment.”

“The Angry Birds/Samsung Galaxy SII campaign was a classic demonstration of how an integrated sponsorship campaign created positive viral buzz from devoted Angry Birds fans around a very slick Samsung owned environment and game play,” says Lello.

“Through this integrated approach, users build positive relationships with brands and in turn an exponential earned return unobtainable through standard display media.”


Users have spent more than 12,800,000 minutes engaging with the Samsung branded level. It can be seen as an example of how modern agencies can execute an integrated marketing campaign.

“The development of an ownable Golden Egg Galaxy level, combined with targeted mobile rich across technology and entertainment environments, delivered an incredible response to the campaign — more than 1.6 million game plays and average of eight minutes of engagement per user,” reports Kelly.

“As the level itself was playable globally, the organic seeding and earned online buzz led to game plays from all corners of the globe. Starcom recognized the power of leveraging paid, owned and earned, and negotiated with Rovio to broadcast a message to their Angry Birds Facebook Fan page about the promotion — to 4MM+ fans.”

“We also broadcast the message on Samsung’s Facebook page as well. This active approach to harmonizing the effects of paid, owned and earned, established the success of the Galaxy SII launch. Galaxy SII is already Samsung’s best ever selling phone with more than five million handsets sold in just three months.”


Marketing and New Product Development

Marketing management plays a key role in the new-product-development process along with the research and development department and other related departments.

New Products

The consulting firm Booz, Allen & Hamilton has identified six categories of new products in terms of their newness to the company and the marketplace.

New-to-the-world products (Product new to the company and the market)

New product lines: New products that allow a company to enter an established market for the first time (the product is new to the company not the market)

Additions to existing product lines: New products that supplement a company’s established products lines (package sizes, flavors, and so on)

Improvements and revisions of existing products: New products that provide improve performance or greater perceived value and replace existing product (Improvements in features and benefits of a product)

Repositionings: Existing products that are targeted to new markets or market segments (to be called a new product there must be some changes in the existing product to suit the new segments targeted).

Cost reductions: New products that provide similar performance at lower cost to the company.

Kotler says only 10% of all new products are truly innovative and new to the world.

New product development in various categories mentioned above is very important for any organization because existing products are vulnerable to changing consumer needs and tastes, new technologies, shortened product life cycles, and increased domestic and foreign competition.  Organizations have to be on the lookout for new products.

Factors That Contribute to Success in New Product Marketing

Madique and Zirger found the following factors:

1. Deep understanding of the customer needs.

2. High performance to cost ratio of the product

3. Being the early entrant into the market

4. Higher contribution margin

5. Larger amount of marketing expenditure

6. Strong top management support

7. Greater cross-functional teamwork among R&D, Engineering, Manufacturing, Purchasing, Marketing and Finance from the beginning

Effective Organizational Arrangements for New Product Development

An effective new product development organization starts with top management. The amount of money spent on R & D is an important top management decision related to new product development. Companies give the responsibility for new product development to product mangers, or new-product managers, or new-product committee, or new-product department, or new-product venture teams. In general product managers may not be able to devote adequate time to new products as they have to take care of existing products’ marketing and selling issues.

Managing the New Product Development Process

Eight stages are involved in the new product development process.

1. Idea generation

2. Idea screening

3. Concept development and testing

4. Marketing strategy development

5. Business analysis

6. Product development

7. Market testing

8. Commercialization

Idea Generation

A number of creative idea generating techniques can help individuals and groups generate idea. Some of them are:

  • Attribute listing
  • Forced relationships
  • Morphological analysis
  • Need/Problem identification
  • Brain storming
  • Synectics

Idea Screening

The purpose of screening is to drop poor ideas as early as possible and allow only promising ideas for further stage in the new product development process.

There is likelihood of two opposite types of errors occurring in this process. One, the drop error, results in dismissing a good idea. The other, the go-error, results in moving a poor idea forward.

Poor ideas result in product failures. Three types of product-marketing failures can be categorized: Absolute product failure loses money even on variable cost. Partial product failure recovers variable cost and some fixed cost. Relative product failure yields a profit, means it recovers variable cost and fixed cost, but the profitability is less than the company’s target rate of return.

Concept Development and Testing

A product concept is an elaborated version of the product idea and it is expressed in meaningful consumer terms so that consumer can visualize the product.

Concept testing involves an appropriate group of target consumers giving their reactions to the concept.

Will it Sell?

New Product Marketing Strategy Development

After the concept is finalized, marketing strategy needs to crystallized. At this stage the marketing strategy is expressed in three parts.

The first part: It describes the target market’s size, structure, and behavior. Product positioning is defined. The sales size, market share and profit goals are expressed.

The second part: The price and distribution strategy and the required marketing budget  for the first year are specified.

The third part: It describes marketing-mix strategy over time and evolution of sales and profit.

Business Analysis

At this stage, marketing department has finalized its market understanding and converted it into sales revenues and related marketing costs. The next stage is analysis of operating costs and profit analysis.

Product Development

If the business analysis clears the product, actual product development work is given to the research and development department

Test Marketing or Market Testing

High investment/high-risk products, where the chance of failure is high must be market tested. The cost of the market tests will be an insignificant percentage of the total project cost. Various types of market testing are:

Sales-wave research

Simulated test marketing

Controlled test marketing

Test Markets


Based on marketing, if the company decides  to go for the manufacture and sale of the product, capacity decisions are to be made. The timing of the launch, the geography of the initial launch, the niche market within the target market and how to launch the product become important decisions.

Consumer Adoption Process

Marketers need to understand the new product adoption process to build an effective strategy for developing market for the product. Adoption is an individual’s decision to become a regular user of a product. The adoption process is followed by loyalty process.

Stages in the adoption process

Rogers defines the innovation diffusion process as “the spread of a new idea from its source of invention or creation to its ultimate users or adopters.”

Adopters go through the following five stages:






New product marketer has to aim his effort at facilitating the movement of consumer who is an adopter of new product  through the five stages.



Philip Kotler, Marketing Management (Main text for revision and article)

Modesto A. Maidique and Billie JO Zirger, ” A Study of Success and Failure in Product Innovation: the Case of the U.S. Electronics Industry,” IEEE Transactions on Engineering Management, November 1984, pp. 192-203

See Bibliography also


Determinants of New Industrial Product Performance: A Strategic Reexamination of the Empirical Literature by GARY L. LILIEN AND EUNSANG, 1989….pdf

New Product Successes in Japanese Consumer Goods Market,

Hotaka Katahira, Makoto Mizuno, and Yoram Wind, 1994, Wharton School Working Paper

New Product Diffusion Models in Marketing: An Assessment of Two Approaches by Malcolm Wright and Don Charlett, Marketing Bulletin, 1995

Product Storyteller – Essential for Product Development

There’s an interesting question on Quora right now:

If you had to pick between an amazing product designer or an amazing engineer to build a new company around, which would you pick and why?

During any product development, the essence should always be targetted at ‘WHY’ than being or ‘How or What’.

If your execution focuses on the how and what of a product whereas in a world where consumers are inundated with choices, products that want to be noticed and adopted must be rooted in the why, in this case you are bound to face issues like scope creep, missed deadlines, overspent budgets, frustrated teams and, ultimately, confused users.

A product is more than an idea, it’s more than a website, and it’s more than a transaction or list of functionalities. A product should provide an experience or service that adds value to someone’s life through fulfilling a need or satisfying a desire. But who defines these values?

Let’s face this: The executive and the stakeholders would eventually define or identifies the idea…but after that who would be there in the organization to actually deliver the value to the customer? May be a Product Manager, Marketer, Technologist, or designer? Or perhaps…well…The Product Story Teller?

Who are the product storytellers? A bit of all these: matchmaker, marketer, technologist, and artist, the product storytellers ask questions, find answers, and figure out how to distill a vision or idea into a product story. They develop a plot, identify the people, and shape the product around the specific values it should offer consumers.

How critical a Product story teller can be?

The product storyteller facilitates collaboration and co-creation. Today, many companies have their product and marketing groups disconnected from each other.

Marketing decisions are often made at the executive level—much higher than where product decisions are made.

The result is that marketing tells one story, and the product tells a different story. In the end, consumers are left to put together the conflicting messages and try to determine why they should engage with the product.

A product storyteller should be positioned in the company to help break down the walls between all groups, facilitate the development of a single story, foster collaboration between groups, and ensure that every interaction a consumer has with a product or brand maps back to that story.

Share and evangelize: A common understanding of the product story allows a team to incubate a shared vision. This vision turns into passion, and people with both passion and vision are more likely to produce products that others want to use. Without a firm understanding of the why, the team risks becoming task focused, losing sight of the big picture, and deflating any sense of empowerment or excitement that once existed. When this happens, consumers and the team feel the effects.

In his book, A Whole New Mind: Why Right-Brainers Will Rule The Future, Daniel Pink explains that we’re in the “Conceptual Age” and that skills that were revered in the Industrial Age and Information Age are not as integral to where we are as a society today. Pink writes:

We’ve progressed from a society of farmers to a society of factory workers to a society of knowledge workers. And now we’re progressing yet again—to a society of creators and empathizers, of pattern recognizers and meaning makers. We’ve moved from an economy built on people’s backs to an economy built on people’s left-brains to what is emerging today: an economy and society built more and more on people’s right-brains.

The challenge today is that we face a shortage of storytellers because our current organizational structures and cultures are not optimized for the activities involved in storytelling, reason being : Ownership of product value,  communication disconnects, vision not in line with the original vision…

Marty Cagan, a product management and product strategy expert, addresses this issue in his book Inspired: How To Create Products That Customers Love. Cagan notes that there are two key responsibilities of the product manager: “assess product opportunities, and define the product to be built.”

The product storyteller should synthesize rather than analyzes, should see the big picture rather than becoming stuck in the details, and ensure that all product interactions and touchpoints form a cohesive and value-based consumer experience.

So whether you are at a small start up or a large organization, whether you are a founder, executive, technologist, designer, manager, or marketer, ask yourself this: do you know your product’s story? And perhaps more importantly, who creates your product story?

Courtesy : UXMagzaine

Marketing Strategy : Mobile Applications

Developing a mobile app? Cutting edge social media marketing techniques can be combined with classic marketing tactics to ensure your success in the App Store.

After scoring millions of downloads and millions of revenue, popular mobile apps like “Angry Birds” or “Tap Tap Revenge” have become the gold standard for independent mobile application developers everywhere, as every new app strives to reach the weekly top downloaded app ranking or to become featured in the App Store. Clearly, besides being superlative products, both in their ease of use and their entertainment value, these apps also owe their commercial success in no small way to successful marketing, especially through viral marketing and word of mouth.

However, what should mobile developers consider if they were to emulate those experiencing success with their own applications? Is there a surefire secret sauce of mobile application developments that only a few savvy companies know and utilize to their great benefit?

A successful mobile application marketing is all about a good combination of tried and true software/technology marketing techniques and creative, innovative marketing tactics that rely on the unique mobile application distribution model.

Here are some key takeaways:

Pre-launch: To ensure launch success, mobile application developers should use a number of tactics to generate interest in their upcoming apps. These include word of mouth marketing, allowing  sneak/exclusive preview,  developing an attractive app website or landing page, distributing an app video, etc. Social Media place an important role, you get to advertise your app to wider genre of people.

– Just after Launch: Mobile application developers should focus intensely on user feedback gathering, lead generation (through paid advertisement), continuation of word of mouth campaigns, and immediate submission of the app to various mobile apps review websites. Websites like GetSatisfaction make your life so very easy during this time frame.

– Post Launch: Important tactics include app store listing optimization, submission to popular mobile app blogs, user generated content, creating user videos to maintain the marketing momentum and ensuring that the app continues to raise interests.

– On-going maintenance: Continue to grow the app’s presence online and in the app store by encouraging user generated content, considering the creation of a user community, pushing automatic updates, and maintaining blogs.

-Web marketing strategies can be used to help gain momentum for the application in the beginning. Paid advertisements, a launch website, and PR 2.0 efforts are all important in getting the app out of the gate.

– There are some tactics that are unique to the mobile application market such as App Store listing management and optimization (so that the apps can be found in as many relevant searches as possible).

Cross-selling and up-selling are important since the mobile app, once in use, has a captive audience that is perfect for these techniques.

Developing a great mobile application is just half of the battle to App Store domination. Savvy marketing techniques and judicious combinations of traditional and new age marketing tools are important to the ultimate success of your application and your revenue from the app.

All about Marketing…Customer Needs, Wants, and Demands

This is my own effort to learn marketing (courtesy : Principles of Marketing)

… hence from now onwards with every effort being made towards learning, I will try and make it easier for myself and also for few of us, who are not so sure about this process called Marketing…

Simply put, marketing is managing profitable customer relationships. The aim of marketing is to create value for customers and capture value from cus-tomers in return. we define marketing as the process by which companies create value for customers and build strong customer relationships in order to capture value from customers in return.

The Marketing Process:

Think of Marketing as a five-step model of the marketing process. In the first four steps, companies work to understand consumers, create customer value, and build strong customer relationships. In the final step, companies reap the rewards of creating superior customer value. By creating value for consumers, they in turn capture value from consumers in the form of sales, profits, and long-term customer equity.

Let’s see what is this five step model all about?

Understanding the Marketplace and Customer Needs

” Marketing is all about creating value for customers. So, as the first step in the marketing process, the company must
fully understand consumers and the marketplace in which it operates.”

As a first step, marketers need to understand customer needs and wants and the marketplace in which they operate. There are five core customer and marketplace concepts: (1) needs, wants, and demands; (2) market offerings (products, services, and experiences); (3) value and satisfaction; (4) exchanges and relationships; and (5) markets.

Let’s talk about in this post :

Customer Needs, Wants, and Demands :

The most basic concept underlying marketing is that of human needs. Human needs are states of felt deprivation. They include basic physical needs for food, clothing, warmth, and safety; social needs for belonging and affection; and individual needs for knowledge and self-expression. Marketers did not create these needs; they are a basic part of the human makeup.

Wants are the form human needs take as they are shaped by social, cultural and individual personality. An Indian Needs Food, but wants a Mac Burger, Pizza or a soft drink…for a person living in high society the same need may have a different want, than a person living in lower middle class society…another example would e a need to have a way to commute….a lower middle class would want a Nano, and probably would be satisfied, whereas a high or upper class would not go for less than a Merc…

In short

Wants are shaped by one’s society and are described in terms of objects that will satisfy those needs.

Here comes the Buying Power where by a Need from Wants becomes a Demand.

At Zappos, CEO Tony Hsieh uses Twitter to build more personal connections with customers and employees. Some 1.6 mil-lion people follow Hsieh’s Twitter feed. And at P&G, executives from the chief executive officer down spend time with consumers in their homes and on shopping trips.

Marketing companies want to understand as to what are the needs, wants and how they can be converted in to demand using or targeting a specific segment.

Consumer Insights

Checklist for the 2011 digital marketer

  • How well do you understand the target customer for your products and services?
  • How have market conditions affected purchase drivers for your target customers?
  • Have you found the right balance between competing on price versus relying on brand loyalty?
  • Are you leaving money on the table by focusing too heavily on discounting?
Credits: Experian Marketing Services

Experian Marketing Services

Let your customer guide you

While Joe Kennedy’s old adage still holds that “when the going gets tough, the tough get going,” in the digital world, to be successful, the tough also need to get smarter by understanding their customers and how external forces such as economic turmoil alter purchasing behavior.

We will be talking about Consumer Insight in the coming few days. The facts and figures have been taken from “Experian Marketing Services” and further analysis of these facts has been done here.