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109,1/2
Guerrilla marketing for
information services?
Guido Baltes and Isabell Leibing
University of Applied Sciences, Constance, Germany
46
Received 5 July 2007
Reviewed 9 August 2007
Abstract
Purpose – “Guerrilla marketing” describes unconventional marketing strategies with which to
achieve significant effects – with a fraction of the budget of “traditional” marketing campaigns. This
article aims to give an introduction to “guerrilla marketing” principles and discuss suitability of this
marketing approach for information services.
Design/methodology/approach – Whether guerrilla marketing strategies may be suitable for
introducing information services and the necessary prerequisites for that are explored based on
applying cross-case analysis findings from industry examples to information services. This is based
on a conceptual framework illustrating differentiating and positioning hypotheses for information
services.
Findings – It is argued, that guerrilla marketing strategies may be applied for information services
whenever a product-like representation for such a service can be developed and a link to emotional
values be established. Furthermore, for the product-like representation there must be coherent target
groups to be identified and relevant user scenarios be created for them.
Originality/value – This article provides a conceptual framework related to the question of how to
increase acceptance and degree of utilization of information services in their relevant target groups. By
discussing the possibilities of marketing strategies with limited resources, this article provides
alternative ways of thinking and acting for information services mediators such as, for example,
librarians. This is of particular relevance for this community, as information services mediators
generally need marketing efforts to gain spread for their information services offer – but usually are
faced with strictly limited marketing budgets.
Keywords Information services, Marketing strategy, Sales campaigns, Libraries
Paper type Conceptual paper
New Library World
Vol. 109 No. 1/2, 2008
pp. 46-55
q Emerald Group Publishing Limited
0307-4803
DOI 10.1108/03074800810845994
Introduction
The marketing of information services is a comparatively new topic (Jose and Bhat,
2007; Gupta et al., 2006; Decker and Hermelbracht, 2006; Muet and Salaun, 2003). Well
established in the business environment marketing is at the same time a dynamic and
fast changing discipline and there are many innovative techniques being introduced.
Guerrilla marketing is one of these innovative techniques (Kuttelwascher, 2006;
Hallisy, 2006; Caudron, 2001) which has been discussed to offer possibilities for
information services (Tompson, 2003; Bieselin, 2005).
The term “guerrilla marketing” describes unconventional marketing campaigns
and/or strategies which should have a significant promotional effect – this at a fraction
of the budget that “traditional” marketing campaigns would spend for the same goal
(Patalas, 2006). It also intersects with the concept of information warfare (Toffler and
Toffler, 1993; Schwartau, 1997), which envisages modern conflicts as being about
information as both weapon and target. The article introduces the basic principles of
“guerrilla marketing” and discusses the use of this rather unconventional marketing
approach for information services.
As information services generally need marketing efforts to achieve acceptance and
utilization in their relevant target groups – but usually have only limited marketing
budget – there is the question whether guerrilla marketing strategies are a valuable
alternative (Bieselin, 2005). To date, guerrilla marketing is rather well established in
the consumer product industry. However, is it also possible to use a guerrilla
marketing strategy when introducing new information services? Which prerequisites
are necessary for that? Which conditions have to be matched?
This article intends to answer these questions by applying the experiences in
industry to the information services sector.
The origin of the term “guerrilla marketing”
Generally, the term “guerrilla marketing” is an example of the transfer of
military-related and warfare-related terminology to the marketing domain. A
popular book explicitly fostering this development – and introducing the term
“guerrilla marketing” – was “Marketing Warfare” (Ries and Trout, 1986), in which the
authors state that marketing activities are a battle to conquer the customer’s mind. By
explaining different war scenarios and quoting the famous military strategist von
Clausewitz (1873) marketing as a battleground is established. In this, the key elements
are understood by analogy to an environment of military conflict. In particular the
Burger War (McDonalds vs. Burger King) and the Cola War (Coca Cola vs. Pepsi) are
used as examples of battles with words and pictures from the artillery.
With that background, the term “guerrilla marketing” was used by the American
Jay Conrad Levinson in the 1980s (Levinson, 1984). Generally, guerrilla marketing
adapts the “hit & run” guerrilla warfare tactics “invented” by Mao-Tse Tung (Elliott,
2003): Hit if you can win but run if you can’t. Guerrilla marketing strategies avoid
marketing activities, thus wasting marketing budgets, when there is already high-level
competition for customer attention. In contrast, guerrilla marketing activities tends to
be eye-catching and surprising when used – thus, being highly efficient in terms of
gaining customer attention. Guerrilla marketing is expected to come up with
unconventional and spectacular activities (Eicher, 2001) and can be more effective, and
thus less expensive, when compared with conventional marketing campaigns.
One famous example which illustrates the Ries and Trout (1986) introduction of
marketing warfare is the rise of the Austrian soft drink brand Red Bull. While Ries and
Trout (1986) describe the Coke war with Pepsi and Coca Cola fighting a war for market
leadership, the Red Bull venture, sited at the Fuschl lake near Salzburg, introduced a
new category of soft drink – the energy drink – around which a growing market
segment developed. Red Bull now dominates this segment globally.
By using guerrilla marketing, Red Bull established the brand through sponsoring
relevant sports events. However, as a small start-up they could not afford to sponsor
the big main stream events. Red Bull started by sponsoring (as the CEO and founder of
Red Bull Mateschitz put it “up to the border of idiocy”) events of niche sports such as,
for example, Squad driving and Base Jumping. As there was little media awareness of
these events, Red Bull started to produce their own film material and offer it to media
channels. The broadcasters welcomed the free material – and Red Bull got what it
otherwise could not have afforded - media presence in prime time. The event organisers
being aware of the promotional benefit let Red Bull be their main sponsor for a
comparatively small sums of money. This made Red Bull sponsor of a rapidly
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increasing number of events. These days Red Bull goes even further and creates sport
events itself, such as, for example, air races, extreme windsurfing and so-forth.
Having outlined this example in detail, further examples can be named to illustrate
the categories in which guerrilla marketing is present: Automotive industry (BMW
Mini market introduction campaign), Cigarettes, Cultural Events/Services (Operas,
Theatres. . .). Further characteristic examples of guerrilla marketing are the
Greenpeace Campaigns which aim to create a maximum amount of public attention
with a minimum of financial expenditure, e.g. the attempt to enter the Heiligendamm
G8 conference area with a hot air balloon (Greenpeace, 2007).
The basic principles of guerrilla marketing
Pursuing the analogy with Mao-Tse Tung’s guerrilla warfare tactics seven rules can be
identified which illustrate the principles on which guerrilla marketing relies (Levinson,
1994; Elliott, 2003):
(1) Concentrate your resources (time, place, topic) to achieve temporary superiority.
(2) Sell the ideology along with the product, not the product alone.
(3) Identify established patterns, analyse them and overcome these patterns.
(4) Search for synergies.
(5) Try to outsmart any perception filters established in your target group.
(6) Do not go the direct way; try to find the detours offering alternatives.
(7) Be flexible and agile instead of building strongholds.
Looking at these rules, one can find several aspects that are not far from the “standard”
marketing strategies. Some aspects, however, have completely different approaches,
for instance - go for temporary superiority, i.e. not dominating the customer attention
all the time but through a particular marketing activity, and also working on ideology
based communication, i.e. not trying to sell only the product directly.
A perfect example to illustrate this is the Greenpeace Brent Spar campaign. Brent
Spar was an offshore oil storage and tanker loading facility operated by Shell. Shell
planned (with support of the British government) to dispose of this obsolete facility in
deep Atlantic waters. Against this, Greenpeace ran a worldwide campaign including
boycott of Shell filling stations. They even organised an occupation of Brent Spar for
more than three weeks (Greenpeace, 1995). Facing growing public and political
opposition, Shell abandoned the plans. Later, it was found that Greenpeace had
substantially over-estimated the quantity of harmful chemicals and oil remaining in
Brent Spar. Shell’s offshore disposal plan was actually much more reasonable than it
seemed. This highlights that selling ideology (environmental protection) had
outperformed selling a product (disposal plan).
Another good example is a campaign of the German company Henkel, who has the
stain remover SIL in its range of products. During the football World Cup in Germany
2006, Henkel supported the Brazilian football team in an attention-grabbing way –
female Brazilian Samba dancers wearing Bra-Sil costumes and posters moved through
Berlin and Munich the day the football team played their games. Henkel said that the
team that drew people’s attention to Germany’s most popular stain remover should be
pleased to get special promotion in return (Henkel, 2006).
Guerrilla marketing is – amongst other things – based on marketing the implicit
attributes of products or services rather than their explicit, functional aspects. Rather
than introducing the product itself, by introducing the idea that comes with it, it
addresses the emotional ideology bound up with the product. This is done with the
superiority of attention obtained at least in the very moment of communicating. Thus,
guerrilla marketing tries to target the emotional aspects of a buying decision by
differentiating a product on an ideological level rather than a functional level. Figure 1
illustrates this aspect by indicating a product’s core performance aspects (price,
features. . .) and enhanced performance aspects (status, image. . .).
Some examples will further illustrate this aspect. The market launch of the “new”
Mini tried to establish the car as a life style product – with only a fraction of the
traditional campaign efforts. Direct marketing methods were used to address the target
group emotionally by, for example, music, a Mini journal, etc. (Holst, 2005). Despite
disastrous (functional) qualities (at least in relation to the high price) and medium to
bad (functionality based) reviews in car magazines, which ranged from medium to bad,
the Mini took was a tremendous sales success. Similarly, the “new” Beetle was
introduced in the US addressing the “Flower Power” era memories, and was a huge
success (Holst, 2005). At the same time it flopped in Western Europe, where the
emotions of the target group were obviously not addressed so effectively. An even
better example is cigarettes – they offer little functional value (and even a negative
value) but have been frequently and successfully marketed through guerrilla
campaigns.
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What specific information services lend themselves to guerrilla marketing?
If we return to information services, in particular those that offer information storage
and retrieval, for example internet-accessible databases, we can explore the scope for
guerrilla marketing. What follows focuses on services that address knowledge
domains from professional life, i.e. knowledge which is used for education, science
and/or business.
Figure 1.
Product’s core
performance aspects
versus enhanced
performance aspects
(schematically)
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For database services providing primary information, such as newspaper or journal
articles, content is captured, digitally pre-processed and made accessible by analysing
their content. The collecting and pre-processing is a mainly technical aspect that is
most similar to traditional “production” methods and thus is efficiency dominated.
This “production” together with the underlying technical hardware infrastructure
(server, maintenance, database software, interface development. . .) is a major cost
driver of the economical business model for the database services, i.e. a substantial
portion of the potential cost based differentiation of such services. The analysis,
however, is different. The classification and creation of key words very much
influences how well the search experience or rather the “finding experience” is
perceived. Thus, analysis leads to a feature-based differentiation of such database
services.
Apart from the above mentioned aspects, there is the question whether the primary
information sources (the particular selection of newspapers, journals . . .) are adequate
for the particular knowledge domain. Here, the question of identifying the main
information sources and gaining access through establishing suitable licensing
agreements is important. Of course, the question of which primary sources are
available and at which costs (e.g. cost per article) strongly influences both the cost of
use and the quality of service.
“Business Source Premier” is one real-life example of such database services – an
information service offering access to and retrieval tools for articles originally
published in a large number of newspapers, journals, etc. Its main knowledge domain
is in economics, management, finance and international business. The provider of the
information service “Business Source Premier” is EBSCO, which provides access to
bibliographic references and some full text from the domain of management and
economics. It utilizes values and analyses content from about 10,000 original
newspaper and journal sources. One channel through which these services are
provided is libraries. Access to the database from libraries is usually provided via the
“home” library’s own internet user portal.
To find information via “Business Source Premier”, an internet accessible
(advanced) search feature offers various combinable search categories (author, title. . .)
and other options (“peer reviewed articles”, “publishing date”. . .). Further features are
provided, for example sending a search result list or an identified reference via e-mail,
retrieving “company profiles” which offer information about a particular company,
their products, key facts, top competitors, locations and the like. In addition, for each
article that is not available as full-text document a link to the home library is provided.
This link enables a request to the home library’s collections regarding whether that
particular article or journal may be available there as a print or electronic version. This
feature is a particular example of a functional feature which lowers the cost of use in
terms of convenience: The user does not have to start a whole new search on the home
libraries collections but via the link can use the identified information to request a
further information source directly from the home library’s collections.
Is there a differentiation and marketing approach to information services?
When taking into account the features of a database based information service as
outlined above, it is apparent that these information services provide functional
performance rather than emotional or status value. This is not because of the
technology or the service itself but is much more a consequence of the information of
the knowledge domain itself and the target group addressed. Imagine, for example, a
database with personal profiles of people looking for a new dating partner. This service
could be rendered with similar features as those described above and then obviously
have emotional value, too. In this case, the emotional aspect is fully linked to the “use”
of the search results, which the user hopes will be a thrilling blind date. This is
different from the previous example of an information service for articles in the
management/economic domain, although some results might be intellectually
“thrilling”. Nevertheless, it is not obvious that there would be a substantial status or
emotional aspect arising from the use of such services. This does not, however, remove
the possibility that information services serving a particular domain of this type could
be differentiated from each other in ways that would give one a business advantage
over another.
As we look at different services serving the same knowledge domain the question
arises as to what differentiating features could make users develop preferences either
for one or the other alternative. Taking into account the principles of the information
services, outlined in the example above, it seems that it may be possible to identify two
dimensions which could be used as a pragmatic framework to describe the positioning
of information services:
(1) cost of use; and
(2) quality of experience.
The dimension “cost of use” has several aspects which either causes the user to choose
to “pay” for the use of a particular service in terms of money or in terms of time. For the
money aspect, features, such as subscription fees, fee per finding, fee per download, etc.
must be considered. Obviously, information services providers are able to split up their
services in this way. For example a “heavy user” might prefer a flat rate subscription
(with free downloads) while a “light user” might prefer a cheaper or even free
subscription with download or finding related fees. Apart from the money aspect, the
time issue introduces further “cost of use” elements. The convenience the information
service creates influences the time a user might have to invest in order to arrive at
comparable results. As time-based opportunity costs can definitely be assumed it
seems fair to include this aspect in the “cost of use dimension”.
The dimension “quality of experience” includes a number of aspects which come from
functional features. These features do not influence the time aspect. They influence, for
example, the workflow integration of a particular information service. One example
might be the link to the collections of the home library or the email sending features,
mentioned above. Further aspects of this dimension could include ease of use, the general
appearance of the interface, and other aspects which might influence a particular user to
prefer one particular information service in preference to another.
Thus, it seems to be evident, that information services as discussed may build up
user preferences, they differ from each other, on the basis of functional aspects rather
than emotional or status values. Figure 2 illustrates that while the “cost of use
dimension” can be assumed to be positive (i.e. at least zero) the “quality of experience”
dimension can also be envisaged as taking on negative values. However, it actually
seems reasonable to question whether services that offer positive costs of use but
negative quality of experience will compete or survive well in the business
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Figure 2.
Schematic positioning
space for differentiating
information services
environment. In real life, the positive areas from both dimensions seem relevant. In that
sense, the quality of experience area provides a positioning space that offers
information services opportunities to address user preferences in the broader sense.
By applying this positioning approach a clear marketing challenge emerges for
information services. There is also an additional and very basic further argument for
applying marketing strategies to information services – what you do not know you
cannot use. That means that before any information services can be effective, user
knowledge of its existence has to be established within the relevant target group.
Assuming that for any information service alternative services may be available a
further argument arises – the benefits of using the service have to be communicated to
the relevant target group in order to enable decisions in favour of using the service
(instead of existing alternatives). Even more crucial may be the financial aspects of
providing an information service – whether provided by a profit or non-profit
organization, the provision of an information service has to offer economic value
compatible with the mission and objectives of its provider.
By examining the marketing necessities suggested above, we can see that for
information services it is not usually that a brand, or the simple fact that there is a new
product or service being introduced, is marketed to a target group. Rather it is the case
that marketing of information services very much relies on explaining the specific
features of the services, how they work and what value they might generate for a
customer. Hence, marketing of information services sets out to communicate in a
detailed way what the distinctive, functional features of the new services are, and how
they might be used. This renders marketing activities that are not so different from
training activities. Thus, to be able to transfer both messages (first, fact of novelty, and
second the new features and how to use them) customers need to be willing to give
their attention for a substantial amount of time. It is obvious that being able to get
these rather large attention windows might not be easy.
Can guerrilla marketing tactics be applied to information services?
Given the circumstances outlined above, it is clear that information services from their
very nature have a rather limited emotional value for their (potential) customers.
Further, there is the prerequisite for awareness of at least one differentiating feature of
any new information service offering a higher “quality of experience”. Moreover, there
is a very strong need for explanation of these differentiating features and the
how-to-do-it aspects of the particular information service. Such explanation needs a
substantial timeframe. In fact a well-established paradigm assumes that in order to
market a new information service, all relevant features and possible search strategies
should be explained – which calls for considerable investment in time by both
provider and potential customer.
This may seem to suggest that it would be difficult to apply guerrilla marketing
tactics to information services as two very basic rules would seem to be contradicted –
sell the ideology (when there is little or none) and try to achieve temporary superiority
(as the amount of time needed for explanation does not allow for that). To take a
specific example from university library environments, presentations by library
experts in student lecture sessions are sometimes believed to overcome this problem.
One could argue that here superiority is achieved as the students cannot run away and
their attention is not distracted by alternatives. However, it is pretty obvious that for
the vast majority of students this is not persuasive and they entirely fail to absorb the
messages. The amplifying effect of ideologically coherent guerrilla activities is entirely
missing from the approach, as it is in the wider marketing of information services.
This might seem to offer a negative answer to the overall questions of this article, but
in fact, it points towards a positive conclusion. If, in the case of information services, a
product-like representation and a link to emotional values can be established, guerrilla
marketing tactics might well be applicable. The problem is to explain how this could be
achieved. It might not be straightforward to achieve it, but there are possible indications
of how a switch to a guerrilla marketing approach might be introduced.
First of all, there is the need for a product-like representation for information services.
Information services themselves are already product-like services – it is more a matter of
presenting them in this way. Their application spans a wide range of situations, and by
reintroducing the military terms with which we began, we could describe them as a kind
of multi-purpose weapon. This accords with the current marketing approach based on
explaining all features to potential customers. To get from there to a guerrilla-compatible
product-like representation, the presentation of the information services would have to
be tailored to a specific target group and their requirements for the expectation of
problem-solution. In order to achieve this, the functional performance, i.e. the variety of
available features would have to be very clearly identified and tied to specific user group
needs. Based on the coherence of these, specific needs and focused target groups should
be identified (and differentiated). For each of these target groups a user scenario
involving the use of the information service should be developed. To match a target
group’s user scenario with their underlying needs it should be asked which needs are
actually satisfied and which emotional values might be linked to that satisfaction. At
that point, the crucial prerequisites for marketing an information service with guerrilla
marketing tactics are achieved – a product like representation (the specific use case –
allowing for a time-wise focused presentation of the service) and an ideology to sell (the
emotional value linked to the use case).
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A simple example might help to highlight these aspects. Imagine students having
reached the point of writing their final dissertation to finish their course of studies. If
they were seen as the target group, consistent needs could easily be identified. They
will be interested in a way as convenient as possible for finding a substantial amount
of relevant specialized literature as a basis for their dissertations. As a general rule it
might be assumed that the better and richer literature that can be identified, the better
might be the grade obtained by the dissertation This allows the introduction of the
emotional aspect - the dissertation grade is the most important single factor influencing
for the overall grade in the qualification, which then strongly influences the student’s
job and career opportunities. What we have so far is a specific user need (dissertation)
and a linked emotional value (career opportunities).
What is now left to individual creativity is the creation of a communication approach
that takes into account the specific user need and addresses the associated emotions. This
approach then replaces the older approach based on praising the feature richness of an
information service. In addition, of course, general campaign work has to be conducted:
This includes finding a location for the intended guerrilla attack (e.g. the university’s
refectory as a familiar environment for students) and a suitable communication medium
(e.g. a party-flyer-like one page brochure with an eye-catching slogan).
From these considerations, it can be summarized that the key for applying guerrilla
marketing tactics to the provision of information services might be:
(1) focusing the service offering to specific target-group relevant user needs;
(2) identifying emotional aspects that arise for a particular target group from their
user need – and; based on that
(3) communicating the user need relevance and the emotional ideology to the target
group in a situation where temporary attention superiority can be achieved.
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Further reading
Fielding, M. (2006), “800-LB. Guerrilla”, Marketing News, Vol. 40 No. 7, pp. 13-15.
Levinson, J.C. and Lautenslager, A. (2005), “Mind over market”, Entrepreneur, Vol. 33 No. 3,
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Levinson, J.C. (2000), Die 100 besten Guerilla-Marketing-Ideen, Campus, Frankfurt/Main.
Levinson, J.C., Smith, M.S.A. and Wilson, O.R. (1999), Guerrilla Negotiation: Unconventional
Weapons and Tactics to get What you Want, Wiley, New York, NY.
Author details
Guido Baltes is Professor for Strategy and Marketing at the University of Applied Sciences in
Constance, Germany. His previous industry career included various international management
positions in the domain of management consulting, strategy and marketing. Guido Baltes is the
corresponding author and can be contacted at: [email protected]
Isabell Leibing is working as Deputy Head of the library at the University of Applied Sciences
in Constance, Germany.
To purchase reprints of this article please e-mail: [email protected]
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