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The current issue and full text archive of this journal is available at www.emeraldinsight.com/0307-4803.htm NLW 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 Guerrilla marketing 47 NLW 109,1/2 48 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. Guerrilla marketing 49 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) NLW 109,1/2 50 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 Guerrilla marketing 51 NLW 109,1/2 52 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). Guerrilla marketing 53 NLW 109,1/2 54 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. References Bieselin, T.B. (2005), “Im Kampf gegen Etat-Kuerzungen, Schliessungen und morsches Image. Guerilla-Marketing für Bibliotheken”, Bibliothek: Forschung und Praxis, Vol. 29 No. 3, pp. 361-75. Caudron, S. (2001), “Guerrilla tactics”, Industry Week, Vol. 250 No. 10, pp. 52-6. von Clausewitz, C. (1873), On War, Truebner & Co, Ludgate Hill. Decker, R. and Hermelbracht, A. (2006), “Planning and evaluation of new academic library services by means of web-based conjoint analysis”, Journal of Academic Librarianship, Vol. 32 No. 6, pp. 558-72. Eicher, D. (2001), Are you ready for Guerrillas?, available at: www.medientage-muenchen.de/ archiv/2001/eicher_david.pdf Elliott, M. (2003), “Playing by Mogadishu rules”, Time Canada, Vol. 161 No. 14, p. 32. Greenpeace (2007), “G8 to act on climate change, later . . . maybe”, available at: www.greenpeace. org/international/news/g8-on-climate-change Greenpeace (1995), The Brent Spar, available at: www.greenpeace.org/international/about/ history/the-brent-spar Gupta, D.K., Koontz, C., Massisimo, A. and Savard, R. (Eds.) (2006), Marketing in Library and Information Services: International Perspectives, KG Saur, Munich. Hallisy, B.H. (2006), “Taking it to the streets: steps to an effective and ethical guerilla marketing campain”, Public Relation Tactics, Vol. 13 No. 3, p. 13. (2006), Fussball-Weltmeisterschaft – Sil unterstützt brasilianische Elf, available at: www.henkel. de/cps/rde/xchg/SID-0AC8330A-0253EF13/henkel_de/hs.xsl/5566_DED_HTML.htm and www.bra-sil.de Holst, J. (2005), “Vom Highway auf die Achterbahn: Mini präsentiert sich in Nordamerika mit ungewöhnlichen Events und Outdoor-Aktionen”, Horizont, Vol. 18 No. 20. Jose, A. and Bhat, I. (2007), “Marketing of library and information services: a strategic perspective”, Vision, Vol. 11 No. 2, pp. 23-8. Kuttelwascher, F. (2006), “Guerilla-Marketing erobert langsam die Chefetagen: Mao für Kapitalisten”, Absatzwirtschaft, Vol. 7, pp. 30-4. Levinson, J.C. (1994), The Guerrilla Marketing Handbook, Houghton Mifflin, Boston, MA. Levinson, J.C. (1984), Guerrilla Marketing: Secrets for Making Big Profits from your Small Business, Houghton Mifflin, Boston, MA. Muet, F. and Salaun, J. (2003), “Principles and adaptations of marketing for library and information service”, in Gupta, D.K. and Jambhekar, A. (Eds), An Integrated Approach to Services Marketing: A Book of Readings on Marketing of Library and Information Services, Allied Publishers Private Limited, Mumbai, p. 43. Patalas, T. (2006), Guerilla-Marketing – Ideen schlagen Budget, Cornelsen, Berlin. Ries, A. and Trout, J. (1986), Marketing Warefare, McGraw-Hill, New York, NY. Toffler, A. and Toffler, H. (1993), War and Anti-War: Survival at the Dawn of the 21st Century, Little Brown and Co., Boston, MA. Tompson, S. (2003), “Guerrilla Marketing: agile advertising of information services”, Information Outlook, Vol. 7 No. 2, pp. 26-9. Schwartau, W. (1997), “An introduction to information warfare”, in Pfalzgraff, R. and Shultz, R. (Eds), War in the Information Age, Brasseys Defence Publishers, Washington, DC, pp. 47-60. 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, pp. 66-9. 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] Or visit our web site for further details: www.emeraldinsight.com/reprints Guerrilla marketing 55