So you reckon a click-and-mortar strategy is for you? Well ask yourself this question: What do you expect your brand to gain by the move? For dot-coms, establishing consumer and market trust might be a key objective. For brick-and-mortar companies, locking out online competitors might be the objective.
Those objectives can’t be compared with each other. Nor can their achievement be easily ascertained or measured. But the goal of both entities is that they derive benefit from the new strategy. And one of several key areas of benefit lies in brand synergy.
Relationships With Customers and Partners
Brand diversity is reflected in your brand’s capacity to deploy all its communication channels at optimum points in each consumer’s life cycle — the ability to maintain the brand’s relationship with the customer, offline or online, in a timely, customer-sensitive, and intelligent manner.
That doesn’t mean overexposure, such as plastering a logo all over the place. It’s about developing a strategy that introduces the brand to the consumer meaningfully, in all situations, and in ways appropriate to each customer’s level of familiarity with and need for the brand.
This means achieving brand synergy, the compatible marriage between your brand’s identity and consumers’ preconceptions or understanding of it.
With click-and-mortar partners working on the task, cohesive brand handling can grow this synergy. Competent, cohesive brand handling induces the sum of the benefit to both entities to be greater than the benefit a brand enjoys alone (offline or online).
The Benefit
Here lies a click-and-mortar benefit. On the Net you chiefly use just one sense — sight — right? You can use your hearing, too, but the Net mostly communicates visually. This limitation underlies a clear benefit for an online brand assuming an offline partner or operating strategy.
The real-life store can appeal to all the senses. The Starbucks environment, for example, not only appeals to the eye with couches, lamps, and tables but also creates olfactory appeal and taste experiences. You know when you’re passing by a Starbucks cafi without looking at it. So the Starbucks brand appeals to all five senses.
The Challenge
And here’s the other side of the coin. What’s the value to the user of interacting with the brand in partnered offline/online environments? Cohesive brand handling is the customer’s minimum expectation. Consumers assume they’ll have their preconceptions about a brand satisfied. If they’re surprised, they need to be able to process the unexpected within the parameters established by your brand’s lexicon and personality. What’s a brand’s gain in suddenly becoming unrecognizable by defying expectation?
Will, therefore, a click-and-mortar setup make your brand easier to find and acquire from your customers’ perspectives? Faster to use? Cheaper? More convenient? More informative? Will it offer a larger selection? Become more relevant and customized?
One or more of these points must be apparent for there to be increased value for your brand in transitioning to a click-and-mortar existence.
Concentrate on the Objective
Your brand’s goal should be to add value to your customer’s relationship with the brand. And the only way to ensure that this happens is to identify the increased consumer values you want the partnership to achieve, then track their evolution during the transformation process.
Your brand-building efforts need innovation that enhances your customers’ relationships with the brand. And the click-and-mortar principle expands your brand’s opportunities for exposure, communication, and gain. But concentrate on objectives.
If you can, contact a marketing agency, such as SMA, to help you achieve your goals. Will your brand click with a click-and-mortar environment?
A kaleidoscope is an eyepiece that you look into. On the other end are an opaque window and a compartment that has several pieces of colored glass, paper, beads, etc., in different shapes and sizes. In front of that is beveled, cut into a pie-shaped form, glass prism.
Creating real and satisfying relationships focused on who you are, what you stand for and your authentic value rather than on the “outer facade” of relationships.
There is a popular belief that there will be faster progress in the research for cancer if there is more participation by the patients. Sharing the date will most certainly help. But takes the credit for owning that data and what responsibilities and rights come from that?
The time that is taking from the discovery, then validation through approval and the use of the new treatments for cancer is taking too long. There are a lot of experimental treatments that are promising, and the increasing advances in computer technologies and Biostatistics, are bringing the question for “Conditional Approvals” issued by the FDA.
Retraction Watch founded in 2010 has filled and helped to thrive a substantial niche. Cancer literature has presented a lot of important corrections and retractions up to date.
San Francisco, Calif., April 4, 2013 – CollabRx, Inc. (NASDAQ: CLRX), is a company for data analytics and its main focus is on informing on making clinical decisions in molecular medicine, and OncoDNA, SA, a company from Belgium that is providing DNA NGS tests (next-generation sequencing) for clinical use in the field of cancer, announced their multi-year contract for purchasing CollabRx’s SaaS-based technology and other resources to be used in complementation with OncoDNA’s panels for cancer mutation.
