We leverage shared interests to the benefit of all parties involved.
With a keen focus on what best benefits the mutual customers of the participating partners, we create highly effective and tremendously economical, co-operative marketing strategies and tactics.
In this process, we often transform what appear to be problems into opportunities.
We create value by identifying and capitalizing on areas of mutual concern to the parties involved. We match and manage the complementary resources of the partners to create campaigns that would be impossible or impractical for the individual organizations to stage on their own.
The programs we design are proven to provide both short-term benefits and sustainable advantages. We do not compete with traditional marketing methods. Rather, we use a unique and innovative approach that compliments and enhances established efforts.
Our specialty is using music and the arts to market a variety of products and services to the huge range of music consumers and creators in a direct, powerful and effective manner. This also supports part of our mission; to promote and provide access to music and music education in ways that are accessible to everyone, regardless of economic status.
With our highly co-operative approach, we maximize the motivation of the people and organizations we serve, and forge new and lasting strategic relationships.
The Short Form: Four Steps to Successful Co-operative Marketing
1) We identify two or more “partner” entities that share a common target market of current and/or prospective customers.
2) We create a unifying theme for promotional efforts that clearly demonstrates how the offerings of the various partners work together to provide greater value than each separate partner’s products would deliver individually.
3) We co-ordinate the efforts and pool the resources of the participating partners to mount marketing campaigns that are economically advantageous, rather than having each entity attempt to pursue the target market alone.
4) We make a clear call to action and provide a simple way for the prospects to obtain the collective value offered by the participating partners.
The Long Form: Why Co-operative Marketing?
Many companies and organizations face the same dilemma. There are many situations where it is not cost effective to mount targeted marketing campaigns, yet customers are there, wanting to know about the products and services offered. Companies are often forced to ignore otherwise attractive smaller and vertical markets in favor of putting their resources towards more generalized efforts.
However, without more direct and specialized marketing, there are many prospects who will not know what is available to them. In this manner, sales are lost, and, worst of all, these potential customers do not get the opportunity to enjoy the many benefits of the products and services that are offered, yet remain below their radar.
This creates a downward spiral – a negative feedback loop of fewer and fewer happy customers, fewer and fewer word-of-mouth referrals and recommendations. This results in fewer and fewer sales, starting the negative loop all over again. All of this sadly minimizes the efforts of both the suppliers and the customers they wish to serve.
Even when customers do hear about relevant products and services, they typically learn about them piecemeal, even though the vast majority of offerings are elements of a larger set, rather than an item that stands perfectly well alone. Without a proper context, marketing efforts are again minimized. This describes many product categories.
A perfect example is the market for musical instruments, pro audio and video equipment. How valuable is a microphone alone, without some type of public address system or recording equipment? Or cases with no instruments? Or lighting fixtures without stands? Or a video camera without a monitor?
The customer wants a system where all of the pieces work well together — to co-operate, if you will. Why should the prospects have to learn about each element isolated and out of context, rather than as a coherent gestalt? The piecemeal barrage of marketing commonly employed can make even obvious and simple products look daunting and confusing. Again, this feeds the same negative feedback loop of lost sales, but now effecting the entire product category, not just individual elements.
How do we turn what look like serious problems (prohibitive costs and confusing messages) into an opportunity?
We do it the same way great sports teams win championships. We do it the same way family farmers raise barns. We do it the same way world-class musical ensembles entertain and amaze. We do it the same way we teach our kindergarten students to behave.
All too often, we see only the immediate and obvious competition in our own market niche, and rail against them as our primary obstacle to growth. All too often, this is folly, as the infighting does nothing to grow the primary market, and can be counter-productive as it can confuse the customers into inaction.
This is yet another negative reinforcing system. We blind ourselves to the opportunity to work directly with other organizations in our general field to the benefit of our mutual customers. Yet delivering extraordinary value to our customer is supposedly our goal. We are not just missing an opportunity, we are turning an opportunity into a self-defeating syndrome.
Going back to the musical instrument market for a moment, are the true competitors the various manufacturers of musical instruments, all fighting for a piece of the $17 billion musical instrument market, or are they all up against the companies in the $78 billion videogame market?
Where will we find more growth, grubbing for a larger piece of the $17 billion, or making a play for part of the $78 billion? We can rearrange chairs on the patio all we want, trying to get the best view. Or we can explore beyond our backyard, and make a play to get some of the beachfront property for ourselves.
Here’s the good news.
What if the issues we are discussing are in fact tremendous opportunities, not insurmountable problems?
Why are these apparent obstacles to growth actually favorable circumstances? Because the vast majority of our competitors will continue to think that these situations are indeed problems and treat them as such – ignoring them or applying short-sighted band-aids. Instead of following the herd down the traditional negative spirals, the Kasnitz Media Group capitalizes upon these conditions to the advantage of everyone involved, starting with our mutual customers.
How do we do this?
Thank you very much for your interest.