Tandberg's four boldly go forth


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Supporting the campaign has been the construction of Tandberg “executive briefing centers” around the country, with prospects and current clients invited to open houses for personal experiences with the technology. “The initial challenge was how to disrupt the sales process and to come up with a campaign that caused people to say, "Wait a minute, I need to look at Tandberg before making any decisions about video conferencing,' ” Goodman said. “We knew we needed to stand out, to get people's attention,” Cook agreed. But he also noted that the unusual campaign ingredients were closely studied internally at Tandberg. “In the end analysis, we didn't look at this campaign in terms of consumer or retail, but rather in terms of people, to connect with people in general,” Cook said. The campaign concluded in January. Immediate results showed “well over” a 5% response rate, Goodman said. “We saw a big bump,” Cook said, “and it was greater than what we planned. There is a nurturing element, but now our pipeline is quite a bit larger. We expect to see a lot of opportunity in new business and with our current customers down the road.” M HOW TANDBERG USED A RETAIL FEEL TO BREAK THROUGH B-TO-B DIRECT CLUTTER Objective: To gain market visibility and to accelerate leads following a delayed product rollout Strategy: Oversized direct mail drops featuring attention-grabbing, whimsical messages and creative Results: Response rate of greater than 5%, exceeding expectations
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