IHMN 416 Value Co-Creation and Experiences Marketing

 IHMN 416 Value Co-Creation and Experiences Marketing

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IHMN 416 Value Co-Creation and Experiences Marketing

 

Running head: EMOTIONAL BRANDING MAKES SUCCESSFUL 1

Emotional Branding Makes Value Co-creation and Experiential Marketing Strategies Successful

Xinyi (Liz) Xu

Royal Roads University

IHMN 416 Value Co-Creation and Experiences Marketing

Year 3

Instructor: Steve Kleinschmidt

November 20, 2019

Emotional Branding Makes Value Co-creation and Experiential Marketing Strategies Successful

Among many brand hotels in the hotel, Aman Resorts are famous for their unique-style hotel with traditional architecture in each city to experience local culture to make guests be attracted to staying in this hotel. Based on Marketing 3.0, value co-creation and experiential marketing strategies are two complementaries because a new product is produced needs to be examined by customers’ experience and employees’ efforts to improve the value of the product, which ensures products can be accepted by the public. Emotional branding plays a significant role to maintain customer’s relationships by emotional bonds between value co-creation and experiential marketing strategies. Encouragement, relationship and innovation are three main factors support emotional branding to drive value co-creation and experiential marketing strategies to be successful for now and future.

One aspect which illustrates how to succeed value co-creation and experimental marketing strategies can be identified as encouragement. With the development of marketing in hospitality, hotels need to create attractions to grab guests’ attention. Specifically, developing a new product with high-quality service is an ideal factor to attract guests now, which needs to employees bring their working passion to integrate with guests’ requirements to ensure guest will be satisfied with the high-quality service so that the product can do some improvement. Terglay and Ruzzier (2016) argue that “In high-contact services, employees represent the link between a brand’s internal and external environment. Authentically expressed emotions and sincere interactions with customers, as a result of brand commitment, are much stronger drivers of service outcomes than internal policies that determine required behaviour” (para. 21). In addition, based on Maslow’s hierarchy, after guests have already been satisfied with their basic requirements, they will try to seek self-actualization by experiencing the product. Hotels will encourage guests to experience their requirements to satisfy their sense of achievement. Hotels also classify different phases of marketing to motivate customer experience hotels. Xu and Chan (2010) points out that “Customers in the hotel industry are concerned with whether their experiences have a unique character and are personalized, homely, of quality, and value‐added, and identified four experience dimensions of hotel services, namely, hedonic, peace of mind, involvement, and recognition” (para. 3). In the future, encouragement can use to make co-creation and experiential marketing strategies successful based on emotional branding because guests need to a specific factor to motivate them to purchase the product. “Hotels need to focus on inspiration, personalization and local experiences. Hoteliers are starting to realize that this offers a more genuine and memorable experience for their guests” (Marques, 2017, para. 11). Service and hotel’s concept are a fundamental factor to make co-creation and experiential marketing strategies successful because service is an intangible product, which is timeless. Maintaining a good relationship between guests and hotels needs to consider the customers’ requirements based on service. Hence, attraction and self-actualization are two factors for encouragement to success value co-creation and experiential marketing strategy.

To further understand the role of a successful value co-creation and experiential marketing strategies based on emotional branding, this section explores the idea of the relationship. Nowadays, building a loyalty relationship is an important factor for co-creation and experiential marketing strategies as Marketing 3.0 appears. After guests experience the brand for a period of time, they will keep using the same brand under the subconsciousness, which becomes the loyalty customer. To encourage guests to stay in the hotel, hotels use a coupon to leave guests in addition to increase their sense of experience, which increases a feeling of dependency. Take Marriott Hilton for example, Mattila (2006) suggests that “ Marriott Rewards and Hilton’s Honors Program have similar point reward structures (10 points per dollar spent). In terms of soft benefits, both chains offer guaranteed room availability, room upgrades, and special gifts for their higher-tier members” (para. p.179). Moreover, transparency is a bridge of integrity to build between guests and hotels. Hotels need to make information transparency, which not only makes the customer understand the process of making a product but also can connect contact with guests. Guests can realize how to run a hotel to help the hotel do improvement in various methods by feedbacks, which brings a comfortable feeling. Kim and Kim (2016) demonstrate “Consumers who care about such transparency had more positive responses about socially responsible product claims, compared to non-transparent ads. To retain customer loyalty, hotel companies must share their socially responsible practices through public marketing messages” (para. 41). In the future, loyalty also is a trend for making value co-creation and experimental marketing strategies successful. A data demonstrated “55.3% of consumers are brand loyal because they love the product” (Bitran, 2018, para. 4). Based on the long-term relationships between guests and hotels, guests will generate a sense of dependency by experiencing the product subconsciously, which is a guarantee of hotels’ quality. The incentive program is an enduring model as long as guests have requirements of products, which improve the product to ensure more guests can beneficial. Thus, loyalty and transparency support emotional branding, which helps value co-creation and experimental marketing strategies become successful.

Another line of thought on emotional branding makes value co-creation and experiential marketing strategies successful demonstrates that innovation. Uniqueness is a factor that a hotel usually always wants to improve. Hotel develops a new product that needs to make more guests have a desire to try, which can increase the experience of uniqueness for the product to build emotional bonding between a hotel and guests because guests want to experience different items. Kaplan (2009) argues “Hotels should invest more in design in order to enhance consumers’ perception of innovativeness for their brand. Perception of innovativeness is important for firms, as it is ultimately reflected in the brand knowledge, particularly brand image” (para. 32). Furthermore, teamwork is another factor for creating an innovative product to make value co-creation and experimental marketing strategies become successful. Creating a product needs to each department collaborate with each other to have an innovative environment, which can provide impressive products to guests. With the development of the product, employees will bring their emotions to the brand. When guests use the product, they can re-recognize the brand, which gives a sensation of a bright moment. Chernatory & Cottan (2009) explain “To encourage brand success, marketing, as the brand guardians, should define the brand and the accompanying strategy. Once a brand strategy exists, marketing must also work closely with other departments to ensure employees enact the brand coherently” (para. 40). In the future, break away from traditional concepts still increase the marketing value of the hotel, which needs to more prone to focus on soft facilities because most of the guests want to experience an innovative environment based on joint efforts to increase their branding immersion. Take AI, for example, Based on Marketing 3.0, there is an increasing number of hotels to use AI as an innovative product and service to attract guests to motivate the guests’ curiosity. A statistics from the Hotel Business website explained “Sixty percent of people believe they are more curious than the average person, yet more than half (53%) want to be more open to new experiences” (para. 5). An innovative product needs to improve continuously and have been satisfied by the guests. Therefore, innovation supports emotional branding to make value co-creation and marketing strategies become successful now and future.

In conclusion, a sense of achievement, dependency and curiosity are three emotions that bring to the brand, which makes value co-creation and experimental marketing strategies successful. Encouragement can motivate guests to experiment with products by attractions to increase their self-actualization. Moreover, the relationship is another significant factor because based on long-term cooperation relationships between guests and hotels, guests become loyal customers to create their sense of liability to the hotel. No matter no and future, innovation is an inevitable factor to make guests increase the curiosity, and help the product become successful based on value co-creation and experiential marketing strategies. I suggest that hotels need to carry out various actives to contact guests, which not only can help the hotels to find their improvement, but also can help guests to experience the new product.

References

Chernatony, L. D.,& Cottam, S. (2009, March). Interacting contributions of different departments to brand success. Journal of Business Research. 62(3). doi: 10.1016/j.jbusres.2007.12.005

Kaplan, M. D. (2009, January). The relationship between perceived innovativeness and emotional product responses: A brand oriented approach. Innovative Marketing. 5.(1). Retrieved from : https://www.researchgate.net/publication/_perceived_

284014979_The_relationship_between innovativeness_and_emotional

_product_responses_A_brand_oriented_approach

Kim, S. B., & Kim, D. S. (2016, September. 13). The influence of corporate social responsibility, ability, reputation, and transparency on hotel customer loyalty in the U.S.: a gender-based approach. Business and Economics. doi:10.1186/s40064-016-3220-3.

Marques, M. (2017, December. 18). Hotel Technology 2020: What will the hotel of the future be like. Medium. Retrieved from https://medium.com/hijiffy/hotel-technology-2020-what- will-the-hotel-of-the-future-be-like-480439d31f9b

Mattila, A. S. (2006). How attractive commitment boosts guest loyalty (and promotes frequent-guest programs). Cornell Hotel and Restaurant Administration Quarterly, Volume. 47(2). doi: 10.1177/0010880405283943

Survey: 73% See Travel as Go-To Outlet to Express Curiosity. (n.d.). Hotel Business. Retrieved from https://www.hotelbusiness.com/survey-73-see-travel-as-go-to-outlet-to-express- curiosity/

Terglav, K., &Ruzzier, M. K. (2016, April. 25). Internal branding process: Exploring the role of mediators in top management’s leadership–commitment relationship. International Journal of Hospitality Management. 54(1). doi: 10.1016/j.ijhm.2015.12.007

Xu, J. B., & Chan, A. (2010, March. 9). A conceptual framework of hotel experience and customer‐based brand equity. International Journal of Contemporary Hospitality Management. 18(3). Retrieved from https://www.emerald.com/insight/content/doi/ 10.1108/09596111011018179/full/html?casa_token=1i69toK2RIUAAAAA:

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