Why Experiential? Here Are Three Reasons

August 28, 2018

Ken Dec

Ken Dec is Executive Vice President of Marketing and Client Strategies at The Expo Group. He is a 30-year marketing veteran who has worked on brands including IBM, Starwood Hotels and Resorts, Kaiser Permanente, Pfizer and more from leadership positons at Arnold Worldwide, Hill Holliday, George P. Johnson and MC2. Dec is also a published author, teacher and speaker who has presented at Event Marketer conferences, Exhibitor Show, HCEA, AAAAs, IAB, PhARMA and Mobile World Congress.

Forbes recently published a terrific article entitled 3 Reasons Why CMOs Should Embrace Experiential MarketingLots of areas for agreement. But I think it could have gone a little deeper.

When I get asked the “Why Experiential?” question, here’s my “rule of three” answer:

The Power of DOING something: There is a great Chinese quote (often misattributed to Confucius) “I hear and I forget. I see and I remember. I do and I understand” that social scientists have discovered to be true. 

Both emotional and logical memory is vastly improved when someone physically engages with a person, an idea or a brand. Physical engagement leads to stronger emotional connection and logical understanding. The live experience provides this physical engagement.

The Power of BELONGING: In his final novel, Kurt Vonnegut wrote: “Many people need desperately to receive this message: ‘I feel and think much as you do, care about many of the things you care about…You are not alone.’” 

Vonnegut’s thoughts nicely tap into a psychological theory called “the need to belong,” which proposes that people’s sense of social belonging, or their sense that they have good relationships with others, is a fundamental human need. That is, having solid social connections can be as important to human health and happiness as having food, water and shelter. 

Indeed, there is research to support this idea, including the finding that having social relationships can increase your odds of survival by 50 percent. Live events tap into this deep human need and connect it to the brand in a way that social and other media can only hope to replicate.

The Power of DATA “at the moment”: Here’s my biggest agreement with the Forbes article I noted. The data that live engagement technology can generate can be used to:

  • Create hyper-personalized experiences (drawn from real-time data)
  • Enable on-the-fly recommendations for content or sessions, for example
  • Fuel and guide post-activation marketing or sales outreach
  • Create intel and insights ranging from time spent at a stand to demographics to attendee journeys to reactions to output before, during and post-event, all of which can inform the best decisions for future activations across non-live platforms.

This powerful combination of tapping into the power of DOING, BELONGING and DATA makes experiential investments high ROI while also creating connections between brands and consumers unique, compelling, memorable and measurable.

 

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MGM Resorts is committed to fostering an inclusive and diverse culture, not just among employees and guests but also within its supply chain. The company prioritizes procuring goods and services from businesses owned by minorities, women, veterans, people with disabilities, LGBTQ individuals and those facing economic disadvantages. This commitment is integral to MGM Resorts' global procurement strategy.    Through its voluntary supplier diversity program, MGM Resorts actively identifies and connects certified diverse-owned suppliers to opportunities within its supply chain. The company is on track to spend at least 15% of its biddable procurement with diverse-owned businesses by 2025, demonstrating that supplier diversity is not only a social responsibility but also a strategic business imperative.    Supplier diversity isn’t just the right thing to do – it’s good for business. A diverse supply chain allows access to a broader range of perspectives and experience, helping to drive innovation, entrepreneurship and resilience, while strengthening communities. At MGM Resorts, engaging diverse suppliers ensures best-in-class experiences for guests and clients. Supplier diversity ensures a more resilient supply chain while supporting economic development in the communities in which it operates.   The impact of MGM Resorts' supplier diversity initiatives is significant. In 2023, these efforts supported over 3,500 jobs across more than 30 states, contributed over $214 million in income for diverse-owned businesses and generated more than $62 million in tax revenue. The story extends beyond the numbers – it reflects the tangible benefits brought to small and diverse-owned businesses, fostering economic empowerment in their communities.    MGM Resorts also supports the development and business skills of diverse-owned businesses through investment, mentorship and education. Through the MGM Resorts Supplier Diversity Mentorship Program, the company identifies, mentors and develops diverse-owned businesses to fill its future pipeline, while providing businesses with tools and resources to empower and uplift. Since 2017, the program has successfully graduated 105 diverse-owned businesses and is on track to achieve its goal of 150 graduates by 2025.     MGM Resorts’ commitment to supplier diversity not only enhances its business operations but also plays a crucial role in uplifting communities and fostering economic development. This approach reinforces the idea that diversity is a powerful driver of innovation and resilience, benefiting both the company and the wider community.