It may sound amazing, but many current advertising efforts are developed without being integrated into an overarching concept. They serve specific goals and are produced because the previous measure was also produced.
Such a concept-free approach has many advantages: there are no conceptual costs, and there are no new procedures to which the agency or employees would have to adapt. But it also has disadvantages: if the objectives of a measure are not defined, success is not detectable.
Lünstroth is happy to measure success and therefore works on a conceptual basis. The integration into marketing goals is as important as the communication strategy: what should be the actions at the recipient and how can the communication targets be achieved as effectively as possible?
This approach requires more effort on the part of all participants at the beginning of the journey. On the other hand, however, it ensures that all communication measures and means are used as efficiently and purposefully as possible.
Without the proper understanding of the target group, it is difficult to find the right approach.
Therefore, Lünstroth meticulously examines the questions about insights, personalities and thus the overall concept.
How does the target group think and when they might prefer a competitor and thus the competing offer? What does the target group really want?
In answering these questions classical market research reaches its limits. Only rarely do telephone interviews or group discussions give the right picture of the mood.
A largely unaffected survey was made possible by the click and search behavior of the target group.
By analyzing these results, there are often tilt images and correlations, which were not foreseen, but far too important to ignore.
Lünstroth takes the data search and the target-oriented interpretation for you.
Digital channels offer a continuation to the analog world. The relevance of the messages and the channels must be perfect, as well as the quantitative and qualitative communication.
For Lünstroth, strategic planning means not only counting contacts but also making more effective use of budgets.
As long as the scattering losses cannot be minimized by the pure correlation of behavior, it is useful to make a strategic reference to the behavior of the target group.
Thus, scattering losses are reduced and leads to a conclusive communication with high relevance.
Brand Identity is more important than ever in times of lack of employees and the necessary employer branding.
In order to secure a competitive edge, it is no longer sufficient to have a contemporary aesthetic in the area of corporate design on saturated markets. Therefore, the values that characterize the brand identity are decisive.
This function cannot be afforded by designers alone, so that strategists are also required. If brand identity should be an active motivation tool for (global) growth, this is all the more true.
Therefore, Lünstroth not only looks after the optimization and adaptation of design elements, but also the positioning of the company in competition. Together with the decision makers, a USP that is as separate as possible is developed.
The USP is not only for products and services, but also for the company as an umbrella brand, for competitors, for young potentials and the position as an employer and market participant.
The emergence of a brand myth is ensured by the commitment to the roots of the company values, which in turn results in a noticeable and “catchy” story of the company and its brand(s).
This story and the resulting brand values are decisive when it comes to pushing into the consciousness of the target group and pushing out competition on the employment and commodity market.
Because of these changed perceptions of market actors, Lünstroth works in this area thoroughly and sustainably success-oriented.