Why we work in a concept driven manner.
It may sound amazing, but many recent promotions are being developed without integration into an overarching concept. They serve selective targets and are produced because the previous action was produced, too.
Such a concept-free approach has its advantages: there are no concept costs and there are no new procedures that agency or employees have to adjust to. But there are its drawbacks: If the objectives of a measure are not defined, successes can not be grasped.
We like to be measured by success and therefore prefer to work on a conceptual basis.
The integration into marketing goals is as much a part of this as the communication strategy: what should the measures trigger at the receiver and how can the communication goals be achieved as effectively as possible?
This approach requires more focus on the part of everyone involved at the beginning of the path. However, it ensures that all communication activities and tools are used as efficiently and effectively as possible.
Without proper understanding of the target audience, finding the right address is difficult.
Therefore, Lünstroth meticulously investigates the questions about insights, personalities and thus the overall concept. How does the target group think and when could it 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 phone interviews or group discussions give the right picture of the mood.
However, a largely uninfluenced survey has become possible through the click and search behavior of the target group.
Analyzing these results often results in inclinations and correlations that were unpredictable but too important to ignore.
Digital channels offer a continuation to the analog world. The relevance of messages and channels must be right, as well as quantitative and qualitative communication.
Strategic planning for Lünstroth means not only to count contacts, but to use budgets more effectively.
As long as the scattering losses can not be minimized by the pure correlation of behavior, it makes sense to make a strategic statement on the behavior of the target group. This not only reduces wastage but also significantly increases the relevance of the response.
Positioning: inside and outside
The positioning of a company, its products or services should be prior to the development of communication strategies. Because without positioning in competition, there is no yardstick at which communication ideas can be measured.
The positioning is expressed in two perspectives: the external view of Brand Image and the internal perspective of Brand Identity.
Ideally, the internal viewers (employees) “see” the same positioning as the external viewers (customers).
If Brand Identity and Brand Image go apart too far, the positioning is unstable in medium and long term and thus unreliable.
Employer Branding and Brand Identity
Brand Identity is more important than ever in times of employee shortages and the associated employer branding.
In order to gain a competitive advantage, it is no longer sufficient in saturated markets to have a contemporary aesthetic in the area of corporate design. Therefore, the lived values that characterize the brand identity are decisive.
This functional deepening can not be achieved by designers alone, and strategists are also required here. If brand identity is to become an active motivational instrument for (global) growth, all the more so.
Lünstroth therefore not only pays attention to optimizing and adapting design elements, but also to positioning the company in competition. This, together with the decision-makers, will develop the most selective USP possible.
The USP is not only valid for products and services, but also for the company as an umbrella brand, for competitors, for Young Potentials and the position as employer and market participant.
Ideal is the emergence of a corporate myth that can be built by a memorable and catchy story of the company.
This story and the resulting brand values are helpful when it comes to anchoring the brand in the awareness of the target group and taking the decisive step as an employer brand.
We develop this story by referring to the company history and the lived values of the company.