Understanding branded flash mobs: The nature of the concept, stakeholder motivations, and avenues for future research

Grant, Philip

doi:10.1080/13527266.2013.875930

Cited by 5 publications

(4 citation statements)

References 38 publications

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“…Hutter and Hoffman (2011) defined guerrilla marketing as unconventional, low-cost publicity campaigns that have as a core purpose to attract the attention of target markets, causing surprise and prompting the audience to spontaneously collaborate with the campaign by spreading it through other consumers. Guerrilla marketing comprises ambient marketing, sensation marketing, and viral marketing (Hutter and Hoffman 2011), as well as more recent techniques as branded flash mobs (Grant, 2016). These approaches are characterized by being different and innovative when compared to traditional marketing techniques and have as an objective to instigate surprise by non-anticipation and emotion.…”

Section: Literature Reviewmentioning

confidence: 99%

“…These approaches are characterized by being different and innovative when compared to traditional marketing techniques and have as an objective to instigate surprise by non-anticipation and emotion. Guerrilla marketing aims to challenge the saturation of traditional marketing communication means, living side by side with consumers (Nufer, 2013) and implementing unexpected communication practices to attract its targets (Grant 2016). McNaughton (2008) argues that the main power of guerrilla communication lies in its public relations' role, overcoming traditional media saturation and fragmentation, and driving consumer interaction.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Generations will renovate themselves and it's easier for the younger ones to accept different things." (Interviewee 7) Discussion Following Nufer (2013) and Grant (2016), guerrilla marketing can be considered by B2B managers a valid strategy to challenge the saturation of traditional campaigns, causing greater impact on an audience that does not expect to be treated outside its corporate format. In fact, Levinson (2007) suggests that the inclusion of the guerrilla marketing concept intends particularly to disrupt the way companies manage their businesses so as to maximize the promotion of its resources, thus being a beneficial strategy for B2B managers.…”

Section: Facilitators and Inhibitors Of Guerrilla Marketing Adoption By B2b Managersmentioning

confidence: 99%

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On Using Guerrilla in Business-to-Business Communication: The Managers’ Views

Barbosa

Silva

Santos

et al. 2018

CBUP

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Guerrilla marketing is an innovative approach to communicate with customers and to capture their attention essentially due to its inherent creativity, unconventional media, and low cost. Despite the interesting contributions in the literature on this topic, most of what is known about guerrilla marketing is confined to its use and impact on consumers. This study aims to fill a gap identified in the guerrilla marketing literature by conducting an exploratory research study on the propensity of performing guerrilla marketing campaigns in a Business-to-Business (B2B) context. The research objectives of this paper are (i) identifying the perceptions of B2B managers on guerrilla marketing campaigns and (ii) exploring determinants of the adoption of guerrilla marketing campaigns targeted at corporate customers.We present the results of a qualitative research study comprising 12 semi-structured interviews with managers of different business areas. A content analysis was performed using Nvivo software.Participants in this study demonstrated that B2B managers recognize and value the advantages associated with guerrilla communication, which is in many instances seen as useful and viable for the B2B sector. The propensity for adoption is dependent on internal factors such as corporate culture, managers’ and collaborators’ profiles, risk-proneness, market share, and product innovativeness, but also on the sector’s usual practices of innovation and communication. Guerrilla marketing campaigns are more appropriate for attracting new B2B customers and need to be carefully adapted to the targets' profiles and preferences.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Facilitators and Inhibitors Of Guerrilla Marketing Adoption By B2b Managersmentioning

confidence: 99%

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On Using Guerrilla in Business-to-Business Communication: The Managers’ Views

Barbosa

Silva

Santos

et al. 2018

CBUP

View full text Add to dashboard Cite

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“…Marketers, eager to capitalize on flash mobs' potential for promoting products or fostering brand awareness, latched on (cf. Grant, 2014;Lum, 2010). In Summer 2005, a series of 'flash concerts', sponsored by Ford Motor Company and Sony Digital Pictures, became emblematic of this cooptation: ten free unannounced-until-the-last-minute concerts performed by hot and emerging music artists in secret locations across the USA.…”

Section: The Virtuous Flash Mobmentioning

confidence: 99%

The medium is the mob

Shapiro

2017

Media, Culture & Society

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Conventional narratives frame flash mobs as exemplary of the broader changes in politics, culture, and social relations brought on by new media technologies. Missing from these stories is an account of the mob itself. How do we make sense of the mob’s intensities, of the sublime power that emanates from the congregation of bodies together in space, and the ambiguities with which those intensities are received – without reducing these dimensions to the overdetermined power of a new medium? Using a broader theorization of mediation, I argue that the mob needs to be accounted for as a medium unto itself, that flash mobs present a complex ‘intermedium’ relationship between new media and the mob as a powerful but ambiguous social mediation, and that by attributing the apparent power to new media technologies, we risk undermining the efficacy of the mob as a political figuration.

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Does the guerrilla win, if he does not lose? Advertising media practitioners' views on guerrilla marketing challenges and potential negative consequences

Roux

2020

Journal of Public Affairs

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The purpose of this article is to offer an advertising media practitioners' perspective on guerrilla marketing challenges and negative consequences. In‐depth qualitative interviews were conducted with practitioners with extensive experience in guerrilla marketing campaigns in the South African context. Two themes and four related subthemes emerged from the data, namely, economic implications and potential societal impact of guerrilla marketing. The result and guidelines to evaluate guerrilla marketing challenges and potential negative consequences to consider shed some light for businesses employing or considering this platform. Marketers should not only focus on the advantageous guerrilla effects but must also be aware of the potential disadvantageous effects on consumers, the market, and society. Due to the unconventional and out‐of‐home nature of guerrilla activities, ethical, legal, and social boundaries must be balanced with potential positive outcomes. The current literature focussed predominately on the consumers' positive response towards guerrilla marketing. This article bridges a gap in the existing literature and is one the first studies on the potential negative consequences and challenges of guerrilla marketing campaigns.

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Understanding branded flash mobs: The nature of the concept, stakeholder motivations, and avenues for future research

Cited by 5 publications

References 38 publications

On Using Guerrilla in Business-to-Business Communication: The Managers’ Views

On Using Guerrilla in Business-to-Business Communication: The Managers’ Views

The medium is the mob

Does the guerrilla win, if he does not lose? Advertising media practitioners' views on guerrilla marketing challenges and potential negative consequences

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