Not Paying Attention to the Desires of the Consumer 

If you’re simply copying an experiential marketing idea from a competitor or another brand without really thinking about what sort of experiences your unique target market desires, the chances are high that your efforts will fall flat.

“Having an intimate understanding of one’s consumer is the first and most important step when it comes to planning an experiential marketing event or campaign. The experience that you’re going to provide needs to resonate strongly with the right demographic in order to have a lasting effect,” comments Michelle Storey of Tradeway.

Not Thinking Holistically 

When planning an experiential marketing event, it is imperative that you think about the bigger picture in terms of your other marketing efforts, and your marketing plan as a whole. Do you currently have a campaign on the go? Perhaps your focus has been on promoting a new product or special? You need to think holistically and make sure that your event ties in with everything else in order to really make the most of your budget.

Not Providing Enough Opportunity for the Audience to Get Involved 

Remember, the whole point of hosting an experiential marketing event is to make it possible for the guests to interact with your brand and your team. While talks, workshops and motivational speeches all have their place, you also need to make sure that you allow for plenty of interaction in other ways. According to research, the best techniques include giving away free samples and involving guests directly in demonstrations.

Not Making Use of Influencers

Utilising relevant influencers via social media is a wonderful way in which to promote your upcoming event.

“While it may cost a little initially, the pay-out at the event will be well worth it. Influencers who are well-known by those who would be interested in your brand and what it has to offer can help you to double your turn-out, and then some!” says Michelle.

Door-to-door marketing is a canvassing technique that is generally used for sales, marketing, advertising, or campaigning, in which the person or persons walk from the door of one house to the door of another, trying to sell or advertise a product or service to the general public or gather information. People who use this sales approach are often called traveling salesmen, or the archaic name drummer, to “drum up” business. This technique is also sometimes called direct sales. A variant of this involves cold calling first, when another sales representative attempts to gain agreement that a salesperson should visit.

With the realization of telephone “Do Not Call” lists it is becoming increasingly more difficult to connect with consumers and business people. An emerging trend is the deployment of very professional, highly skilled door-to-door canvassers to drive product sales and brand awareness.

Coordinating, training and motivating these teams to produce results are at the very core of Fulcrum’s proven capabilities. Fulcrum has the knowledge and experience required to implement these programs, such as best days and times to canvass, who will sell the most product; male, female, young or mature and what geographics and demographics respond best to door-to-door marketing. Put Fulcrum’s experience to work for you and avoid the costly mistakes of trying to manage these programs in-house.

Hire and Train Door-to-Door Marketing Team

If you’re in charge of hiring people, that typically means that you’ve found success in Door To Door Marketing yourself. You know what it takes to be great, but now you’re stuck with an entirely new problem. How do you find others who will be just as good (if not better) and will stick around and grow into important influencers invested in the long term growth of the company? A great D2D sales company is a great recruiting company. So what does that greatness look like?

First off, you need to realize that you’re not going to hire a superstar every time. If you think you have found one, be careful. It’s not hard for someone to seem golden during one interview and you don’t want to be fooled.

Even if you think the candidate does have a lot of great experience working in the field for other companies, you have to realize that success doesn’t always translate. What worked for them at previous companies probably won’t work as well for you. In fact, their success will probably make them stubborn; after all, what reason do they have to follow your approach when they’ve figured out their own?

It’s also possible that the rep’s previous company might have had much better-developed training and selling systems than you do, and that system was the key reason they killed it. If you’re not developing a competitive system, what does that communicate about your company? The more dialed-in you are about a rep’s success, the more likely you are to attract and keep strong performers.