Make It Memorable

Why do some brands become part of our traditions while others disappear after the latest promotion? The answer often comes down to branding. Successful brands create experiences and associations that give consumers a reason to remember, recognize, and return.

Halloween 2026 offers some fascinating examples. Rivian partnered with Ghostbusters, bringing nostalgia to life through interactive vehicle features, special experiences, and familiar characters. Pringles took a different approach, turning an unusual piece of its company history into a memorable burial urn promotion. And Twix brought back its Zombie Claus character, blending Halloween and Christmas into a recurring campaign. What do these campaigns have in common? They give consumers more than a product or advertisement. They create something distinctive that people want to talk about and experience.

In his article about Halloween traditions, Marc Berman makes another important observation.  Successful brands give customers something familiar to anticipate while introducing just enough novelty to keep things interesting. Think Starbucks’ Pumpkin Spice Latte or Chipotle’s annual Boorito promotion. These recurring experiences become part of the brand itself. There is an important marketing lesson here. Strong branding isn’t simply about having a recognizable logo, clever slogan, or memorable advertisement. Instead, it’s about consistently delivering experiences that reinforce what a brand represents.

But attention doesn’t automatically translate into loyalty. Marketers still need to ask: Did consumers remember the brand? Did the campaign strengthen its identity? Did customers return? The takeaway is that great marketing gives consumers a reason to care about a brand, remember it, and come back for more.

Class Discussion and Activities

  1. Pringles used an unusual piece of its history to create a memorable promotion. How can a company’s history and heritage become a competitive advantage?
  2. Rivian partnered with Ghostbusters. What are the potential benefits and risks of associating a brand with a famous entertainment property? Could the partnership overshadow Rivian?
  3. Why might a recurring promotion, such as Starbucks’ Pumpkin Spice Latte, become part of a brand’s identity? What makes consumers anticipate its return?
  4. Can a campaign be creative, entertaining, and widely discussed but still be unsuccessful from a marketing perspective? What metrics would you use to evaluate its effectiveness?
  5. The brand memory test. Show students the following three campaign videos Rivian/Ghostbusters, Pringles’ urn, and Twix’s Zombie Claus. Ask students to identify the brand, the product, and the central message they remember from each campaign.
  6. Create the next brand tradition. Form small teams and ask students to select a consumer brand and develop a recurring annual promotion or experience that customers would anticipate. It could involve a limited-edition product, an annual event, a collectible, or a customer participation opportunity. Teams deliver a one-page marketing proposal explaining the concept, brand fit, customer value, and how the company would measure success.
  7. Brand identity makeover. Divide students into groups and assign each group a familiar consumer brand. Have them develop a seasonal promotion that reinforces the brand’s existing identity rather than simply attaching a holiday theme to its products. Deliverables may include a campaign concept, target audience, tagline, and explanation of how the idea reinforces brand equity.

Sources: Barkere, Matt, (15 Oct 2026), The 2026 Halloween ads worth screaming about, Adweek; Berman, Marc, (31 Oct 2026), From ‘The Simpsons’ to Starbucks: The Halloween marketing lesson brands shouldn’t miss, Inc.; Herren, Parker, (23 Oct 2026), Halloween 2026’s best campaigns – and what they can teach brands, Ad Age.

Leave a comment

Filed under Classroom Activities

Calling all Data Detectives

Can marketers predict what customers will buy or are they just making educated guesses? Imagine you’re planning a pop-up experience for a new technology brand. Hundreds of students stop by, take photos, and interact with the product. Your campaign looks like a hit. But did anyone become a customer? That question is changing how marketers approach marketing research, data, and sales forecasts.

Experiential marketing agencies such as De-Yan and George P. Johnson are moving beyond attendance counts to measure consumer behavior, brand sentiment, and business outcomes. De-Yan discovered that visitors to a Louis Vuitton cosmetics installation spent an average of just 35 seconds interacting with a shade of lipstick. The finding helped the agency rethink how much content future experiences should deliver. Meanwhile, fintech company Chime is using AI-powered research and marketing tools to make faster decisions. Its marketing team uses simulated consumer segments, marketing mix modeling, and advertising performance data to explore how changes in marketing spending might affect business growth.

Here’s where marketing research gets interesting. Data isn’t just about reporting what happened, but rather it’s about predicting what might happen next. For marketers, that means connecting event participation and qualified leads to sales pipeline and revenue. But a lead isn’t a sale, and a forecast isn’t a guarantee. Marketers must test assumptions, compare results with appropriate benchmarks, and consider whether customers would have purchased anyway. The next time a brand claims its campaign was a success, ask three questions: What did it measure? What does the data predict? And did those predictions translate into sales? That is how marketers turn research into smarter decisions and propel marketing budgets into strategic investments.

Class Discussion and Activities

  1. If an event generates thousands of interactions but few qualified leads, should a marketer consider it successful? Why or why not?
  2. How could Chime use marketing modeling to decide whether to invest more in digital advertising, experiential marketing, or another channel?
  3. What are the risks of using AI-generated consumer research or simulated customer segments instead of interviewing actual customers?
  4. Forecast the next campaign. In small groups, design a marketing activation for a software company. Identify three KPIs, estimate how many qualified leads it might generate, and explain the assumptions behind your forecast. Then identify what additional data you would need to improve its accuracy.
  5. Investigate an AI marketing tool. Visit Google Analytics and Google Trends. Explore how marketers might use behavioral or search-interest data to identify customer demand. Select one trend or metric, explain what it might predict about customer behavior, and identify one limitation of using it to forecast sales.

Sources: Doerrer, Brandon (15 Oct 2026), Measuring experiential marketing—how brands track sales, sentiment and behavior, AdAge; Sloane, Garrett (15 Oct 2026), AI tools for marketing—how Chime brings research, creative and media in-house, AdAge.

Leave a comment

Filed under Classroom Activities

Global Brands Connect Across Cultures

What happens when an American cartoon character becomes the face of a Japanese food brand or a solar battery becomes a global marketing story by powering an isolated house in Iceland? Both examples reveal an important lesson in global marketing. Connecting a product’s value to the people, cultures, and experiences make it meaningful.

Consider KEWPIE mayonnaise. Its cherub-like mascot was created by American illustrator Rose O’Neill in 1909, but the character became closely associated with Japanese food culture after the brand adopted it. Now, KEWPIE is bringing the mascot back to the United States through a seven-week tour featuring food trucks, free samples, collectible merchandise, and a chance to win a trip to Japan. Rather than simply advertising mayonnaise, KEWPIE is using cultural storytelling, food, and shared experiences to build relationships with American consumers. The strategy connects the brand’s Japanese identity with a surprising piece of American history.

Meanwhile, energy company EcoFlow is taking a different approach. By installing solar panels and a battery system in an isolated Icelandic hunting lodge, the company demonstrates its technology in an extraordinary setting. The installation transforms a technical product demonstration into a compelling story about renewable energy, innovation, and independence. What connects these campaigns? Both make a product’s benefits tangible through memorable experiences. Yet their strategies differ. KEWPIE emphasizes cultural symbolism, community, and food, while EcoFlow highlights technological capability and sustainability.

For global marketers, the challenge is balancing consistency with cultural relevance. A recognizable mascot, a shared concern about energy, or a familiar food experience can help a brand succeed globally, but meanings and motivations may vary across markets. Successful global marketing requires understanding those differences rather than assuming consumers everywhere want the same things. Importantly, global brands do not just export products. They create stories, symbols, and experiences that help consumers understand why those products matter.

Discussion Questions and Activities

  1. How does KEWPIE’s American-origin mascot strengthen its brand story in the United States? Would the same story be equally effective in Japan or another market? Why?
  2. Why might a cherub-like mascot, Japanese mayonnaise, or a shared food experience mean different things to consumers in different countries? Referencing Geert Hofstede’s 6 Dimensions model of national culture, explore cultural differences using The Culture Factor’s country comparison tool.
  3. What consumer needs do KEWPIE and EcoFlow address beyond their products’ basic functional benefits? Consider emotional benefits, identity, convenience, and lifestyle.
  4. Which elements of KEWPIE’s campaign should remain consistent across countries, and which should be adapted to local markets? Explain your reasoning.
  5. Global Brand Makeover. In small groups, assign each group a country and ask them to adapt KEWPIE’s promotional campaign for that market. Students should develop a cultural symbol or creative concept, a promotional event, and a social media idea. Each team will deliver a short pitch explaining what they would keep consistent globally and what they would adapt locally.
  6. Design a Global Launch. Student teams select a product, such as a portable power station, reusable water bottle, or food brand. They choose two countries and develop a basic global marketing strategy for each. Then, teams identify the target market, positioning, promotional message, and one cultural consideration. Teams can submit a one-page plan or present their ideas to the class.
  7. Global Marketing Research. Each student will research one brand that markets products in at least two countries. Using official brand websites and credible outside sources, they compare packaging, advertising, pricing, product features, or promotional messages. Students can provide a brief comparison identifying three similarities, three differences, and one recommendation for improving the brand’s global marketing strategy.

Sources: Nudd, Tim, and Doerrer, Brandon (14 Oct 2026). EcoFlow brings solar power to the world’s loneliest house, Ad Age; Nudd, Tim and Doerrer, Brandon (14 Oct 2026) Kewpie brings its famous mascot home to America in new tour, Ad Age; KEWPIE Americas. (14 Oct 2026), More than mayo: KEWPIE hits the road to celebrate its century-old icon’s return to America [Press release], PR Newswire.

Leave a comment

Filed under Classroom Activities