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To respect business privacy, the company name that appears in this case is referred to as “A†Group. “A†Group, a company established by Taiwanese investors, set up factories in China in its early years. Since the factory was launched, it experienced rapid growth. Within just a few years, its annual sales reached 50 million, and it gained a solid reputation within the industry.
In 2004, when the senior management of “A†Group reviewed the sales performance over the past three years, they noticed a slowdown in growth. The average annual growth had dropped to only 5%, compared to a previous rate of 20% per year. This decline raised concerns about a marketing bottleneck that the company was facing.
As a result, the executives decided to increase the advertising budget for 2005. At that time, a friend of mine was in charge of advertising and promotion within the group. He knew I worked for an advertising agency known for creative strategies, so we had a conversation about the situation at “A†Group. He expressed his doubts about whether increasing ad spending would truly solve the problem. He believed that the industry was traditional, and most marketing efforts were limited to trade magazines, exhibitions, outdoor ads, and online promotions—without much innovation. He couldn’t come up with a compelling plan to convince top management.
While increased advertising can boost brand awareness, the communication channels are often too narrow. Few executives spend time reading trade publications or searching online for products. In today’s competitive market, where buyers have more choices, competitors’ ads are overwhelming. Simply spreading the message isn’t enough anymore.
The real challenge for “A†Group was to find a breakthrough in marketing—one that could stand out among many similar products. It needed to be eye-catching, persuasive, and leave a lasting impression on potential buyers. I told my friend that what we needed was to create momentum and make “A†Group a household name. “A†Group was one of the most prominent companies in the country. In economic management, there's a concept called “Matthew Effect,†which suggests that the rich get richer and the poor get poorer. For example, if you see a long line at a butcher shop, you might join it without knowing why, just because others are doing so. That’s the kind of effect we wanted to create for “A†Group.
My friend shared this idea with the marketing director, who later contacted me. Soon after, I became the curator of the “Marketing Campaign†event for “A†Group. Creating momentum was easier said than done. The next question was: What should we use to build this momentum? Where was the entry point? How could we generate real impact?
I decided to conduct a market survey to understand brand awareness and consumer psychology among potential buyers. Two friends from my class, Wei Wei and Ah Bin, joined me. Together, we formed a planning team for the campaign. As “A†Group was producing machinery, we focused on the industry’s specific needs.
We found our entry point and began brainstorming the implementation plan. While developing the “marketing momentum†strategy, we also considered the feasibility of each proposal. We made sure every idea had a solid rationale. However, we soon hit a roadblock in our thinking.
That’s when I met He Jie, a Taiwanese administrative manager at a molding machinery manufacturer. From him, we learned some valuable insights. In the molding machinery industry, 60% of the businesses were owned by Taiwanese entrepreneurs. Every time they participated in exhibitions, they always bought peripheral equipment to display alongside their main products. This information gave us a clear direction for our campaign.
With this knowledge, we developed a comprehensive plan for the “marketing momentum†event. The “A†Group marketing department then took action. They contacted the organizers of the “International Machinery Exhibition†and obtained a list of all participating exhibitors. Then, they reached out to each one, offering to lend peripheral equipment for free. “A†Group would cover transportation costs and even send people to install the machines at the exhibition site. After the event, they would retrieve the equipment. This was a huge benefit for the exhibitors, saving them money and effort.
“A†Group selected the top three molding machinery manufacturers in the country and signed agreements to borrow their exhibition machines. These companies soon became customers of “A†Group. This agreement marked a major step toward the success of the campaign and helped strengthen the brand’s presence.
Meanwhile, the R&D department of “A†Group formed a project team to improve the design of the exhibition machines being loaned out. They focused on making the product more attractive and user-friendly, especially highlighting the “A†Group trademark.
On the day of the exhibition, 80% of the exhibitors used products bearing the “A†Group logo. This meant that no matter where attendees went, they saw the large “A†Group trademarks and products. The audience was stunned, wondering how “A†Group had suddenly captured 80% of the market. During the five-day event, the “A†Group booth was always packed with visitors.
This international exhibition brought in participants from over ten countries. The “marketing momentum†not only boosted the domestic market but also quickly expanded into overseas markets, giving “A†Group a global presence.
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