"Peter Drucker once said, 'A company has only two basic functions: innovation and marketing.' Creativity acts as an emotional bridge between marketing and consumers, transforming passive information dissemination into active consumer participation. In the Marketing 3.0 era, companies compete not just through marketing, but through creativity as well.
'Have you lined up today?' This question echoed in December 2010 when a virtual queue quietly emerged in mainland China, sparking an internet frenzy. It was the famous Japanese casual wear brand UNIQLO launching its "LUCKY LINE" online queuing event in partnership with Renren.com. The campaign allowed netizens to join a virtual line at UNIQLO’s online store, offering prizes such as iPhone4s, iPads, travel vouchers, commemorative T-shirts, and discount coupons. This was another instance of UNIQLO's "universal queuing" strategy, following similar successful events in Japan and Taiwan that attracted 140,000 and 630,000 participants respectively.
Since the early 2000s, a new wave of marketing has taken hold, marking the beginning of the Marketing 3.0 era. This phase emphasizes innovation in media channels, experience content, and communication methods, with a strong focus on interactive virtual reality and the use of social media platforms.
In the Internet economy, creativity has become a key driver of marketing. Many businesses leverage creative strategies to break away from traditional approaches, allowing consumers to feel the corporate philosophy through interaction and actively engage with product information.
By early December 2010, UNIQLO had already started preparing for the event. On December 2nd, they launched a public homepage on Renren.com, attracting many fans. On December 3rd, they released an advertising campaign on a video site. By December 6th, all offline stores were promoting the event through brochures and posters.
"Line up online together!" Under the slogan "Let’s Go Online and Line Up!", a wide range of users responded enthusiastically. During the event, the interface continuously updated the list of winners, and their photos were posted on the public homepage of Uniqlo.com. In addition to daily random prizes and lucky number awards, Yang Wei from Shenyang became the first fan to complete 500 queues and won a set of global brand clothing.
Discount coupons offered during the 14-day event were almost always available, ensuring that most participants received one. This not only boosted engagement on Renren but also drove more traffic to physical stores, increasing sales.
The event attracted over 1.33 million participants, becoming one of the most influential online activities of 2010. Combining online trends with offline promotions, it successfully integrated online and offline resources, boosting the Uniqlo brand through two weeks of campaigns.
Uniqlo’s choice of Renren as an exclusive partner was due to its flexible cooperation and young user base, who resonate with Uniqlo’s fashion-forward image.
"Line marketing" became a phenomenon for Uniqlo, transforming the mundane act of queuing into an engaging online experience. Users could choose their favorite animals and scenes, making it appealing to younger audiences. The concept of "queuing" was reimagined, creating a "queue effect" that drew more people in.
As a real-name social platform, Renren automatically updated personal content after participating in the event, creating a ripple effect in social circles and amplifying communication.
The flagship Uniqlo store in Nanjing West Road, Shanghai, opened with a buzz. The entrance was designed to manage customer flow, creating a visually striking queue that enhanced brand perception.
Whether online or offline, Uniqlo effectively engaged consumers, using incentives and fresh ideas to generate greater network and social impact. This marked a successful example of innovative marketing in the digital age.
For Chinese apparel brands, the lesson is clear: traditional marketing methods lack interactivity and fail to engage modern consumers. Brands like Jeanswest, Benny Road, and Giordano need to embrace the power of the internet, focusing on interactive experiences rather than just showcasing products.
Beyond "queuing+incentivization," other strategies like group buying and flash sales can be used to create ongoing engagement. By leveraging the internet, brands can enhance their visibility and build stronger relationships with consumers.
Creativity remains the driving force behind marketing. As Peter Drucker emphasized, innovation and marketing are essential for business success. When products and marketing approaches become homogenized, it’s creativity that adds emotional value, making brands stand out.
Taiwan’s creative master Yao Renlu shared a story about selling dead roses to couples about to break up—showing how unique ideas can create new markets. Similarly, creative marketing can drive brand awareness and even reshape markets.
In 2009, the Queensland Tourism Bureau launched a global recruitment for a "best job in the world" at the Great Barrier Reef, which became a massive success. The campaign generated over $70 million in PR value, proving the power of creative marketing.
McDonald’s also leveraged social media by partnering with Renren.com for a campaign encouraging users to meet up for summer drinks. Meanwhile, German menswear brand Binbao used Weibo to engage fans with fashion trends, limited-time offers, and CEO interactions, boosting brand awareness significantly.
From the "best job in the world" to UNIQLO’s online queue, these examples highlight the transformative role of creativity in marketing. It adds entertainment, interaction, and experience, allowing brands to connect with consumers in meaningful ways. Marketing is no longer about passive information delivery—it’s about active participation through fun and innovative methods.
Creativity becomes the emotional bond between marketing and consumers, turning passive communication into active engagement. In the Marketing 3.0 era, it’s not just about marketing, but about creativity. (Author: Asi)
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