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Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
Trends in marketing and  business development
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Trends in marketing and business development

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  • 1. Trends in Marketing Management and Business Development ‘Creating new ventures’ Eduard Kruseman Senior Expert
  • 2. A Changing World Globalization; Information, technology oriented society; Companies feel responsibility for society and environment (CSR); More transparency, accountability and openess
  • 3. Customers Choose products and companies that satisfy deeper needs for creativity, community and idealism; Are more aware, more active, and more powerful than ever before; Are ‘value’ driven; Realize that their purchasing power has a global impact;
  • 4. Companies Realize they must reach these highly aware, technology-enabled customers. The old rules of marketing won’t help them to this; Companies must create products, services and corporate cultures that inspire, include, and reflects their customers’ values;
  • 5. Conclusion (1) A change from product- and consumer- based marketing to a holistic approach to customers as multidimensional, values driven people and potential collaborator; Branding is ‘complementary’ to poverty alleviation, socio-cultural change and environmental sustainability;
  • 6. Conclusion (2) New wave technology enables connectivity and interactivity of individuals and groups; Its major forces are: 1. Cheap computers; 2. Low-cost internet; 3. The rise of social (Facebook) and collaborative media (Wikipedia)
  • 7. Building Blocks of Marketing (the character of marketing has changed) What to offer Content Collaborative Marketing The Age of Participation (the stimulus) Context Cultural Marketing The Age of Globalization (the problem) How to offer Spiritual Marketing The Age of Creativity (the solution
  • 8. The Future of Marketing The classic model of marketing will still have some relevance; Changes in the business environment will continue a massive shift in marketing practises; Trusts exists more in horizontal relationships than in vertical relationships
  • 9. The future of Marketing The disciplines of marketing Today’s Marketing Concept Future Marketing Concept Product management The four P’s (product, price, place, promotion) Cocreation Customer Management STP (segmentation, targeting and positioning) Communitization Brand management Brand Building Character building
  • 10. Marketing the Mission / Values Consumers are the new brand owners; Good mission defined; Values will do you good; More focus on sustainability Shared values and common behavior; Story that moves people; Higher corporate brand value; Marketing the values to all ‘stakeholders’;
  • 11. Corporate Communications Expanding role for Corporate Communications; More attention on reputation management; More integrated communications Reshaping PR and Marketing; Social Media is a significant element encouraging integration (Prweek / Hill and Knowlton Corporate Survey 2010)
  • 12. Business Case for Marketing Changes in the business landscape emphasize the importance of sustainability; Adoption of sustainable practises will improve corporate brand value and to higher revenue growth; The corporate vision should embrace the concept of sustainability;
  • 13. Marketing to the post-growth market Social causes are an opportunity for growth and differentiation; Companies start to link their cause to their products; A move from philanthropy and cause marketing into socio-cultural transformation;
  • 14. Three steps to transformation 1.Identify social cultural challenges 2. Select target groups 3. Offer Trans- formational Solution Identify current and predict future challenges For immediate impact: select groups as middle class, women, elderly Provide behavior changing solutions Challenges may include wellness, education, social injustice For future impact: select children and youth Aim to more collaborative, cultural and creative transformation
  • 15. Unilever Business Strategy (1) Focusing resources on brands, categories and countries with the highest potential; Strong approach / commitment to Sustainability. Unparalleled footprint in the developing world helps fuel growth. Strong portfolio of foods, home and personal care brands is trusted by consumers the world over. Strong governance structures to manage social and environmental responsibilities.
  • 16. Unilever Business Strategy (2) €89m invested in community programmes worldwide in 2009. Food industry category leader in the Dow Jones Sustainability World Indexes for the 12th year running. €891m spent on R&D worldwide in 2009.
  • 17. Unilever Business Strategy (3) Supporting Local Businesses & Micro- enterprise; Supporting Education & Development; Initiating projects on sustainable agriculture; Contributions to the communities where Unilever operates.
  • 18. Enterprise Solutions to Scale (1) (Shell Foundation Strategy) Scale means different things to different people; Delivering cost-efficient solutions that impact large numbers of beneficiaries in multiple locations in ways that are ultimately financially viable and sustainable;
  • 19. Enterprise Solutions to Scale (2) Focus on (global) development challenges on energy, poverty and environment; Business-based thinking essential for solutions that are sustainable and scaleable; Linkages to (Shell and) partners;
  • 20. Enterprise Solutions to Scale (3) Strategic partnerships: 1. EMBARQ, sustainable solutions to urban problems in developing mega-cities; 2. ENVIROFIT, Reducing indoor air pollution through the sclae of improved cookstoves; 3. GroFIN, Sustainable job creation through supporting SME sector development in Africa;
  • 21. Enterprise Solutions to Scale (4) Lessons learned: 1. Achieving scale and of impact and sustainability is associated with newly created entities (Angel Philanthropy); 2. Creating scaleable and sustainable enterprises requires building core capacity (building sectoral pioneers); 3. From subsidy to earned income (market based approach);
  • 22. Twitter: The new mobile marketing? (1) How can you use Twitter for best effect?; How do you respond to tweets that ask questions you don’t want to answer?; Are other social media more appropriate for what you want to do; Why would anyone want to follow your corporate Twitter profile?
  • 23. Twitter: The new mobile marketing? (2) Twitter moves from early adaptor to early majority group; The Twitter community will become more open and perceptive to marketing activities that deliver value to them; The biggest opportunity might lie in direct response; The company can use direct response to begin a relationship with the customer;
  • 24. Resource Requirements (1) Management of your resources a key factor to success: 1. People; 2. Financial resources 3. Assets; 4. Business Plan
  • 25. Resource Requirements (2) Today acces to financial and non financial resources is greater than ever before and is increasing because of the internet; Selecting outside advisors and other professionals should create added value through their know-how and networks;
  • 26. Resource Requirements (3) www.gmarketing.com : creative marketing tips to help you outside the competition; www.score.org : source of free and confidential small business advice for entrepreneurs; www.businessfranchisedirectory.com : searchable database of franchise information and opportunities; www.businessplans.org : Business Resource Software
  • 27. Marketing Communication Manager (example profile) The Marketing Communication Manager is the expert for the Dutch Matchmaking market. The focus lies on lead and revenue generation as well as brand management via a variety of on- and offline marketing channels. Responsibilities will include: Annual development of a media plan; Contract negotiations with business partners as well as agencies to develop and optimize local activities; Collaboration with the PR agency in developing and implementing a strategy; Close collaboration with internal experts of various marketing departments at headquarters; Responsibility for the control of the marketing budget;

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