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Marketing Genius Live in Jakarta with Peter Fisk (Summary)

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Summary of the one day masterclass by Peter Fisk ... including new customer research, extracts from next book Gamechangers, new case studies from across the world, 50 strategies for marketing, and a …

Summary of the one day masterclass by Peter Fisk ... including new customer research, extracts from next book Gamechangers, new case studies from across the world, 50 strategies for marketing, and a manifesto for marketing ... More information from peterfisk@peterfisk.com ... A wide range of additional keynotes, workshops and consulting solutions are also available, and in partnership with IE Business School

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  • 1. Marketing Genius with Peter Fisk Innovative strategies for profitable growth Jakarta, Indonesia, 26 June 2014
  • 2. Marketing Genius with Peter Fisk Innovative strategies for profitable growth Jakarta,Indonesia, 26 June 2014 0900 – 1030 : Part 1 Market strategies for growth 1100 – 1230 : Part 2 Building contagious brands 1530 – 1700 : Part 4 Customer and business impact 1330 – 1500 : Part 3 Innovative customer experiences • Worldchanging • Growth opportunities • Market strategies • Gamechangers • Strategic innovation • Creative and collaborative • New business models • Enabling customers to do more • Customer-centric business • Revenue, profit and value • 50 strategies to take away • The new marketers • Customer agenda • Brands with purpose • Customer propositions • Stories and social movements Twitter: @geniusworks Email: peterfisk@peterfisk.com Website: www.theGeniusWorks.com
  • 3. Hello! Professor Peter Fisk is a bestselling author, inspirational keynote speaker and expert consultant in strategy, innovation and marketing. He is the founder of GeniusWorks, a boutique consulting firm helping clients around the world to develop more innovative business and brand strategies, and also a visiting professor at IE Business School, one of the world’s top ranked business schools. He features on the Thinkers 50 “Guru Radar” as one of the best new business thinkers. Having trained as a nuclear physicist, Peter moved to managing brands like Concorde at British Airways, helping Microsoft to adopt a value-based marketing model, and Virgin to launch into new markets. He has worked in every sector and region of the world. As CEO of the world's largest marketing organisation, the Chartered Institute of Marketing, he became a global authority on what's best and next in business and markets. Finding his own space, he launched GeniusWorks, with offices in London, Istanbul and Dubai. He works across every sector and region – from banking to chemicals, food and drink to media, technology and travel … and with clients as diverse as Aeroflot and Coca Cola, DSM and HSBC, Microsoft and Philips, Red Bull and Santander, Tata Steel to Time Warner, Virgin and Visa, Vodafone and Volkswagen - to think bigger and smarter, develop innovative strategies, bolder brands, and accelerate growth. Peter’s best-selling book "Marketing Genius" explores the left and right-brain challenges of success, and is translated into 35 languages. It was followed by five others – “Business Genius” on leadership and strategy, “Customer Genius” on customers and experiences, “People Planet Profit” on sustainable innovation - and most recently "Creative Genius" defining what it takes to be Leonardo da Vinci in the 21 Century. His new book "Gamechangers ... Are you ready to change the world?" is published in 2014, based on extensive research into the 120 companies who are shaking up markets, and making sense of how they innovate and win. It explores the challenges of new markets, changing customers, brand building, digital media, new business models, inspiring leadership and positive impact. Peter was described by Business Strategy Journal as "one of the best new business thinkers". He is thoughtful and practical, combining high-energy keynotes with high-impact workshops. Each one is uniquely designed for the specific audience, their issues and aspirations. Helping people to find their own space, to be leaders of change - to be bold, brave and brilliant. Email: peterfisk@peterfisk.com Twitter: @geniusworks Website: www.theGeniusWorks.com Next book: www.Gamechangers.pro
  • 4. Marketing framework © GeniusWorks 2014 peterfisk@peterfisk.com
  • 5. Part 1 Market strategies for growth • Worldchanging • Growth opportunities • Market strategies • Gamechangers
  • 6. VUCA WORLD
  • 7. Volatile Uncertain Complex Ambiguous
  • 8. Vibrant UnREAL Crazy Astounding
  • 9. Worldchanging decade 2010 Pop 6.9Bn GDP $63T G7 2020 Pop 7.7Bn GDP $90T E7 © GeniusWorks 2014 peterfisk@peterfisk.com
  • 10. 21C economic shift The biggest power Shift in history
  • 11. guiyang circle Guiyang China 106.6° E, 26.6° N 4100km radius Most of the world Lives here …
  • 12. Middle world … Global population has doubled in the past 50 years, with a shift from low to middle income groups, a new consumer generation (OECD) Young and old … As life expectancy has boomed, now over 70, and births have declined, from 5 to 2.5, we live longer, with different priorities (UN). Mega cities … Urban populations will grow from 3.6bn in 2010 to 6.3bn by 20, representing 96% of the global population growth (World Bank) Flood warning … By 2050 at least 20% of us could be exposed to floods, including many cities, an economic risk to assets of $45 trillion (World Bank). Business life … Over 40% of companies in the Fortune 500 in 2000 were not there in 2010. 50% will be from emerging markets by 2020. (Fortune) Made in the world … 55% of all products are now made in more than one country, and around 20% of services too (WTO) Small is better … 70% of people think small companies understand them better than large.The majority of the world’s business value is now in privately owned. Corporate trust … While 55% of adults trust businesses to do what is right, only 15% trust business leaders to tell the truth (Edelman).
  • 13. Always on … 24% of world population has a smartphone, typically checking it 150 times per day, spending 141 minutes on it (Meeker) Digital markets … 80% of websites are US-based, 81% of web users are non-US based, 70% of the value of all e-commerce transactions are B2B (IAB) Instant content … Content on the internet tripled between 2010 and 2013. 70% is now video.The half-life of social content is 3 hours (bit.ly) Future energy … By 2017, there will be close to $11 Billion in revenue from 35-million homes generating their own solar or wind power (GIGAom) Bland brands … 73% of people say they wouldn’t care if the brands they used disappeared. 62% say they are not loyal to any brands (Ad Age) Customer emotions … 70% of buying experiences are based on how people feel, loyal customers are typically worth 10 times their first purchase (McKinsey). Service costs … 7 times more to acquire customers than keep them, 12 positive experiences to make up for one unsolved negative experience (IBM) Family life … The amount of time parents spend with their children continues to go up, fathers spend three times more than 40 years ago (Meeker)
  • 14. east small west big +genius manyfew
  • 15. Disruptive Technologies
  • 16. imaginationcapability +genius agilitystability transformingimproving
  • 17. A new customer world
  • 18. Every minute
  • 19. Customer pull profit Business push volume +genius
  • 20. A new business world
  • 21. Think different
  • 22. Time to think bigger
  • 23. 23&Me DNA Profile $99 Anne Wojcicki
  • 24. airBNB Optimising assets Brian cheskey
  • 25. Juan Valdez cafe Coffee Grower cafes Luis Genaro Munoz
  • 26. Moven Human direct bank Brett King
  • 27. GRAAL BIO ALTERNATIVE ENERGY BERNADO GRADIN
  • 28. AZURI TECH Pay as you go power Simon Garth
  • 29. RASPBERRY PI £20 circuit boards EDEN UPTON
  • 30. RENOVA COLOUR TOILET PAPER PAULO MP DE SILVA
  • 31. zipcars carshare per minute Antje danielson
  • 32. MAYRIG RESTAURANT ARMENIAN CULTURE ALINE KAMAKIAN
  • 33. zidisha P2p lend to FArmers Julia Jurnia
  • 34. REDBUS INDIA Online bus system PHANINDRA SAMA
  • 35. Narayana hospitals AFFORDABLE SURGERY Dr DAVI SHETTY
  • 36. AIR ASIA new middle travel Tony Fernandez
  • 37. Square Payments ANYWHERE With docomo
  • 38. Virgin Galactic Transforming travel Richard Branson
  • 39. There will be nearly 1 billion middle-class consumers in China and India by 2020 - demanding “more, better, now” for themselves and their children. Asian billionaires are growing rapidly: in 2001, China had 1 billionaire and India had 4; today, there are 115 billionaires in China and 55 in India. China and India will give rise to some of the world’s most powerful companies. China already has 3 of the world’s top 10: PetroChina, China’s ICBC bank, and China Mobile. 80 million Chinese and 54 million Indians will become college graduates over the next ten years. Over the same period, the USA will see just thirty million new college graduates. China is transforming its economy 10 times faster than then industrial revolution, with a 100 times more people, (and therefore with potentially 1000 times more impact). Most significantly in the region itself.
  • 40. Consumption in the “emerging” (fastest growing) markets will grow by $18 trillion between 2010 and 2025, compared to $8 trillion growth in developed markets. Are we focusing most of our future on these markets? When USA becomes self-sufficient in oil by 2020,the dynamics of the Middle East will fundamentally change. China/India’s new dependency will transform global trade, and the influence of new markets. The biggest impact of the re-balance of economic power from west to east, is the decline of public and rapid re-emergence of private ownership, particularly families, with different strategic purpose and priorities. Google, Microsoft, Facebook (plus emerging networks like Alibaba and QQ) will become the “platforms” for next generation consumers, brands and businesses. Are we thinking of “platform” markets, and how to use them? If you consider that $6 billion people in the world have mobile phones, and only 2.5 billion people have bank accounts, then that is a huge opportunity for mobile banking (and for new businesses like Monetise).
  • 41. generation x y z
  • 42. generation x y z
  • 43. mexico 1968
  • 44. Zurich 1982
  • 45. seattle 1992
  • 46. © Peter Fisk 2013 Gamechangers.pro “Change the game” in 4 dimensions
  • 47. © Peter Fisk 2014 Gamechangers.pro 16 ways to innovate your business Brand innovation Purpose innovation Strategy innovation Concept innovation Structural innovation Process innovation Resource innovation Financial innovation Market innovation Customer innovation Experience innovation Relational innovation Pricing innovation Channel innovation Service innovation Product innovation
  • 48. The GROWTH WHEEL New brands New experiences New categories New partnerships New channels New ventures New business models New processes New organisations New acquisitions New consumers New propositions New editions New promotions New pricing New concepts New applications New products New services New geographies Operational Growth Innovative Growth Structural Growth Marketspace Growth © GeniusWorks 2014 peterfisk@peterfisk.com
  • 49. © GeniusWorks 2014 peterfisk@peterfisk.com
  • 50. Coca Cola
  • 51. Finding new spaces Customers Countries Capabilities Categories © GeniusWorks 2014 peterfisk@peterfisk.com
  • 52. Profit potential Marketgrowth Market mapping
  • 53. Bulk water Retail water Juice drinks Ready-to-drink tea Sports drinks Juices and nectars Carbonated Soft-drinks Ready-to-drink coffee The Coca-Cola Company Other brands Bubble size reflects estimated global beverage profits Industry unit margins ($) 5yearaveragegrowthrate COKe’s MarKet MaP © GeniusWorks 2014 peterfisk@peterfisk.com
  • 54. Juices and nectars Mineral water RTD coffee Purified water Fruit drinks RTD tea Sports drinks Energy drinks Bulk water Powders 1. Build capability and accelerate 2. Grow margins 3. Participate selectively 4. Approach differently 5. De-emphasise Market attractiveness Strategicfit COKe’s MarKet MaP © GeniusWorks 2014 peterfisk@peterfisk.com
  • 55. +genius
  • 56. Market strategy Secure competitive advantage in chosen markets Create an approach to do this profitably and in a sustainable way. Focus resources on the most attractive markets. Market strategy is about making choices Where should I focus? What makes me different? How will we win? © GeniusWorks 2014 peterfisk@peterfisk.com
  • 57. Change Why Enabling Collaborative Intelligent audacious Networked
  • 58. audacious
  • 59. Intelligent
  • 60. Networked
  • 61. Collaborative
  • 62. Change Why Enabling
  • 63. es 1. 23 & Me 2. Aravind 3. Epocrates 4. Genentech 5. Intuitive Surgical 6. Narayana H 7. Organova 8. PatientsLikeMe 9. Scanadu 10. Second Sight 1. Amazon 2. Aussie Farmers 3. Etsy 4. Fab 5. Le Pain Q 6. Magazine Luiza 7. Positive Luxury 8. Trader Joe’s 9. ZaoZao 10. Zilok 1. Apple 2. Beats 3. Godrej 4. Lego 5. Method 6. Natura 7. Nike+ 8. Oculus Rift 9. Pebble 10. Renova 1. Alibaba 2. ARM 3. Bharti Airtel 4. Dropbox 5. Giff Gaff 6. Google X 7. Raspberry Pi 8. Samsung 9. Tencent QQ 10. Xiaomi 1. Aeromobil 2. Air Asia 3. Airbnb 4. Emirates 5. Kulula 6. Moveo 7. Pipistrel 8. RedBus 9. Virgin Galactic 10. Zipcars 1. 3DHubs 2. Corning 3. DP World 4. Dyson 5. Embraer 6. Local Motors 7. Space X 8. Syngenta 9. Tata 10. Tesla 1. Aeroshots 2. Beauty’in 3. Danone 4. Graze 5. Juan Valdez 6. LA Organic 7. Moa Beer 8. Nespresso 9. Yeni Reki 10. Zespri 1. Ashmei 2. Desigual 3. Editd 4. Gilan 5. Greenbox 6. Indetix 7. Patagonia 8. Rapha 9. Threadless 10. Tom’s 1. Alior Sync 2. Commonwealth 3. Fidor 4. First National 5. Handelsbanken 6. Moven 7. M-Pesa 8. Square 9. Umpqau 10. Zidisha 1. Al Jazeera 2. Coursera 3. Flipboard 4. Netflix 5. Pixar 6. Red Bull 7. Supercell 8. Spotify 9. Ushahida 10. Wordpress futureproduct futurefashion futurefoodfutureretail Futurehealth Futuretech FuturemakersFutureBank futuretravel N/S American brands European brands African/Arab brands Asian/Oceania brands Futuremedia 1. Ashoka 2. AzuriTech 3. Chile AIC 4. Graal Bio 5. IBM 6. IDEO 7. Kickstarter 8. Li & Fung 9. Live Nation 10. Salesforce 1. FC Barcelona 2. Bitcoin 3. Bhutan 4. Usain Bolt 5. The Elders 6. Lovemarks 7. Oregon Project 8. ParkRun 9. WWF 10. You Futureservice Futurepeople www.gamechangers.pro © Peter Fisk 2014 peterfisk@peterfisk.com
  • 64. create the future DOn’t wait fOr it
  • 65. Part 2 Building contagious brands • Customer agenda • Brands with purpose • Customer propositions • Stories and social movements
  • 66. +genius Consumer trends +genius
  • 67. Seeing things Differently © GeniusWorks 2014 peterfisk@peterfisk.com
  • 68. Rational Needs Objectives Products Features Consistency Transactions Rewards Information Automation Maintenance Satisfaction Completion Emotional Wants Ambitions Solutions Benefits Personalisation Experiences Relationships Education Human Enablement Surprise Achievement © GeniusWorks 2014 peterfisk@peterfisk.com
  • 69. Customer insight © GeniusWorks 2014 peterfisk@peterfisk.com
  • 70. ... To pull $ $ FROM PUSH ...
  • 71. ... To many FROM few ...
  • 72. Products to people Good to Great Products to People Me to We Statement to Stories Consistent to Deviant Selling to Enabling Passive to Participating © GeniusWorks 2014 peterfisk@peterfisk.com
  • 73. Tribal niches Products to people Good to Great Products to People Me to We Statement to Stories Consistent to Deviant Selling to Enabling Building a movement Passive to Participating Connecting people 1 me to we © GeniusWorks 2014 peterfisk@peterfisk.com
  • 74. +genius togetherness
  • 75. Doing good Dream possible Smart value Products to people Good to Great Products to People Me to We Statement to Stories Consistent to Deviant Selling to Enabling Passive to Participating Good to Great2 © GeniusWorks 2014 peterfisk@peterfisk.com
  • 76. GREEN AND SEXY
  • 77. Products to people Good to Great Being Human Branded Places Products to People Me to We Statement to Stories Consistent to Deviant Selling to Enabling Curated solutions Passive to Participating Products to People3 © GeniusWorks 2014 peterfisk@peterfisk.com
  • 78. Playing games
  • 79. Products to people Good to Great Creating content Made by me Being a member Products to People Me to We Statement to Stories Consistent to Deviant Selling to Enabling Passive to Participating PASSIVE to PARTICIPATE4 © GeniusWorks 2014 peterfisk@peterfisk.com
  • 80. MORE TOGETHER
  • 81. Products to people Good to Great Enable me Do more together Products to People Me to We Statement to Stories Consistent to Deviant Selling to Enabling Right here Right now Passive to Participating Selling to enabling4 © GeniusWorks 2014 peterfisk@peterfisk.com
  • 82. DRAMATIC ENABLING MORE
  • 83. Products to people Good to Great Products to People Special editions Twist and fuse From the fringes Me to We Statement to Stories Consistent to Deviant Selling to Enabling Passive to Participating CONSISTENT TO DEVIANT5 © GeniusWorks 2014 peterfisk@peterfisk.com
  • 84. RADICAL CONCEPTS
  • 85. Natural authentic Products to people Good to Great Products to People Inspiring meaning Me to We Statement to Stories Consistent to Deviant Provoking debate STATEMENT TO STORIES6 Selling to Enabling Passive to Participating © GeniusWorks 2014 peterfisk@peterfisk.com
  • 86. wOrLD’s biggest vlogger
  • 87. Products to people Good to Great Products to People Me to We Statement to Stories Consistent to Deviant Selling to Enabling Passive to Participating © GeniusWorks 2014 peterfisk@peterfisk.com
  • 88. How can you make life better?
  • 89. What’s your inspiring purpose? “To refresh the world.To inspire moments of optimism and happiness.To create value and make a difference." “To bring inspiration and innovation to every athlete* in the world (*If you have a body, you are an athlete).” “We add sparkle to people's everyday lives."
  • 90. IBM Smarter Planet
  • 91. Lulelemon
  • 92. Function Application Enablement What do we enable them to do they couldn’t do before? What is the benefit of what we deliver to them? What rationally do we deliver to them? Finding a higher context © GeniusWorks 2014 peterfisk@peterfisk.com
  • 93. Products Practical features eg handset,tariffs software, service Applications Direct benefits eg communicating better mobility, efficiency Enablement Real benefits eg growing business,new markets, Better relationships, doing more Applications We help your people to work (hardware, software) Enablement We help you improve your business productivity (with training, custom apps) Product proposition: “We sell technology” Customer proposition: “We help you improve your business productivity”
  • 94. Products Practical features eg handset,tariffs software, service Applications Direct benefits eg communicating better mobility, efficiency Enablement Real benefits eg growing business,new markets, Better relationships, doing more Applications We help you care for your patients (using the right drugs) Enablement We help you manage your healthcare business better (with information, support) Product proposition: “We sell pharmaceuticals” Customer proposition: “We help you manage your healthcare business better”
  • 95. Renova
  • 96. Renova
  • 97. Brighter ideas
  • 98. Renova
  • 99. Accelerated innovation How do they feel about their experience? ? What do we enable customers to do? Why is it different and better? Defining the brand purpose © GeniusWorks 2014 peterfisk@peterfisk.com
  • 100. Philips Semiconductor
  • 101. “Doing” brands Functionally enables you to do something “Being” brands Emotionally confirms you are somebody “Becoming” brands Aspirationally defines what you want to be “Belonging” brands Connects you with other people like you Aspirationalbrands Transformational brands Enabling people to do more © GeniusWorks 2014 peterfisk@peterfisk.com
  • 102. +genius
  • 103. Diesel brand Reason for being Audience Value proposition Differentiation Persona Associations Range of authority Era 1 “Greasy rockability” 1978-1993 Dress the tough guys and their smoking girls Tough guys wannabes Stylish jeans and workwear with a used worn-out look Worn-out style Tough, wild, adventurous, living on the edge Rebels, hot chicks, bikes, gas stations, 60s Jeans and workwear Era 2 “Quirky fashionistas” 1993-2000 Make people feel different and provocative Intelligent urban fashionistas Affordable fashionable urban street wear Risky and experimental hard urban style Provocative, polemical, sarcastic, extravagant Political issues, social conventions, sexuality Jeans, clothing, shoes, fragrances Era 3 “Conscious hedonism” 2000—present Help people carry a more pleasant existence Hedonistic hipsters Fun, imaginative and colourful fashiion Stimulating happy clothing Wit, culture aware, conscious, ironic, naive Youth, vitality, happiness, hedonism, sex Jeans, clothing, watches, sunglasses, shoes, bags, fragrances, hotels, fashion +genius
  • 104. • Some comparable buying factors in the segments • Stronger brand can “lend” credibility and sympathy to weaker brand • Phase of migration of acquired brand to master brand • Each brand addresses a segment with unique buying factors • Brands obtain best match with buying factors through individual positioning Multi-brand (‘House of brands’) Endorsed brands Sub brands Masterbrand (‘Branded House’) Single corporate brand identity used for all sub- brands Sub-brand identity based on corporate brand Sub-brand with separate identity but subtle corporate brand endorsement Multiple independent sub- brands with no apparent link to corporate brand Corporation and all products marketed under one brand Corporate brand is umbrella above family of product brands Strong corporate brand endorses performance of product brands Brands marketed independently in individual universes • Segments are homogenous • Corporate brand contains and communicates all dimensions and benefits • Many comparable buying factors • Corporate brand gives credibility to product brands; • Product brands bring vitality to corporate umbrella brand Brand architectures © GeniusWorks 2014 peterfisk@peterfisk.com
  • 105. PROPOSITIONS
  • 106. PROPOSITIONS © GeniusWorks 2014 peterfisk@peterfisk.com
  • 107. Target market Demographic segmentation Needs-based segmentation Value-based segmentation Target segments Customers are different physically, but even more so in their needs and motivations, and potential long-term value to your business. You have chosen your target market, based on its potential to deliver profitable, sustainable growth. However not all customers are equal. Each target segment should be treated differently, based on distinctive propositions, channels and relationships that engage them profitably long- term. Segmentation enables you target the most valuable customers in your market, in much more relevant and compelling, and accessible ways. Focus on best customers © GeniusWorks 2014 peterfisk@peterfisk.com
  • 108. Customer profiling
  • 109. Product profiling
  • 110. Value for customers © GeniusWorks 2012. All rights reserved. Perceived value of core benefits (what) Perceived value of distinctive benefits (why) Price (how much) Perceived value of competitor benefits (what not) Net value to customer © GeniusWorks 2014 peterfisk@peterfisk.com
  • 111. VALUE proposition Who? What? Why? How much? What not? The target customer (Who is the target segment) The customer context (What they want to achieve) The distinctive benefits (How you help them do it better) The relative price position (% more or less than alternatives) The customer trade offs (What they could get else where) + + - - Customer value proposition Value to customer = © GeniusWorks 2014 peterfisk@peterfisk.com
  • 112. Brand propositionS © GeniusWorks 2014 peterfisk@peterfisk.com
  • 113. +genius
  • 114. +genius
  • 115. Get topical Have a cause Human people Build a movement Provoke debate Target mavens Games n prizes Fast and Guerrilla +genius CREATING CONTAGIOus brands © GeniusWorks 2014 peterfisk@peterfisk.com
  • 116. BENETTON, PROVOCATIVE
  • 117. +genius MINI ADVENTURE
  • 118. +genius
  • 119. Influence points Old Marketing New Marketing Make aware Sell Engage Enable more Amplify © GeniusWorks 2014 peterfisk@peterfisk.com
  • 120. Oreo
  • 121. Me: Specific, relevant, and personal Now: Instant, anywhere, anytime Easy: Fast, convenient, intuitive More: Enabling me to achieve more Realtime Marketing
  • 122. Someone ... (a character) Wants ... (a quest, a goal, a mission) But ... (a challenge, an obstacle) So ... (a means of succeeding) © GeniusWorks 2014 peterfisk@peterfisk.com
  • 123. Rapha
  • 124. Part 3 Innovative customer experiences • Strategic innovation • Creative and collaborative • New business models • Enabling customers to do more
  • 125. Moonshots
  • 126. Google <X>
  • 127. Google <X>
  • 128. Google <X>
  • 129. Why go for 10% better When 10x better is possible?
  • 130. TEsla
  • 131. Tesla
  • 132. Christiana arcangeli beauty’in
  • 133. beauty’in
  • 134. beauty’in
  • 135. Aerolife David edwards
  • 136. Aerolife
  • 137. Aerolife
  • 138. saMsung’s insPiratiOn
  • 139. $55BN SALES
  • 140. $10BN PROFITS
  • 141. 1 10 100 1000 10000 1 2 3 4 5 6 7 NPD Stage 3000 Unwritten raw ideas 300 Ideas submitted 125 Small projects 9 Significant developments 4 Major developments 1.7 Launches 1 Commercial success 1 10 100 1000 10000 1 2 3 4 5 6 7 NPD Stage 3000 Unwritten raw ideas 300 Ideas submitted 125 Small projects 9 Significant developments 4 Major developments 1.7 Launches 1 Commercial success Ideas:innovation = 3000:1
  • 142. Business model Finance Networking 2. Networking enterprise’s structure/ value chain 1. Business model how the enterprise makes money Channel Delivery Brand Customer experience 10. Customer experience how you create an overall experience for customers 9. Brand how you express your offering’s benefit to customers Core process Process Enabling process 3. Enabling process assembled capabilities 4. Core process proprietary processes that add value 6. Product system extended system that surrounds an offering Product performance Offering Product system Service 7. Service how you service your customers 5. Product performance basic features, performance and functionality 8. Channel how you connect your offerings to your customers Business Innovation © GeniusWorks 2014 peterfisk@peterfisk.com
  • 143. Volume of innovation efforts Last 10 years Business model Finance Networking Channel Delivery Brand Customer experience Core process Process Enabling process Product performance Offering Product system Service Where we focused © GeniusWorks 2014 peterfisk@peterfisk.com
  • 144. Business model Finance Networking Channel Delivery Brand Customer experience Core process Process Enabling process Product performance Offering Product system Service Cumulative value creation Last 10 years What impact it made © GeniusWorks 2014 peterfisk@peterfisk.com
  • 145. Iconic design iPod Brand U2 Vertigo iTunes Podcasting iPod Phone Special Edition Exclusive Releases Music Store Legalising Filesharing Success Story Apple White cables Imitation And buzz Ad Graphics 60G Photo Video Desperate Housewives Mini Shuffle Nano Motorola (RED) Steve JobsiMac
  • 146. +genius Innovation © GeniusWorks 2014 peterfisk@peterfisk.com
  • 147. Frugal choto Simple aldi Together lego Co Co co Good toms jugaard
  • 148. sustainable
  • 149. The 99 cent business model
  • 150. The $99 business model
  • 151. umpqua bank
  • 152. Innovative fusion Banks Example: Caffe Latte Funky Concierge Sofas Life Colourful Community Fun Long Queues Silent Cashiers Bars Finance Complicated Transactions Boring Take a seat Funky music Great service Openness About lifestyle Made easy Community build Fun +genius © GeniusWorks 2014. All rights reserved.
  • 153. 20.4 million customers worldwide bought a Lego set in the past 12 months for their own or other active households 8.6 million worldwide users participate directly with Lego in their online community, but are not registered by name 4.0 million worldwide users register their details enabling a personal dialogue and relationship 3000 “lead users” co-create customised products and recommend others
  • 154. LEGO
  • 155. Observe them in everyday situations Learn from complaints and online forums Talk with consumers in depth Try it out yourself Use qualitative and quantitative research consumer immersion
  • 156. consumer immersion Connect & Develop Design Thinking
  • 157. collaboration
  • 158. Co-marketing Creators Activists Contributors Socialisers Spectators +genius © GeniusWorks 2014 peterfisk@peterfisk.com
  • 159. Threadless
  • 160. Time Impact Derivative Innovations • Low impact • Low risk • Fast Breakthrough Innovations • High impact • High risk • Slow Next Generation Innovations • Medium impact • Medium risk • Slower Innovation portfolio © GeniusWorks 2014 peterfisk@peterfisk.com
  • 161. nespresso
  • 162. nespresso
  • 163. +genius SPOTIFY
  • 164. Business model
  • 165. Silent Freemium How could you give your product away free and still make money? Gateway How could your be the aggregator for your marketplace or customer type? Silent Subscription How could you sell subscriptions (leasing, rental, pay per use)? Silent © GeniusWorks 2012. All rights reserved. Business models
  • 166. New business models © Peter Fisk 2014 peterfisk@peterfisk.com
  • 167. Local Social Mobile SOLOMO consumers
  • 168. Surprising
  • 169. ` ` ` ` ` ` ` ` ` ` ` ` ` ` ` ` ` ` ` Explore options for travel Book online relatively easy Problem with card Congestion on roads Few parking spaces Long queue at check-in Friendly staff Another queue at security Cannot find business lounge Interesting shops Find lounge Do work Flight called Long walk to gate Board aircraft Welcomed by crew Air traffic delay Take off ` ` ` ` ` ` Drinks Enjoy food Video not working Read Sleep Landing Wait for bags to arrive Queue for taxi to hotel `` PositiveNegative Customer experience © GeniusWorks 2012. All rights reserved.
  • 170. Sell Product s $ Deliver Services $$ Enabling Experiences $$$$$
  • 171. Juan Valdez cafe
  • 172. Juan Valdez cafe
  • 173. Experience design +genius
  • 174. Queue at check in Safety briefing Board aircraft Walk to gate Find lounge Eat food Sleep onboard Queue at passport Queue for taxi Arrive at hotel Explore websites Have drinks Watch TV Book flight Drive to airport Find a car park Queue at security Relax in lounge Leave aircraft Wait for bags = Each step of the experience from the customer’s perspective Experience Map 1 The example maps the typical experience of a business air traveller, in this case with 20 steps, although in reality there are often many more. © GeniusWorks 2012
  • 175. Queue at check in Safety briefing Board aircraft Walk to gate Find lounge Eat food Sleep onboard Queue at passport Queue for taxi Arrive at hotel Explore websites Have drinks Watch TV Book flight Drive to airport Find a car park Queue at security Relax in lounge Leave aircraft Wait for bags = Steps of the experience that do not add value to customers In the example of 20 steps, 7 have been initially “deleted” because they add little value to the customer, although some tasks may still be essential, but done differently. Experience Map 2 © GeniusWorks 2012
  • 176. Check-in online Personal briefing Board aircraft Lounge by gate Eat food Sleep onboard Onboard passport Preorder taxi Arrive at hotel Explore websites Have drinks Watch TV Book flight Drive to airport Valet parking Fast security Leave aircraft Bags waiting Relax in lounge Streamline = Finding ways to “streamline” or improve the efficiency of steps that previously didn’t add value to customers In the example, the experience now has 8 streamlined steps, plus 1 deleted outright. Experience Map 3 © GeniusWorks 2012
  • 177. Limo service to airport Relax onboard Onboard passport Arrive at hotel Explore websites Leave aircraft Relax in lounge = Finding ways to “elaborate” steps to add more value to the customer Direct to airside lounge Flexible bar cafe onboard Book, check in and plan Limo to hotel w bags preload Personal boarding and brief Innovate In the example, 20 steps have now been reduced to only 12. 5 steps have been elaborated, whilst 1 has been streamlined and 8 deleted. Every step is now positive, including the ending. Experience Map 4 © GeniusWorks 2012
  • 178. Enabling more Passive experience Active experience Scripted delivery Unscripted delivery Brand as a guide Brand as a coach Brand as an educator Brand as an entertainer © GeniusWorks 2012. All rights reserved.
  • 179. Movements – nike women
  • 180. Brand facilitator Customer Customer Customer Customer CustomerCustomer Customer Customer
  • 181. Part 4 Customer and business impact • Customer-centric business • Revenue, profit and value • 50 strategies to take away • The new marketers
  • 182. MARKETING IMPACT © GeniusWorks 2012. All rights reserved. Brand equity Innovation Relationships Sales promotion Products and services Price and channels Current profits Future profits Shareholder Value Marketing investment Costs of sale Brand Innovation Relationships Products & Services Promotions Pricing Current profits Future profits Shareholder Value Marketing investment Costs of sale
  • 183. NET PROMOTERS © GeniusWorks 2012. All rights reserved.
  • 184. MEASURING NPS © GeniusWorks 2012. All rights reserved. 0 1 2 3 4 5 6 7 8 9 10 % customers who are promoters % customers who are detractors % customers who are passive “On a scale of 0 to 10 … how likely are you to recommend us to a colleague?” Promoters minus detractors Net Promoter Score 4 5 5 9 Jan 6 6 8 8 Feb 9 8 9 7 Mar 8 7 9 5 Apr Customer A Customer B Customer C Customer D -40 60% 20% 20% Jan -60 60% 40% 0 Feb 40 0 60% 40% Mar 0 20% 60% 20% Apr Promoters Passives Detractors NPS (%) 7 6 8 8Customer E Example
  • 185. value creation © GeniusWorks 2012. All rights reserved. Actual profits of previous years Estimated profits of future years Adjusted profits of future years (discounted for uncertainty) Economic “value” is the sum of the likely future profits (more accurately, we consider the “economic” profit, which takes into the cost of capital) This year Future years Previous years
  • 186. Brand A Brand B Brand C Brand D Brand E Brand F Brand G Revenue Economic profit Value destroyersValue creators portfolio analysis
  • 187. VW Group
  • 188. Current business value Brand adds value Brand adds value Brand adds value Brand adds value Value creators Potential business value Frame Create Resonate Cluster Enable Connect Extend Optimise Market cap $ Brand innovation Brand value impact
  • 189. How will you win?
  • 190. From Aveda to Pixar, more purpose and more empathy for people P&G and Threadless, co-creating and user-generated From Nintendo to Shanghai Tang, function and form that enables more Aberchrombie to Zappos, they know who, what and where matters most Aravind and Tesla delivering social and environmental innovation Alibaba and Lego, connecting your customers and partners Apple and Google embracing stories, distinction and aspirations ICONIC RESPONSIBLE DESIGNED NETWORKED HUMAN Focused COLLABORATIVE
  • 191. More Iconic Products & Services Propositions Messages & Media Pricing Channels & Partners Sales Customers as Participants Brands as Ideas Solutions as Enablers Pricing as Context Distribution as Partners Relationships as as Engagement More Human More More Responsible More Creative More Networked More Focused Communication Communities Collaborative
  • 192. More Iconic Products & Services Propositions Messages & Media Pricing Channels & Partners Sales Relationships as More Human More More Responsible More Creative More Networked More Focused Create a members club 43 Celebrate their success (and yours) 44 Maintain confidence Give customers equity 45 Enable customers to do good 46 Facilitate and support their communities 47 Get our there Incentivise customer referrals 48 Do more for your best customers 49 Communities Customers as Participants Brands as Ideas Solutions as Enablers Pricing as Context Distribution as Partners as Engagement Changed priorities Redefine your market on your terms Win and winback Have an opinion, be provocative Retain and grow Be the thought leader Fewer, more exclusive Partners Create your character and personality Make it free redefine you b-model) 1 8 15 22 29 36 Tell your inspiring story Offer luxury products at a low prices Be open, honest and authentic Accelerate Link with affinity brands Customise solutions for each person Go deep diving for insights 2 9 16 23 30 37 Define what you enable people to do Customers choose their price Cross sell partners, and them you Have an inspiring purpose Co-create your media and message Co-create products and services 3 10 17 24 31 38 Have a cause you believe in Offer a new type of guarantee Charge for services (time, advice) Tell a different story Reduce impact and waste Deliver more social benefits Be the local partner, small, caring 4 11 18 25 32 39 Express yourself more flexibly Reengineer to price points Share risk Go green now Find the emerging whitespaces Super-size and mini-size your offers Develop new entry points Deliver integrated experiences Create a branded game 5 12 19 26 33 40 Become an ingredient brand Enable group buying incentives Encourage tweets, blogs and fanclubs Don’t define markets by geography License and franchise your concept Innovate the system (do an iPod) 6 13 20 27 34 41 Rationalise your product portfolio Stay fresh, topical and relevant Focus on the one word that defines you Profit Relationship building Shorter more selective promotions Specialise in one niche not everything Target non-existing customers 7 14 21 28 35 42 Communication Collaborative
  • 193. MARK PARKER, CEO
  • 194. NIKE
  • 195.  Creative  Committed  Hard working  Inspiring  Essential  Passionate  Talented  Energetic  Undisciplined  Inconsistent  Functional  Self Important  Not commercial  Narrow  Unaccountable  Expensive MARKETERS?
  • 196. Marketing less effective Marketing budgets cut Marketers work even harder Distributors demand more and discounts Trad media are passive and ignored Competitors crowd and fight on price Consumers demand better price deals People trust people and social media The marketing challenge
  • 197. Maintaining brands Pushing products Targeting customers Fighting competitors Competing on price Driving sales Less impact Marketing becomes more short term tactical Marketing should be more long term strategic Building brands Solving problems Engaging customers Outthinking competitors Competing innovatively Driving growth More impact The marketing challenge
  • 198. • Champion the customer • Understand the market, find growth • Guardian of corporate and product brands • Upgrade capability and technology • Bring insight and synergy across the portfolio • Measure and account for financial performance • Brand asset management • Strategic vision and analysis • Interpreting customer insight • CRM and database management • Partnership building • Integrated communication management • Internet, mobile and social media • PR, event and sponsorship • Customer experience management • Internal communication • Profitability analysis by segment, customer, product, channel • Product management • Portfolio optimisation and management • Creativity and innovation • New business model development • Business planning and financial management CaPabiLities Of tODay’s MarKeter
  • 199. THE NEW DNA © GeniusWorks
  • 200. 21C MARKETERS
  • 201. Creators, interpreters, designers… … ideas, innovations, inspirations The driving force of business … provoking, facilitating, delivering Guardians of most valuable assets the new MarKeters …
  • 202. 1. Jump in, make waves 2. Be the storytellers 3. Be the creatives
  • 203. 7. Connect people 8. Enable people 9. Inspire people
  • 204. 10. Be the visionaries 11. Be the crazy ones 12. Be the change
  • 205. Acting with speed and agility Connecting ideas and people Passion to make life better Having an audacious attitude Shaping your own vision Making sense of change Persisting to make it happen © Peter Fisk 2014 Gamechangers.pro
  • 206. © GeniusWorks 2012 Ideas Factory Design Studio Impact Zone innolab TM
  • 207. Exploring the best opportunities to grow based on future scenarios,customer immersion, parallel worlds, emerging trends and creative hypothesise. Insights emerge out of the collation of knowledge from different perspectives, fused with creative thinking. Insights are “flashes of inspiration”, and platforms from which to generate better ideas. By understanding the problem better, we have more chance of creating successful solutions. By focusing on real insights, we develop new ideas, more ideas and better ideas. Exploring the possibilities for innovation Outputs include: 1. Opportunity maps 2. Future scenarios 3. Parallel worlds 4. Customer insights 5. Ideas generation IMPACT IdeasInsightExploreStretchFocus innolab process Ideas Factory © GeniusWorks 2012.
  • 208. Elevating ideas to a more powerful and conceptual level – so that they are stronger and better able to solve the problem. Connecting ideas into bigger concepts,finding the bigger idea. Considering the function and then the form of these bigger ideas, enhancing their practical usability and aesthetic appeal. Looking beyond products and services to design new business models and experiences,how they fit as part of a broader solution, and evaluating their value potential for customers and business. Creating and shaping the best ideas Outputs include: 1. Context framing 2. Disruptive creation 3. Idea fusion 4. Evolutionary design 5. Concept evaluation IMPACT EvaluateShapeFuseCreateFrame © GeniusWorks 2010© GeniusWorks 2010 innolab process Design Studio © GeniusWorks 2012.
  • 209. Turning best ideas into market success Outputs include: 1. Accelerated delivery 2. Value propositions 3. High impact entry 4. Delivery horizons 5. Managing the vortex IMPACT EvolveDeliverLaunchDefineDevelop Accelerating the best new concepts into the market. Focusing your creativity and innovating the market too. But launch is just the starting point - changing people’s attitudes, encouraging new behaviours.Finding spaces in the market that you can make your own, defend and grow.Telling your story, in ways that are compelling and contagious. Shaping markets in your own mind rather than being a slave to somebody else’s vision. Stretching and evolving ideas so that can have even more impact, and stay a step or two ahead. © GeniusWorks 2010© GeniusWorks 2010© GeniusWorks 2010 innolab process Impact Zone © GeniusWorks 2012.
  • 210. innolab toolkit © GeniusWorks 2012.
  • 211. innolab toolkit © GeniusWorks 2012.
  • 212. innolab toolkit © GeniusWorks 2012.
  • 213. innolab results © GeniusWorks 2012.
  • 214. +geniusme M&S New Store Concepts © GeniusWorks 2012. innolab results
  • 215. +geniusme innolab results © GeniusWorks 2012.
  • 216. Are you ready to change the world? The new breed of market leaders think and act differently. They fuse digital and physical, global and local, ideas and networks. They win by being smart, fast and connected – rather than through scale and efficiency. They embrace all the new business tools - from empathetic design to disruptive technologies, social media to sustainable innovation – bringing them together for more impact. These are the building blocks for you to come a gamechanger too. •Human … customer-driven, human-centred emotionally-engaging business •Creative … design and innovation, to think bolder , different and better •Networked … built around networks and partnerships of supply and demand •Social … social media and online communities, but local and tribal too •Participative … crowdsourcing, co-creating, collaborating with customers •Responsible … doing better by doing good, socially and environmentally “Gamechangers: Are you ready to change the world?” is the next book from Peter Fisk Explore and collaborate with the work in progress at www.Gamechangers.pro GAMECHANGERS … Next generation strategies for brands and innovation
  • 217. MARKET MAKERS … seeing things differently, thinking different things peterfisk@peterfisk.com www.theGeniusWorks.com
  • 218. Gamechanging strategies Collaborative discovery Possibility focused Leadership teams 3 intensive days We develop the right approach for your business, working collaboratively to achieve your objectives better, faster. We combine a wide range of processes and tools, insights and ideas, people and partners Innovative solutions Deep insights, big ideas Customer experiences High energy workshops 8-12 day projects Brand blueprinting Portfolio and architecture Essence and propositions Experience delivery 15-75 day projects Engaging your people in a future vision … developing a new business strategy … driving creativity and innovation … developing a new brand … solving a complex problem fast … building your team ACCELERATING GROWTH … strategy, brand and innovation consulting peterfisk@peterfisk.com www.theGeniusWorks.com
  • 219. Genius = INSPIRING IDEAS + PRACTICAL ACTION Future Innolab Brandlab optima fast Strategic consulting People development Inspiring keynotes Exploring your biggest challenges and opportunities, developing smarter strategies and innovative solutions for implementation and profitable growth. Customised approaches, built around these proven formats: Fast, intense process helping executive teams rethink purpose and strategy in a fast changing world, and then to refocus and reinvent the business for the future. Recent clients: Cinnamon, Vodafone Accelerated and collaborative three phase process exploring insights, designing concepts and delivering innovative solutions for market success. Recent clients: Savola Foods, Turkcell Developing or extending your brand for a better future, based on purpose and relevance, differentiation and identity, experience and effective delivery. Recent clients: Aeroflot, Philosophy Developing fresh, distinctive value propositions for each target audience, building on the brand to engage customers and deliver better solutions. Recent clients: TeliaSonera, Visa Europe Exploring your biggest challenges and opportunities, developing smarter strategies and innovative solutions implementation and profitable growth. Recent clients: Microsoft, Pinar Developing people to think different and act smarter in the new business world, from summits and seminars, to practical workshops and retreats, the content and experience is designed around your people: Inspiring, practical and stretching 1-2 day seminars on future strategy and brands, marketing and innovation applied to your business issues and sector opportunities. Recent clients: BNP Paribas, Skanska Bringing your people together to rethink and refocus their priorities and direction. Designing and facilitating the format and content to energise, connect and enable. Recent clients: Hershey’s, Time Warner Working with you to design better programmes from 40+ modules, based on team and personal capabilities and priorities, qualifications and real impact. Recent clients: Coca Cola, Eczacibasi From 2d to 4d: command and control to connecting and collaborating, catalysing and creating, amplifying potential to deliver business and market leadership. Recent clients: Coty Beauty, Lastminute Customer champions, business innovators, growth drivers … how to drive and align the business, and deliver more business and market impact. Recent clients: Nestle, Standard Life Alibaba to Zidisha, Ashmei to ZaoZao, the next generation of brands are shaping markets with new ideas and tools. What does it take to compete, innovate and win in these new markets? Example themes for keynote speeches: Young people, social media, mobile marketing … connecting digital and physical worlds, networks and content, viral storytelling and target promotions to deliver faster, exponential growth. myworld Are you ready to change the world? Think Different like Steve Jobs What do our customers really want? Engage your left and right brain How to think digital like GenY How to shape your market in your own vision, not live in the shadow of others. How to innovate from the future back, then win now forward. What is the future of health, retail, travel and your world? Steve Jobs was a genius and a geek, who defied the rules of business to create new markets, and phenomenal results. How can you apply the magic of Apple to your business, and Steve to your leadership? What do post-crisis, digitally enabled, globally influenced customers really want? Connecting insights and trends, to explore how you can do more for your customers, and outthink the competition. How to combine the analytical precision and disruptive imagination of your left and right brain to think bigger, simplify complexity, shape the future, innovate smarter, and make better decisions. Fit and focused on the future Smarter, faster innovation Building a better brand Developing customer propositions Optimising your business portfolio Inspiring one-day masterclass Building winning teams Developing new capabilities Innovative leaders We are the Market Makers
  • 220. create the future DOn’t wait fOr it
  • 221. PeterFisk@PeterFisk.com theGeniusWorks.com @GeniusWorks