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The Future of Marketing: Godfather and Gamechanger with Philip Kotler and Peter Fisk
The Future of Marketing: Godfather and Gamechanger with Philip Kotler and Peter Fisk
The Future of Marketing: Godfather and Gamechanger with Philip Kotler and Peter Fisk
The Future of Marketing: Godfather and Gamechanger with Philip Kotler and Peter Fisk
The Future of Marketing: Godfather and Gamechanger with Philip Kotler and Peter Fisk
The Future of Marketing: Godfather and Gamechanger with Philip Kotler and Peter Fisk
The Future of Marketing: Godfather and Gamechanger with Philip Kotler and Peter Fisk
The Future of Marketing: Godfather and Gamechanger with Philip Kotler and Peter Fisk
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The Future of Marketing: Godfather and Gamechanger with Philip Kotler and Peter Fisk

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Summary of the "Godfather vs Gamechanger: Battle for the Future of Marketing" with Philip Kotler and Peter Fisk, in Cairo, Egypt, May 2012 (Also download Marketing Genius Lab and 50 Gamechanger Brands …

Summary of the "Godfather vs Gamechanger: Battle for the Future of Marketing" with Philip Kotler and Peter Fisk, in Cairo, Egypt, May 2012 (Also download Marketing Genius Lab and 50 Gamechanger Brands from Slideshare)

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  • 1. +genius The Future of Marketing … the Godfather and Gamechanger Peter Fisk describes his “battle for the future of marketing” with Philip Kotler - and what he learnt about, and from, the grand old man of marketing. Three days in Cairo … You imagine great pharaohs standing before the pyramids, but in the midst of the first democratic elections (in 7000 years, some locals say), the choice for Egyptians was more polarised than ever, a choice in some ways between the future and the past. Whilst the 1000+ audience pondered their future, Philip Kotler and I were here to explore the future of marketing, in an event that was (slightly embarrassingly!) billed as “The Godfather versus The Gamechanger”. And here, in the midst of the Arab Spring, I was to play the “gamechanger”. I like Philip Kotler. Yes he had just celebrated his 81st birthday, wrote his best books 40 years ago, takes a fairly narrow, academic, and USA-centric view of the world (although his latest books are collaborations with Asian and European authors) … but over the decades he has articulated the principles, rules and frameworks on which much of our marketing, and most of us marketers, have built careers. Having started out as an accountant, he has added rigour and respect to our profession. He still talks about 4Ps (with a bit of customer-centricity thrown in, I was pleased to note), but he commands authority and audiences because of its great belief in the primacy of marketing. We talked at length. About the increased professionalism of marketing, about the impact of digital and social technologies, about ensuring that marketing has creative and commercial edge, it’s evolving role in the boardroom, and the differences in attitudes of marketers that we have experienced as we travel around the world. Kotler started by reminding the audience how marketing was born out of the need to provide leads for salespeople, moving to the necessity to align sales and marketing today, and now to think again about how marketing adds value. He questioned Kevin Roberts’ notion that peterfisk@peterfisk.com www.thegeniusworks.com +genius
  • 2. +genius “marketing is dead”, although I think the “Lovemarks” author is really just provoking us to think beyond pushing logos and messages at people, and start engaging them. He talked about the increasing distrust of consumers in brands, and the need to reconnect with them. He talked about the huge potential of databases, social media and technology in general, and how we are just at the beginning of how we can use them. And he talked of marketing’s need to re-establish itself with the leaders of business, and with customers. He described his solution as “Marketing 3.0” – the title of his latest book (which was actually only one diagram in the last 5 minutes!). “Marketing 1.0” (product-centred) was largely about the mind, “2.0” (customer-centred) about the heart, and now “3.0” (values-centred) is about the spirit, he suggested. He based this largely on Jag Sheth’s book “Firms of Endearment” although most of the examples (including British Airways “Children in Need”. and Levi’s supporting AIDS awareness) involved charitable initiatives rather than fundamental business change or marketing innovation. Values-based Marketing … adapted from “Marketing 3.0” by Kotler, Kartajaya and Setiawan This was Kotler’s big message, but was preceded by many others - useful reminders, but little new – and supported by rather conventional stories of Blackberry and Dell, GE and P&G (and surprisingly, Cherry, the Japanese car brand!). He talked about:  The 3 buckets for marketing investment – manage the present (cut the fat, drop unprofitable products); selectively forget the past (new products already there); and create the future (develop a new strategic intent)  The 6 tasks of a CMO – represent the voice of the customer, monitor changing markets, steward of the corporate brand, upgrade marketing technology and skills, add insight to the corporate portfolio, measure and account for marketing financial performance. peterfisk@peterfisk.com www.thegeniusworks.com +genius
  • 3. +genius  The 4 tasks of marketing – relationship marketing (customers, channels and partners), integrated marketing (communication, products, channels), responsible marketing (ethics, environment, legal), and internal marketing (function and organisation).  The 5 marketing shifts – from creating marketing strategies to driving business impact, controlling messages to galvanising networks, managing investment to inspiring excellence, operational to customer focus, improvement to making change. He finished with his description of the marketing process (he clearly believes marketing is more process than function). He talked about the four stages of “plan, manage, execute and measure”; and the primacy of brand management, customer relationship management and integrated communications. Whilst this might sound like marketing 101, and frankly most of the audience felt that too, it’s amazing how many companies still ignore some of these fundamentals. So what did I make of that? Kotler has inspired a generation, or more, of marketers and can still attract huge audiences (rumour has it Qatar even offered him $10m to only ever speak in their country!). Indeed, as demonstrated by his current travels, stopping off in Cairo between Tehran and Skopje, it is often the emerging markets who pay the most, and hang on to his every word. But his ideas, materials and delivery are outdated. What we really need is to be able to command his authority but with fresh, innovative and practical concepts, messages and inspiration for the next generation of marketers, and for entrepreneurs and leaders seeking to win in a new business world. What really surprised me, was Kotler’s complete omission of what I valued most. This wasn’t based on disagreement, but I think a symptom of a superstar wrapped up in his old world, and not having the opportunity to see what today’s new generation of innovative companies, experts and practitioners – particularly those beyond the marketing mainstream - are thinking and doing. Words like business model, collaboration, and innovation weren’t mentioned once. Cairo’s Tahrir Square … focal point of this year’s “Arab Spring” symbolising the power of crowds and desire for change. peterfisk@peterfisk.com www.thegeniusworks.com +genius
  • 4. +genius I deliberately started from a different place. The incredibly dramatic and exciting changes we see in our markets today – from technological disruptions and new possibilities, borderless markets and empowered consumers, to economic crisis and political revolutions. These present the biggest challenges and opportunities for marketers as markets are shaken-up. Business needs marketers more than ever – not just to create new products, and communicate brands, but to make sense of new opportunities, to navigate the new global and digital worlds, and to bring rethinking, refocus and reinvention to business and brands in general. Marketers are in the future business, the change agents, the catalysts and facilitators. There’s never been a more important, or exciting, time to be a marketer Or as I called the new marketers, the “gamechangers” … Worldchanging, gamechanging … marketers are the change agents, finding new directions for success in a volatile but vibrant world Whilst I hugely respect the experience and intelligence of Kotler, and his peers, we all need to creatively rethink how we apply these enduring disciplines into today’s volatile and vibrant markets. This is not to say we should abandon the analytics, break all the rules and become social media junkies. We need a bit of both – analytic and creative, physical and digital, strategic and tactical. We need to ensure it all works together. And most significantly, we need to get even better at delivering the right results, for customers and business, whilst also considering how we make the world a slightly better place too. In exploring “gamechangers” I discussed some of the new attitudes and capabilities demanded of marketers, and their businesses. However, rather than politely move on from “Marketing 3.0” I did feel we needed to get into where we agreed, and where we didn’t. What I should say first, is peterfisk@peterfisk.com www.thegeniusworks.com +genius
  • 5. +genius how much we had in common – the importance of marketers in business, the need to integrate marketing beyond a narrow communication view, the latent power of digital technology, and the need for strong process and capabilities. We share a passion for the profession, and how it can be a force for good. However I do believe “Marketing 3.0” could be a much stronger concept, particularly by definition in should articulate the future of marketing. I totally support the shift to more human, emotional values, but in parallel with a more strategic, innovative and system-based approach too. Of course we had limited time, and this was an artificial situation, but I did feel Kotler was missing some of the most important areas of marketing today. These, in my view were his “black spots”, concepts which just weren’t on his radar:  Strategy … Kotler talked about investment and focus, positioning and segmentation, but which markets should you be in anyway? In a world without boundaries, the choice of categories and geographies is bewildering. Like Kodak and Hewlett Packard have learnt the hard way, these choices can determine business success or failure. Marketers need to develop a “market strategy” and maybe a “customer strategy” too, before thinking about the executional aspects of marketing delivery.  Innovation … Kotler talked about product development still being the central axis of marketing, but without applying that same creativity to the wider business and market model. If marketers don’t champion innovation across the whole business, then who does? Ideas into concepts, brands into propositions, new channels, new processes, new experiences … marketers should be the innovation drivers, innovating processes and experiences, but also creating the future, and therefore at the top table.  Collaboration … Kotler referred to “an embryonic idea of co-creation which some companies are exploring”. Indeed crowdsourcing and open-sourcing, collaborating with customers or partners, and more generally, networks are fundamentally changing the relationship between customers and brands. As Coke and MTV will now tell you, it’s the trust and loyalty between customers rather is most powerful, and it is their ideas and participation that can really move you forward, like Lego and Threadless have found. Lego … winning by building communities of customers who co-create and share their brand experiences peterfisk@peterfisk.com www.thegeniusworks.com +genius
  • 6. +genius  Sustainability … Kotler describes a more values-based, spiritual approach to marketing. And indeed customers are more emotional, and marketing more intangible than ever. But he described CSR as essentially being about brands donating to good causes, being charitable. What about sustainable innovation? Using the power of brands and business to rethink how we can still achieve success, but to do good for people and the world at the same time. Creating better products that are good for the world, and make money too. Look at Grameen Danone or Nike Considered as transformational examples.  Business models – Kotler seemed a little defensive that marketing was still being treated as a support function, with tactical impact. He agreed we needed to think bigger, and influence the organisation. But the mention of business models caused a puzzled look. Did we mean industrial engineering? No, we mean mapping out how the business works – conceptually and commercially. And then embraced by companies like Alibaba and Skype, Spotify and Zipcars to revolutionise their markets. Interestingly he’d never come across the term. But to his credit, he was inquisitive, and wanted to learn more. Spotify … winning by developing new business models based around “freemium” and subscription music. Looking at that list, you might say – as I did – that they are the most important drivers of change and growth in many of today’s leading brands. Going further, I’d argue that they are some of the most valuable dimensions of “gamechanging” brands … the new generation of brands and businesses who are seizing the opportunities of change to redefine the rules of marketing, reshape markets in their vision, and win in new ways. Whilst large, established companies struggle to respond to the speed of change - and instead prefer to optimise the efficiency and performance of what they already do this new generation of companies (typically small, some of them start-ups, and increasingly from east not west), are thinking bigger and acting faster. peterfisk@peterfisk.com www.thegeniusworks.com +genius
  • 7. +genius The Gamechangers … the new generation of brands and business seizing the best opportunities out of disruption and change Air Asia has brought a new model to airlines, combining the efficient networks and scheduling of low-cost airlines, with the premium service of Singapore Airlines … similarly Current TV disrupts MTV with a user-generated model and engaging content … cloud computing innovators Rackspace are rapidly disrupting Microsoft’s software dominance … frugal innovation at Tata is fundamentally challenging the production mindset of BMW, whilst lithium oxide fuelled Tesla is even putting Porsche to shame … In gaming, Zynga displaces Electronic Arts (and maybe Facebook too), new financial brands like Zopa challenge HSBC, and drug giants like Pfizer are being replaced by the likes of Epocrates and Wuxi Pharmatech. These companies, brands and marketers, are playing and new game. They see their markets differently, and they win in new ways. They don’t win through power and push, measured by size or share. They win through vision and focus, engagement and value creation. “Marketing 3.0”, defined in a broader sense, will be a brave new world of marketing. Of course, your challenge as a marketer is not to simply imitate the latest ideas and emerging practices, but to “mash-up” the best of the best, to connect and align them into relevant and distinctive propositions for your business, and to apply them in creative and magical ways. © Peter Fisk 2012 peterfisk@peterfisk.com www.thegeniusworks.com +genius
  • 8. +genius Peter Fisk is a bestselling author and inspirational speaker, combining the most inspiring ideas and practical action, and an in-demand advisor to business leaders around the world. He is currently writing his new book The Gamechangers about the new generation of businesses - from Alibaba to Zipcars, Abercrombie to Zynga - who are transforming markets with bolder brands, smarter innovation and clever marketing. They play by different rules, embracing the growth of emerging markets and power of digital networks, human design and social entrepreneurship, and they win with better results. If you would like to contribute ideas or case studies, email him at peterfisk@peterfisk.com Peter leads GeniusWorks, a strategic innovation business based in London and Budapest, Istanbul and Dubai, that works with senior management to “see things differently” – to develop and implement more inspired strategies for brands, innovation and marketing. Gamechanger is a strategy accelerator for leadership teams, Innolab is a facilitated innovation process based on deep customer insights and creative thinking, and BrandOptima is a platform to develop better brands and brand portfolios. His previous books included Creative Genius brings together entrepreneurs and artists, rockstars and rockets scientists, in "the essential guide to innovation for leaders, visionaries, and border crossers". Marketing Genius explores the left and right-brain approaches to competitive success (translated into 35 languages), Customer Genius describes how to build a customer-centric business, Business Genius is about inspired leadership and strategy, whilst People Planet Profit explains how to grow, and be good. Peter grew up in the remote farming community of Northumberland, in the North East of England, and after exploring the world of nuclear physics, joined British Airways at a time when it was embarking upon becoming “the world’s favourite airline” with a cultural alignment around customers. He went on to work with many of the world’s leading companies, helping them to grow more profitably by becoming more customer-centric in their structure, operations and leadership. He works across sectors, encouraging business leaders to take a customer perspective, and learning from different types of experiences. His clients include American Express and Aeroflot, Coca Cola and Cooperative Bank, HSBC and Lastminute.com, Marks & Spencer and Microsoft, O2 and Orange, Philips and Red Bull, Shell and Tata Steel, Teliasonera and Turkcell, Vitra and Virgin, Visa and Vodafone. He was also the transforming CEO of the Chartered Institute of Marketing, the world’s largest marketing organisation. He led the strategic marketing consulting team of PA Consulting Group, was MD of Brand Finance and partner of The Foundation, before founding his own business, the Genius Works. He was recently described by Business Strategy Review as “one of the best new business thinkers” and is in demand around the world as an expert advisor and speaker. Find our more at www.theGeniusWorks.com peterfisk@peterfisk.com www.thegeniusworks.com +genius

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