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as últimas 3 décadas em Portugal
dos clientes para os fansdos clientes para os fans
novos consumos precisam de um novo mar...
casamos menos…
80´s 90´s 00´s
68.461 65.776
43.228
separamos mais…
80´s 90´s 00´s
8.988
12.156
26.110
vivemos mais tempo…
80´s 90´s 00´s
72,9
75,4
78,9
temos mais saúde…
80´s 90´s 00´s
254,7
292,6
366,5
temos mais formação…
80´s 90´s 00´s
18.671
35.939
84.009
trabalhamos menos horas…
80´s 90´s 00´s
39,1
36,6
35,1
mas ganhamos mais…
80´s 90´s 00´s
149
493
843
temos mais polícias…
80´s 90´s 00´s
37.526
42.881
47.444
mas os crimes subiram…
80´s 90´s 00´s
8.004 8.260
12.294
somos loucos por concertos…
80´s 90´s 00´s
621 992
11.935
lemos mais jornais…
80´s 90´s 00´s
378.560
522.682
949.085
a gasolina passou a ser um luxo…
80´s 90´s 00´s
0,69 0,77
1,39
produzimos energia verde…
80´s 90´s 00´s
15
28
34
fazemos mais reciclagem…
80´s 90´s 00´s
0,3
1,1
8,4
cliente vs fan
79%
têm intenção de permanecer como clientes
54 %
e se mudarem?
54 %
56 %
e se mudarem?
56 %
53 %
e se mudarem?
53 %
fazem isto por alguma marca?
81% dizem que “vivem” e
“respiram” o seu clube
87% fazem questão que os outros saibam
qual é o seu clube
87% dizem que apoiar o seu clube é uma
parte importante da sua vida
25 Outubro 2008
trocar de
mulher, de
casa, de carro,
de emprego,...de emprego,...
mas nunca de
clube...
porquê?porquê?
magia
32.410.117.000
minutos ao telefone
1.675.363
assinantes de internet
poupança
5,4%
produtos
alimentares e
bebidas
15,3%
álcool e
tabaco:2,9%
vestuário e
calçado: 5,5%
lazer, recreação e
cultu...
as últimas 3 décadas em Portugal
dos clientes para os fans
novos consumos precisam de um novo marketing
marcas autênticas
...
MARKETING’S LOSS OF EFFECTIVENESS
MARKETING will be less
effective in the next few
years
Marketing budgets will be
lower
C...
STRATEGIC vs TACTICAL MARKETING
Strategic marketing is missing in many marketing departments. Strategic marketing
requires...
MUST MARKETING BE RE-INVENTED?
MARKETERS are
prisoners of an OLD
PARADIGM
MARKETERS are
operating in a TIME
WARP
Companies...
MARKETING 1.0 vs MARKETING 2.0 vs MARKETING 3.0
Product-centric
Marketing
Customer-oriented
Marketing
Value-driven
Marketi...
Marketers have Lessening Influence
in Shaping Their Brand Image
Person-to-person conversations
about many products can exc...
EVOLUTION OF MANAGEMENT THINKING
1950s – 1960s 1970s – 1980s 1990s – 2000s 2010s – 2020s
THE FUTURE OF MARKETING
TODAY’S MARKETING
CONCEPT
FUTURE MARKETING
CONCEPTS
PRODUCT
MANAGEMENT
The Four Ps
(Product, Price...
THE MODEL OF 3i
brand integrity
The GOOD Outdoor-
inspired Footwear
and Apparel
Company
Engaged Citizenship
Environmental
...
Responsible,
Locally involved
Fairly
Priced
Brand
24 hour
training of
baristas
Caring
Stock option/
health benefits
or bar...
BRAND JOURNALISM
Brand Positioning = Brand Journalism
“Marketers should communicate different messages to different market...
Deliver
SATISFACTION
Realize
ASPIRATION
Practice
COMPASSION
Mind Heart Spirit
Mission
(Why)
INDIVIDUAL
COMPANY
Values-Base...
MIND HEART SPIRIT
Promoting reusable
shopping bags Base of the Pyramid
Mission
Contributing to the community
well –being a...
ConsumersConsumers
EmployeesEmployees
Marketing the Mission to…
Channel PartnersChannel Partners
ShareholdersShareholders
Companies Americans Love
Amazon, Best Buy, BMW, CarMax,
Caterpillar, Commerce Bank, Container
Store, Costco, eBay, Google,...
Characteristics of “Firms of Endearment”
• They align the interests of all stakeholder groups
• Their executive salaries a...
TRACKING SUSTAINABILITY
We need indices that measure how well a company performs in the triple
bottom line: profit, planet...
Timberland Goes Green
Timberland is a leader in the design, engineering and marketing of premium-
quality footwear, appare...
Marketing 1.0 Marketing 2.0 Marketing 3.0
MIND HEART SPIRIT
PRODUCT-
CENTERED
CUSTOMER-
ORIENTED
VALUES-DRIVEN
ECONOMIC- V...
The Challenge
• Re-moralize the market
• Re-localize the economy• Re-localize the economy
• Re-capitalize the poor
See Phi...
“Within five years, if you run your
business in the same way as you do
now, you’re going to be out of
business.”
Philip Ko...
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
Conferência Internacional IPAM c/ Philip Kotler
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Conferência Internacional IPAM c/ Philip Kotler

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Apresentações dos oradores: Philip Kotler, Pedro Guerreiro e Daniel Sá na Conferência Internacional IPAM, realizada em Aveiro no dia 16 de Novembro de 2010.

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Transcript of "Conferência Internacional IPAM c/ Philip Kotler"

  1. 1. as últimas 3 décadas em Portugal dos clientes para os fansdos clientes para os fans novos consumos precisam de um novo marketing
  2. 2. casamos menos… 80´s 90´s 00´s 68.461 65.776 43.228
  3. 3. separamos mais… 80´s 90´s 00´s 8.988 12.156 26.110
  4. 4. vivemos mais tempo… 80´s 90´s 00´s 72,9 75,4 78,9
  5. 5. temos mais saúde… 80´s 90´s 00´s 254,7 292,6 366,5
  6. 6. temos mais formação… 80´s 90´s 00´s 18.671 35.939 84.009
  7. 7. trabalhamos menos horas… 80´s 90´s 00´s 39,1 36,6 35,1
  8. 8. mas ganhamos mais… 80´s 90´s 00´s 149 493 843
  9. 9. temos mais polícias… 80´s 90´s 00´s 37.526 42.881 47.444
  10. 10. mas os crimes subiram… 80´s 90´s 00´s 8.004 8.260 12.294
  11. 11. somos loucos por concertos… 80´s 90´s 00´s 621 992 11.935
  12. 12. lemos mais jornais… 80´s 90´s 00´s 378.560 522.682 949.085
  13. 13. a gasolina passou a ser um luxo… 80´s 90´s 00´s 0,69 0,77 1,39
  14. 14. produzimos energia verde… 80´s 90´s 00´s 15 28 34
  15. 15. fazemos mais reciclagem… 80´s 90´s 00´s 0,3 1,1 8,4
  16. 16. cliente vs fan
  17. 17. 79% têm intenção de permanecer como clientes
  18. 18. 54 % e se mudarem? 54 %
  19. 19. 56 % e se mudarem? 56 %
  20. 20. 53 % e se mudarem? 53 %
  21. 21. fazem isto por alguma marca?
  22. 22. 81% dizem que “vivem” e “respiram” o seu clube
  23. 23. 87% fazem questão que os outros saibam qual é o seu clube
  24. 24. 87% dizem que apoiar o seu clube é uma parte importante da sua vida
  25. 25. 25 Outubro 2008
  26. 26. trocar de mulher, de casa, de carro, de emprego,...de emprego,... mas nunca de clube...
  27. 27. porquê?porquê?
  28. 28. magia
  29. 29. 32.410.117.000 minutos ao telefone
  30. 30. 1.675.363 assinantes de internet
  31. 31. poupança 5,4% produtos alimentares e bebidas 15,3% álcool e tabaco:2,9% vestuário e calçado: 5,5% lazer, recreação e cultura: 6,9% educação 1,1% restaurantes e hotéis: 10,4% bens e serviços diversos 11,5% como gastamos… calçado: 5,5% habitação, água, electricidade, gás e outros combustíveis 13,5% acessórios e equipamento doméstico 6% saúde 5% transportes 13,6% comunicações 2,9% cultura: 6,9%
  32. 32. as últimas 3 décadas em Portugal dos clientes para os fans novos consumos precisam de um novo marketing marcas autênticas emoções fortes e bem-estar colaboração com o consumidor relação tecnológica nova geração de marketeers
  33. 33. MARKETING’S LOSS OF EFFECTIVENESS MARKETING will be less effective in the next few years Marketing budgets will be lower Companies will want marketers to do more with less DISTRIBUTORS TRADITIONAL MEDIA COMPETITION SOCIAL MEDIA NETWORKS PUBLIC DISTRIBUTORS will Traditional media such Categories are so The public, in its wish Social media networksDISTRIBUTORS will demand more TRADE PROMOTION. This will leave less money for marketing research, advertising and consumer promotion for brand building and ultimately reduce brand equity. Investors will then downgrade the stock. This will leave the company with fewer resources to prop up demand. This is a VICIOUS CIRCLE Traditional media such as TV 30-second spots, newspapers, etc., are growing LESS EFFECTIVE Categories are so crowded with competitors that heavy price cutting will be UNAVOIDABLE The public, in its wish to spend less, will be less inclined to pay higher prices for top brands where the quality differences are minimal. There is a strong shift to store brands and sub- brands. This means that top brands are overvalued and there may be a brand bubble. Social media networks will play an increasingly influential role in shaping brand evaluations
  34. 34. STRATEGIC vs TACTICAL MARKETING Strategic marketing is missing in many marketing departments. Strategic marketing requires taking a 3-5 year view of the business. DownstreamDownstream Marketing Upstream Marketing Markets TODAY’s Product Create TOMORROW’s Product
  35. 35. MUST MARKETING BE RE-INVENTED? MARKETERS are prisoners of an OLD PARADIGM MARKETERS are operating in a TIME WARP Companies aim to maximize profits Company investors are more important than other stakeholders Don’t acknowledge the growing power of the customers Don’t acknowledge the growing power of the channels and other Customers buy rationally to maximize value Customers get most of their information from sellers and don’t talk to each other about products power of the channels and other stakeholders Don’t acknowledge the new social media world and their growing social responsibilities WE NEED TO….
  36. 36. MARKETING 1.0 vs MARKETING 2.0 vs MARKETING 3.0 Product-centric Marketing Customer-oriented Marketing Value-driven Marketing Objective Enabling Forces MARKETING 1.0 MARKETING 2.0 MARKETING 3.0 Sell products Satisfy and retain the consumers Make the world a better place Industrial Revolution Information Technology New Wave Technology How companies see the market Key marketing concept Company marketing guidelines Value propositions Interaction with consumers Mass Buyers with Physical Needs Smarter Consumer with Mind and Heart Whole Human with Mind, Heart, and Spirit Product development Differentiation Values Product specification Corporate and Product Positioning Corporate , Vision, Values Functional Functional and Emotional Functional, Emotional, and Spiritual One-to-Many Transaction One-to-One Relationship Many-to-Many Collaboration
  37. 37. Marketers have Lessening Influence in Shaping Their Brand Image Person-to-person conversations about many products can exceed the amount of communication under the company’s control. Thus a brand can be hijacked. FOUR POSSIBILITIES Everyone is talking negatively about the company There is no talk about the company The talk is a mix of good and bad comments Managers listened to the consumers’ voices to understand their minds and capture market insights Consumers play the key role of creating the value through co- creation of product and service Thus a brand can be hijacked. see Alex Wipperfürth, Brand Hijack: Marketing without Marketing, New York: Portfolio, 2005 comments Virtually all the talk is favorable
  38. 38. EVOLUTION OF MANAGEMENT THINKING 1950s – 1960s 1970s – 1980s 1990s – 2000s 2010s – 2020s
  39. 39. THE FUTURE OF MARKETING TODAY’S MARKETING CONCEPT FUTURE MARKETING CONCEPTS PRODUCT MANAGEMENT The Four Ps (Product, Price, Place, Promotion) CO-CREATION THE DISCIPLINES OF MARKETING CUSTOMER MANAGEMENT BRAND MANAGEMENT Promotion) The STP (Segmentation, Targeting, and Positioning) Brand Building COMMUNITIZATION CHARACTER BUILDING
  40. 40. THE MODEL OF 3i brand integrity The GOOD Outdoor- inspired Footwear and Apparel Company Engaged Citizenship Environmental Stewardship Global Human Rights
  41. 41. Responsible, Locally involved Fairly Priced Brand 24 hour training of baristas Caring Stock option/ health benefits or baristas Thoughtful ContemporaryCONSUMER TARGET Discerning Coffee Drinker CONSUMER INSIGHT Coffee and the drinking experience is often unsatisfying CONSUMER TAKEAWAY Starbucks gives me the richest possible sensory experience drinking coffee HYPOTHETICAL STARBUCKS BRAND POSITIONING BULLSEYE Brand Mantra Rich, Rewarding Coffee Experience Relaxing, Rewarding moments Reach sensory consumption experience Convenience, Friendly service Varied, exotic coffee drinks Fresh, high quality coffee Totally integrated system Green & Earth Colors Triple Filtrated water Siren logo is often unsatisfying CONSUMER NEED STATE Desire for better coffee and a better consumption experience CONSUMER INSIGHT Local cafes, Fast food & convenience shops drinking coffee
  42. 42. BRAND JOURNALISM Brand Positioning = Brand Journalism “Marketers should communicate different messages to different market segments at different times, as long as they broadly fit within the basic brand image.” -Larry Light, former McDonald’s CMO- McDonalds is positioned differently in the minds of kids, teens, young adults,McDonalds is positioned differently in the minds of kids, teens, young adults, parents and seniors. It is positioned differently at breakfast, lunch, dinner, snack, weekday, weekend, with kids or on a business trip.
  43. 43. Deliver SATISFACTION Realize ASPIRATION Practice COMPASSION Mind Heart Spirit Mission (Why) INDIVIDUAL COMPANY Values-Based Matrix Model Deliver SATISFACTION Realize ASPIRATION Practice COMPASSION Mind Heart Spirit Mission (Why) INDIVIDUAL COMPANY ProfitAbility ReturnAbility SustainAbility Be BETTER DIFFERENTIATE Make a DIFFERENCE Vision (What) Values (How) ProfitAbility ReturnAbility SustainAbility Be BETTER DIFFERENTIATE Make a DIFFERENCE Vision (What) Values (How)
  44. 44. MIND HEART SPIRIT Promoting reusable shopping bags Base of the Pyramid Mission Contributing to the community well –being as well as sustaining and protecting the environment Vision S. C. JOHNSON VALUE-BASED MATRIX For SC Johnson, creating sustainable economic value means helping communities prosper while achieving profitable growth for the company. Sustaining Values: SC Johnson Public Report We believe our fundamental strength lies in our people. Vision To be a world leader in delivering innovative solutions to meet human needs through sustainability principles Values Sustainability We create economic value We strive for environmental health We advance social progress
  45. 45. ConsumersConsumers EmployeesEmployees Marketing the Mission to… Channel PartnersChannel Partners ShareholdersShareholders
  46. 46. Companies Americans Love Amazon, Best Buy, BMW, CarMax, Caterpillar, Commerce Bank, Container Store, Costco, eBay, Google, Harley- Davidson, Honda, IDEO, IKEA, JetBlue Johnson & Johnson, Jordan's Furniture, L L Bean, New Balance, Patagonia, Progressive Insurance, REI, Southwest, Starbucks, Timberland, Toyota, Trader Joe's, UPS, Wegmans, Whole Foods. The researchers found these “firms of endearment” to be highly profitable. They also found eight characteristics common to these firms.
  47. 47. Characteristics of “Firms of Endearment” • They align the interests of all stakeholder groups • Their executive salaries are relatively modest • They operate an open door policy to reach top management • Their employee compensation and benefits are high for the category; their employee training is longer; and their employee turnover is lower • They hire people who are passionate about customers • They view suppliers as true partners who collaborate in improving• They view suppliers as true partners who collaborate in improving productivity and quality and lowering costs • They believe that their corporate culture is their greatest asset and primary source of competitive advantage. • Their marketing costs are much lower than their peers while customer satisfaction and retention is much higher.
  48. 48. TRACKING SUSTAINABILITY We need indices that measure how well a company performs in the triple bottom line: profit, planet, and people. The AIM: To encourage companies to improve their economic, environmental, and social impact on the society. Company ApproachCompany Approach FTSE4Good Index Good companies as companies that work toward environmental sustainability, have positive relationship with all stakeholders, protect universal human rights, possess good supply chain labor standards, and counter bribery practices
  49. 49. Timberland Goes Green Timberland is a leader in the design, engineering and marketing of premium- quality footwear, apparel and accessories for outdoor consumers. It believes in “doing well by doing good.” In shoes, Timberland uses recycled materials, non-chemical substances as much as possible, made in energy-saving factories. The label gives consumers information “about the product they are purchasing, including where it was manufactured, how it was produced, and its effect on the environment”. Timberland gives back to communities. Under the Path of Service program, itsTimberland gives back to communities. Under the Path of Service program, its employees have contributed over 200,000 total hours of service that benefited over 200 community organizations in 13 countries, 26 states and 73 cities. To commemorate Earth Day, Timberland plants a tree on behalf of each consumer who spends $150. Timberland has also done such things as offering $3,000 incentives to employees who purchase hybrid cars. Other companies in this category are Patagonia, Whole Foods Market, Fetzer Vineyards, and Herman Miller.
  50. 50. Marketing 1.0 Marketing 2.0 Marketing 3.0 MIND HEART SPIRIT PRODUCT- CENTERED CUSTOMER- ORIENTED VALUES-DRIVEN ECONOMIC- VALUE PEOPLE-VALUE ENVIRONMENT- VALUE MOVING TOWARD THE MARKETING 3.0 PROFITS SOCIAL PROGRESS SUSTAINABILITY •Where is your company now? •Where do you want it to be? •Why? •What would steps would you take?
  51. 51. The Challenge • Re-moralize the market • Re-localize the economy• Re-localize the economy • Re-capitalize the poor See Phillip Bond – Red Tory
  52. 52. “Within five years, if you run your business in the same way as you do now, you’re going to be out of business.” Philip Kotler

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