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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.

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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  • Jovem, esses números do comeco dos slides são apenas de Portugal? Foi isso que entendi? Obrigado!
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  • 1. as últimas 3 décadas em Portugaldos clientes para os fansnovos consumos precisam de um novo marketing
  • 2. casamos menos… 68.461 65.776 43.228 80´s 90´s 00´s
  • 3. separamos mais… 26.110 12.156 8.988 80´s 90´s 00´s
  • 4. vivemos mais tempo… 78,9 75,4 72,9 80´s 90´s 00´s
  • 5. temos mais saúde… 366,5 292,6 254,7 80´s 90´s 00´s
  • 6. temos mais formação… 84.009 35.939 18.671 80´s 90´s 00´s
  • 7. trabalhamos menos horas… 39,1 36,6 35,1 80´s 90´s 00´s
  • 8. mas ganhamos mais… 843 493 149 80´s 90´s 00´s
  • 9. temos mais polícias… 47.444 42.881 37.526 80´s 90´s 00´s
  • 10. mas os crimes subiram… 12.294 8.004 8.260 80´s 90´s 00´s
  • 11. somos loucos por concertos… 11.935 621 992 80´s 90´s 00´s
  • 12. lemos mais jornais… 949.085 522.682 378.560 80´s 90´s 00´s
  • 13. a gasolina passou a ser um luxo… 1,39 0,69 0,77 80´s 90´s 00´s
  • 14. produzimos energia verde… 34 28 15 80´s 90´s 00´s
  • 15. fazemos mais reciclagem… 8,4 1,1 0,3 80´s 90´s 00´s
  • 16. cliente vs fan
  • 17. 79%têm intenção de permanecer como clientes
  • 18. e se mudarem? 54 %
  • 19. e se mudarem? 56 %
  • 20. e se mudarem? 53 %
  • 21. fazem isto por alguma marca?
  • 22. 81% dizem que “vivem” e “respiram” o seu clube
  • 23. 87% fazem questão que os outros saibam qual é o seu clube
  • 24. 87% dizem que apoiar o seu clube é uma parte importante da sua vida
  • 25. 25 Outubro 2008
  • 26. trocar de mulher, decasa, de carro,de emprego,...mas nunca de clube...
  • 27. porquê?
  • 28. magia
  • 29. 32.410.117.000minutos ao telefone
  • 30. 1.675.363assinantes de internet
  • 31. como gastamos… bens e serviços poupança diversos 5,4% produtos 11,5% alimentares e restaurantes e bebidas hotéis: 10,4% 15,3% álcool e educação 1,1% tabaco:2,9% lazer, recreação e vestuário e cultura: 6,9% calçado: 5,5% habitação, água, comunicações electricidade, gás e 2,9% outros combustíveis transportes 13,5% 13,6% acessórios e saúde equipamento 5% doméstico 6%
  • 32. as últimas 3 décadas em Portugaldos clientes para os fansnovos consumos precisam de um novo marketing marcas autênticas emoções fortes e bem-estar colaboração com o consumidor relação tecnológica nova geração de marketeers
  • 33. MARKETING’S LOSS OF EFFECTIVENESS MARKETING will be less Companies will want Marketing budgets will be effective in the next few marketers to do more with lower years less TRADITIONAL SOCIAL MEDIA DISTRIBUTORS COMPETITION PUBLIC MEDIA NETWORKSDISTRIBUTORS will Traditional media such Categories are so The public, in its wish Social media networksdemand more TRADE as TV 30-second spots, crowded with to spend less, will be will play anPROMOTION. This will newspapers, etc., are competitors that less inclined to pay increasingly influentialleave less money for growing LESS heavy price cutting higher prices for top role in shaping brandmarketing research, EFFECTIVE will be UNAVOIDABLE brands where the evaluationsadvertising and consumer quality differences arepromotion for brand minimal. There is abuilding and ultimately strong shift to storereduce brand equity. brands and sub-Investors will then brands. This meansdowngrade the stock. that top brands areThis will leave the overvalued and therecompany with fewer may be a brandresources to prop up bubble.demand.This is a VICIOUSCIRCLE
  • 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. Downstream Upstream Marketing Marketing Markets TODAY’s Product Create TOMORROW’s Product
  • 35. MUST MARKETING BE RE-INVENTED? MARKETERS are MARKETERS are prisoners of an OLD operating in a TIME PARADIGM WARP Companies aim to maximize profits Don’t acknowledge the growing power of the customers Company investors are more important than other stakeholders Don’t acknowledge the growing power of the channels and other Customers buy rationally to maximize stakeholders value Don’t acknowledge the new social Customers get most of their information from media world and their growing sellers and don’t talk to each other about products social responsibilities WE NEED TO….
  • 36. MARKETING 1.0 vs MARKETING 2.0 vs MARKETING 3.0 MARKETING 1.0 MARKETING 2.0 MARKETING 3.0 Product-centric Customer-oriented Value-driven Marketing Marketing Marketing Satisfy and retain the Make the world a better Objective Sell products consumers place Enabling Forces Industrial Revolution Information Technology New Wave TechnologyHow companies see Mass Buyers with Smarter Consumer with Whole Human with the market Physical Needs Mind and Heart Mind, Heart, and Spirit Key marketing Product development Differentiation Values conceptCompany marketing Corporate and Product Corporate , Vision, Product specification guidelines Positioning Values Functional and Functional, Emotional,Value propositions Functional Emotional and Spiritual Interaction with One-to-Many One-to-One Many-to-Many consumers Transaction Relationship Collaboration
  • 37. Marketers have Lessening Influencein Shaping Their Brand Image FOUR POSSIBILITIES Person-to-person conversations about many products can exceed the Everyone is talking negatively about amount of communication under the the company company’s control. There is no talk about the company The talk is a mix of good and bad Thus a brand can be hijacked. comments see Alex Wipperfürth, Brand Hijack: Marketing without Marketing, New York: Portfolio, 2005 Virtually all the talk is favorable Managers listened to the Consumers play the key role of consumers’ voices to understand creating the value through co- their minds and capture market creation of product and service insights
  • 38. EVOLUTION OF MANAGEMENT THINKING 1950s – 1960s 1970s – 1980s 1990s – 2000s 2010s – 2020s
  • 39. THE FUTURE OF MARKETING THE DISCIPLINES TODAY’S MARKETING FUTURE MARKETING OF MARKETING CONCEPT CONCEPTS PRODUCT The Four Ps (Product, Price, Place, CO-CREATION MANAGEMENT Promotion) CUSTOMER The STP (Segmentation, Targeting, COMMUNITIZATION MANAGEMENT and Positioning) BRAND CHARACTER Brand Building MANAGEMENT BUILDING
  • 40. THE MODEL OF 3i i brand ntegrity Engaged Citizenship The GOOD Outdoor- Environmental inspired Footwear Stewardship and Apparel Global Human Company Rights
  • 41. HYPOTHETICAL STARBUCKS BRAND POSITIONING BULLSEYE CONSUMER Contemporary TARGET Discerning Coffee Drinker CONSUMER Caring Thoughtful TAKEAWAY CONSUMER Starbucks gives 24 hour Stock option/ me the richest INSIGHT training of health benefits possible Coffee and the baristas Responsible, Fairly or baristas sensorydrinking experience Locally involved Priced experienceis often unsatisfying drinking coffee Brand Relaxing, Mantra Fresh, high Rewarding Rich, Rewarding quality coffee moments Coffee Experience CONSUMER Totally Triple Reach sensory Varied, exotic NEED STATE integrated consumption Convenience, coffee drinks Filtrated Desire for better system Friendly water experience service coffee and a better Green & Siren consumption Earth Colors logo experience CONSUMER INSIGHT Local cafes, Fastfood & convenience shops
  • 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, parents and seniors. It is positioned differently at breakfast, lunch, dinner, snack, weekday, weekend, with kids or on a business trip.
  • 43. Values-Based Matrix Model Mind Heart Spirit INDIVIDUALCOMPANYCOMPANY Mission (Why) Deliver Realize Practice SATISFACTION ASPIRATION COMPASSION Vision (What) ProfitAbility ReturnAbility SustainAbility Values (How) Make a Be BE R TTE DIFFE NTIATE RE DIFFE NCE RE
  • 44. S. C. JOHNSON VALUE-BASED MATRIX MIND HEART SPIRIT MissionContributing to the communitywell –being as well as sustainingand protecting the environment Promoting reusable shopping bags Base of the Pyramid Vision For SC Johnson, creatingTo be a world leader in delivering sustainable economic Sustaining Values: innovative solutions to meet value means helping communities prosper while SC Johnson Public human needs through sustainability principles achieving profitable growth Report for the company. Values Sustainability We believe our We create economic value fundamental We strive for environmental health strength lies in our We advance social progress people.
  • 45. Marketing the Mission to… Consumers Employees Channel Partners Shareholders
  • 46. Companies Americans LoveAmazon, Best Buy, BMW, CarMax,Caterpillar, Commerce Bank, ContainerStore, Costco, eBay, Google, Harley-Davidson, Honda, IDEO, IKEA, JetBlueJohnson & Johnson, Jordans Furniture,L L Bean, New Balance, Patagonia,Progressive Insurance, REI, Southwest,Starbucks, Timberland, Toyota, TraderJoes, UPS, Wegmans, Whole Foods.The researchers found these “firms ofendearment” to be highly profitable.They also found eight characteristicscommon to these firms.
  • 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 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. 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 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. 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, 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. MOVING TOWARD THE MARKETING 3.0Marketing 1.0 Marketing 2.0 Marketing 3.0MIND HEART SPIRITPRODUCT- CUSTOMER- VALUES-DRIVENCENTERED ORIENTEDECONOMIC- VALUE PEOPLE-VALUE ENVIRONMENT- VALUEPROFITS SOCIAL PROGRESS SUSTAINABILITY•Where is your company now?•Where do you want it to be?•Why?•What would steps would you take?
  • 51. The Challenge • Re-moralize the market • Re-localize the economy • Re-capitalize the poorSee Phillip Bond – Red Tory
  • 52. “Within five years, if you run yourbusiness in the same way as you donow, you’re going to be out ofbusiness.” Philip Kotler