I was invited to give this presentation to a student class at IACT College (www.iact.edu.my), Malaysia. I explore the disruptions impacting marketing and communications today and what capabilities practitioners need to develop for the future. I also share some case study/examples from both Microsoft and Shell. More info available here: http://wp.me/pBFmG-pR

1. Shell Malaysia
LOOKING TO WHAT’S NEXT:
THE FUTURE OF MARKETING & COMMUNICATIONS
Leigh Wong
Head of Media Relations & Issues Management, Shell Malaysia
@giokleigh
1Dec 2015

2. Shell Malaysia
DEFINITIONS & CAUTIONARY NOTE
The companies in which Royal Dutch Shell plc directly and indirectly owns
investments are separate entities. In this presentation “Shell”, “Shell
group” and “Royal Dutch Shell” are sometimes used for convenience
where references are made to Royal Dutch Shell plc and its subsidiaries
in general. Likewise, the words “we”, “us” and “our” are also used to
refer to subsidiaries in general or to those who work for them. These
expressions are also used where no useful purpose is served by
identifying the particular company or companies. ‘‘Subsidiaries’’, “Shell
subsidiaries” and “Shell companies” as used in this presentation refer to
companies in which Royal Dutch Shell either directly or indirectly has
control. Companies over which Shell has joint control are generally
referred to as “joint ventures” and companies over which Shell has
significant influence but neither control nor joint control are referred to as
“associates”. The term “Shell interest” is used for convenience to indicate
the direct and/or indirect ownership interest held by Shell in a venture,
partnership or company, after exclusion of all third-party interest.
This announcement contains forward looking statements concerning the
financial condition, results of operations and businesses of Shell and the
Shell Group. All statements other than statements of historical fact are, or
may be deemed to be, forward-looking statements. Forward-looking
statements are statements of future expectations that are based on
management's current expectations and assumptions and involve known
and unknown risks and uncertainties that could cause actual results,
performance or events to differ materially from those expressed or
implied in these statements. Forward-looking statements include, among
other things, statements concerning the potential exposure of Shell and
the Shell Group to market risks and statements expressing management’s
expectations, beliefs, estimates, forecasts, projections and assumptions.
These forward looking statements are identified by their use of terms and
phrases such as "anticipate", "believe", "could", "estimate", "expect",
"goals", "intend", "may", "objectives", "outlook", "plan", "probably",
"project", "risks", "seek", "should", "target", "will" and similar terms and
phrases. There are a number of factors that could affect the future
operations of Shell and the Shell Group and could cause those results to
differ materially from those expressed in the forward looking statements
included in this announcement, including (without limitation): (a) price
fluctuations in crude oil and natural gas; (b) changes in demand for
Shell's products; (c) currency fluctuations; (d) drilling and production
results; (e) reserves estimates; (f) loss of market share and industry
competition; (g) environmental and physical risks; (h) risks associated
with the identification of suitable potential acquisition properties and
targets, and successful negotiation and completion of such transactions;
(i) the risk of doing business in developing countries and countries subject
to international sanctions; (j) legislative, fiscal and regulatory
developments including regulatory measures addressing climate change;
(k) economic and financial market conditions in various countries and
regions; (l) political risks, including the risks of expropriation and
renegotiation of the terms of contracts with governmental entities, delays
or advancements in the approval of projects and delays in the
reimbursement for shared costs; and (m) changes in trading conditions.
All forward looking statements contained in this announcement are
expressly qualified in their entirety by the cautionary statements contained
or referred to in this section. Readers should not place undue reliance on
forward looking statements. Additional factors that may affect future
results are contained in Shell's 20-F for the year ended 31 December
2014 (available at www.shell.com/investor and www.sec.gov ). These
factors also should be considered by the reader. Each forward looking
statement speaks only as of the date of this announcement/presentation,
14 May 2015. Neither Shell nor any of its subsidiaries nor the Shell
Group undertake any obligation to publicly update or revise any forward
looking statement as a result of new information, future events or other
information. In light of these risks, results could differ materially from
those stated, implied or inferred from the forward looking statements
contained in this announcement.
2Dec 2015

3. Shell Malaysia
MY STORY SO FAR…
3Dec 2015

4. Shell Malaysia 4Dec 2015

5. Globalisation &
Hyperconnectivity
Big Data &
The Internet of Everything
Always
social
Ever-fragmenting
media channels
Changing interfaces
Communications is being disrupted
Ubiquitous
Connectivity

6. Shell Malaysia 6Dec 2015
Today’s scarcest resources are attention and engagement.

7. Shell Malaysia
Transactional
Marketing
Relationship
Marketing
Collaborative
Marketing
View of value
Value is associated with a
company’s offering.
Maximize value in
exchanges
Value is associated with
customer relationships.
Maximize lifetime value of
relationships
Value is associated
with experiences.
Maximize value of co-
created experiences
View of market
Place where value is exchanged between customers
and the firm. Market is separate from the value
creation process
Market as a forum
where value is co-
created through
interaction and
dialogue
Role of customer
Passive buyers to be
targeted with offerings
Portfolio of relationships
to be cultivated
Prosumers – active
participants in value
co-creation
Role of firm
Define and create value
for consumers
Attract, develop, and
retain profitable
customers
Engage customers in
defining and co-
creating unique value
Nature of
Customer
Interaction
Survey customers to elicit
needs and solicit feedback
Observe customers and
learn adaptively about
customers
Active dialogue with
customers and
communities
Source: Mohan Sawhney, Kellogg School of Management
WE ARE NOW IN THE COLLABORATIVE MARKETPLACE
7Dec 2015

8. Shell Malaysia 8Dec 2015

9. Shell Malaysia
#1 COMMUNICATION IS A CONVERSATION
9Dec 2015
#1: HAVE A CONVERSATION

10. Shell Malaysia 10Dec 2015
Understanding the
opportunities, challenges,
trends, issues and risks in the
external landscape through
world-class stakeholder
sensing and effective
engagement
Bringing the outside in
SENSE
Ensuring social and
reputational opportunities
and risks are, at an early
stage, assessed, mitigated or
leveraged and fully
integrated into business
plans
Delivering shared
value by aligning
business and
stakeholder
expectations
INTEGRATE
Showcasing and
communicating Shell’s
capabilities, achievements,
products, services and
thought leadership to build
preference with partners,
customers and other
stakeholders key to our
growth
Taking the inside out
COMMUNICATE
EXTERNAL RELATIONS AT SHELL

11. Shell Malaysia
OREO GIVES ALPHAEUS TAN A WELL-DESERVED COOKIE!
11Dec 2015

12. Shell Malaysia
#2: EMBRACE & CO-CREATE WITH YOUR COMMUNITY
12Dec 2015

13. Shell Malaysia
#makethefuture
Morro da Mineira
Project
13Dec 2015

14. Shell Malaysia 14Dec 2015

15. Shell Malaysia
#makethefuture
Morro da Mineira
Project
15Dec 2015

16. Shell Malaysia
#3: TELL AUTHENTIC STORIES
16Dec 2015

17. Shell Malaysia 17Dec 2015
Source: Gaping Void

18. Shell Malaysia 18Dec 2015

19. Shell Malaysia 19Dec 2015

20. Shell Malaysia
Compelling stories give people a reason to connect.
WHY IS STORYTELLING IMPORTANT?
Compelling stories influence behaviors.
Inform Engage Inspire
20Dec 2015

21. Shell Malaysia
STORIES NEED TO BE RATIONAL AND EMOTIONAL
21Dec 2015

22. Good
storytelling is
visceral

23. Shell Malaysia
Emotional Engagement
STORYTELLING IS A TECHNIQUE:
23Dec 2015

24. Shell Malaysia
Journey:
Range of
sources. In
2050, up to
30% renewables
with the rest:
fossil fuels &
nuclear
Shell: Cleaner
sources & using
energy more
efficiently.
Emotional Engagement
STORYTELLING AT SHELL: MEET THE WORLD'S GROWING
ENERGY NEEDS IN A RESPONSIBLE WAY
24Dec 2015

25. Shell Malaysia 25Dec 2015

26. Shell Malaysia 26Dec 2015

27. Shell Malaysia
#4: INTEGRATE ACROSS MEDIA
27Dec 2015

28. Shell Malaysia 28Dec 2015

29. Shell Malaysia 29Dec 2015

30. Shell Malaysia 30Dec 2015

31. Shell Malaysia
#5: BUILD YOUR OWNED MEDIA PLATFORMS
31Dec 2015

32. Shell Malaysia
MAKETHEFUTURE.SHELL.COM
32Dec 2015

33. Shell Malaysia 33Dec 2015
http://www.nytimes.com/projects/2012/snow-fall

34. Shell Malaysia 34Dec 2015

35. Shell Malaysia
http://www.microsoft.com/stories
35Dec 2015

36. Shell Malaysia 36Dec 2015

37. Shell Malaysia
#2: Embrace & Co-create with your community
#3: Tell Authentic Stories
#4: Integrate Across Media
#5: Build Owned Media Platforms
BUILD YOUR CAPABILITIES FOR THE FUTURE OF
COMMUNICATIONS
37Dec 2015
#1: Have A Conversation

38. Shell Malaysia
WWW.SHELL.COM.MY/CAREERS
• Internship information – including
step-by-step process. Next
window is 2016. Email:
internships@shell.com
• Shell Talent Community – join for
updates about career
opportunities and major new
projects or events in your field of
expertise.
38Dec 2015

39. Shell Malaysia
Leigh Wong
Head of Media Relations & Issues Management
Shell Malaysia
 leigh.wong@shell.com
giokleigh
facebook.com/giokleigh
linkedin.com/in/leighwong
THANK YOU FOR YOUR ATTENTION & STAMINA.
LET’S KEEP ENGAGING! QUESTIONS?
39Dec 2015