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A Value driven Marketing concept developed by Philip Kotler

A Value driven Marketing concept developed by Philip Kotler

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  • 1. Marketing 3.0
  • 2. 1. The age of participation and collaborative marketing 2/44
  • 3. Comparison of marketing 1.0, 2.0 and 3.0 Marketing 1.0 Product-centric Marketing Marketing 2.0 Consumer-oriented Marketing Marketing 3.0 Values-driven Marketing Objective Sell products Satisfy and retain the consumers Make the world a better place Enabling forces Industrial Revolution Information technology New wave technology How companies see the market Mass buyers with physical needs Smarter consumer with mind and heart Whole human with mind. heart, and spirit Key marketing concept Product development Differentiation Values Company marketing guidelines Product specification Corporate and product positioning Corporate mission, vision, and values Value propositions Functional Functional and emotional Functional, emotional, and spiritual Interaction with consumers One-to-many transaction Functional and emotional Many-to-many collaboration 3/44
  • 4. 2. Expressive Social Media 3. Collaborative Social Media 4. The age of globalization paradox and cultural marketing 5. The age of creative society and human spirit marketing 4/44
  • 5. Marketing 3.0: Collaborative, Cultural, and spiritual The Age of Participation and collaborative Marketing The Age of Globalization Paradox and cultural Marketing The Age of Creative Society and Human Spirit Marketing Technology Market Political legal Socio culture Economy 5/44
  • 6. Building Blocks of Marketing 3.0 Building Blocks Why? What to Offer Content Collaborative Marketing Content Cultural Marketing How to offer Spiritual Marketing The Age of Participation (the Stimulus) The Age of Globalization Paradox (the Problem) The Age of Creativity (the Solution) 6/44
  • 7. The Evolution of marketing Concepts Postwar Soaring Turbulent Uncertain One-to-One Financially-Driven 1950s 1960s 1970s 1980s 1990s 2000s 7/44
  • 8. Postwar 1950s
    • The Marketing Mix
    • Product Life Cycle
    • Brand Image
    • Market Segmentation
    • The Marketing Concept
    • The Marketing Audit
    Soaring 1960s
    • The Four Ps
    • Marketing Myopia
    • Lifestyle Marketing
    • The Broadened Concept of Marketing
    Turbulent 1970s
    • Targeting
    • Positioning
    • Strategic Marketing
    • Service Marketing
    • Social Marketing
    • Societal Marketing
    • Macro-Marketing
    Uncertain 1980s
    • Marketing Warfare
    • Global Marketing
    • Local Marketing
    • Mega-Marketing
    • Direct Marketing
    • Customer Relationship Marketing
    • Internal Marketing
    8/44
  • 9. Uncertain 1980s
    • Marketing Warfare
    • Global Marketing
    • Local Marketing
    • Mega-Marketing
    • Direct Marketing
    • Customer Relationship Marketing
    • Internal Marketing
    One-to-One 1990s
    • Emotional Marketing
    • Experiential Marketing
    • Internet and E-Business Marketing
    • Sponsorship Marketing
    • Marketing Ethics
    Financially-Driven 2000s
    • ROI Marketing
    • Brand Equity Marketing
    • Customer Equity Marketing
    • Social Responsibility Marketing
    • Consumer Empowerment
    • Social Media Marketing
    • Tribalism
    • Authenticity Marketing
    • Cocreation Marketing
    9/44
  • 10. The future of marketing : Horizontal not vertical The Disciplines of Marketing Product Management Customer Management Brand Management Today’s Marketing Concept The Four Ps (product,price ,place,promotion) STP (segmentation, targeting,and positioning) Brand building Future Marketing Concept Cocreation Communitization Character building 10/44
  • 11.
    • Cocreation :
    • The new ways of creating product and experience through collaboration by companies consumer, suppliers, and channel partners interconnected in a network of innovation.
    2. Communitization : The concept of communitization is closely relates to the concept of tribalism in marketing. Companies that want to embrace this new trend should accommodate this need and help consumers connect to one another in communities. 3. Character Building : 11/44
  • 12.
    • In Marketing 3.0 companies need to address consumers as whole human beings.
    • A physical body, a mind capable of independent thought and analysis, a heart that can feel emotion, and a spirit-your soul of philosophical center.
    SHIFT TO HUMAN SPIRIT : THE 3i MODEL 12/44
  • 13. The 3i Model Brand i ntegrity Brand i dentity Brand i mage Brand Differentiation Positioning 3i 13/44
  • 14.
    • Marketers need to identify the anxieties and desires of the consumers to be able to target their minds, hearts, and spirits.
    • The generic anxiety and desire of the consumers is to make their society-and the world at large-a better, perhaps even an ideal place to live.
    SHIFT TO VALUES-DRIVEN MARKETING : 14/44
  • 15. Values-Based Matrix (VBM) Model Deliver SATISFACTION Realize ASPIRATION Practice COMPASSION Profit Ability Return Ability Sustain Ability Be BETTER DIFFERENTIATE Make a DIFFERENCE MISSION (Why) VISION (What) VALUES (How) Mind Heart Spirit 15/44
  • 16.
    • 1. By close examining the 3i model you will see the new meaning of marketing in 3.0. Marketing in its culmination will be a consonance of three concepts: identity, and image. Marketing is about clearly defining your unique identity and strengthening it with authentic integrity to build a strong image.
    MARKETING 3.0 : THE MEANING OF MARKETING AND THE MARKETING OF MEANING 16/44
  • 17.
    • 2. Marketing 3.0 is also about the marketing of meaning embedded in the corporate mission, vision, and values.
    • By defining marketing in this manner, we wish to elevate the designing of the company’s strategic future.
    • Marketing should no longer be considered as only selling and using tools to generate demand. Marketing should now be considered as the major hope of a company to restore consumer trust.
    17/44
  • 18.
    • Consumers are the new brand owners!
    • Good mission defined
    Marketing the Mission to the Consumers 18/44
  • 19. Three Characteristics of a Good Mission Business as Unusual Story that Moves People Consumer Empowerment Creating Spreading Realizing 19/44
  • 20.
    • 3. Summary : Promise of transformation, compelling stories, and consumer involvement
    20/44
  • 21.
    • Permission-to-play values are the basic standards of conduct that employees should have when they join the company.
    • Aspirational values are values that a company lacks but the management hopes to achieve.
    • Accidental values are acquired as a result of common personality traits of employees.
    • Core values are the real corporate culture that guides employees’ actions.
    Marketing the Values to the Employees 21/44
  • 22. Creativity Cultural Collaboration Shared Values Common Behavior Shared Values and Common Behavior in Marketing 3.0 Context 22/44
  • 23.
    • Attracting and Retaining Talent
    • Back-Office Productivity and Front-Office Quality
    • Integrating and Empowering Differences
    VALUES WILL DO YOU GOOD 23/44
  • 24.
    • The low obligation and easy income segment is a group of employees who look for quick wins.
    • The flexible support segment is a group that goes with the flow because they do not see a job as a priority yet.
    • The risk and reward segment includes employees who see jobs as opportunities to challenge and excite themselves.
    CHANGE THE LIVES OF EMPLOYEES : Six segment of employees : 24/44
  • 25.
    • 4. The individual expertise and team success segment seeks jobs that offer teamwork and collaboration.
    • 5. The secure progress segment looks for a promising career path.
    • 6. The expressive legacy segment looks for opportunities to create a lasting impact on the company.
    25/44
  • 26. MARKETING THE VALUES TO THE CHANNEL PARTNERS 26/44
  • 27.
    • 1. Channel as Collaborator : Selecting the Fit
    Purpose Identity Purpose Identity Channel Partners Company Values Values Mirroring 27/44
  • 28.
    • 2. Channel partners as cultural change agent : Distributing the story
    • 3. Channel as creative ally : Managing the relationship
    28/44
  • 29. MARKETING THE VISION TO THE SHAREHOLDERS 29/44
  • 30.
    • Short-Termism hurts the economy
    • Long-Term shareholder value = vision of sustainability
    • Marketing visionary strategy
    30/44
  • 31.
    • Need for future growth : Disney on children’s nutrition
    • Call for strong differentiation : Wegmans on healthy living
    • From Philanthropy to transformation
    DELIVERING SOCIO-CULTURAL TRANSFORMATION 31/44
  • 32. Three stages of addressing social issues in marketing Philanthopy Cause Marketing Socio-Culture Transformation Higher Business Model Alignment Lower Cost, Higher Impact Cultural Spectrum Creativity Spectrum Self-Actualization Basic Needs Vertical Company Empowered Horizontal Consumer Empowered 32/44
  • 33. THREE STEPS TO TRANSFORMATION Identify Socio- Cultural Challenges Select Target Constituents Offer Transformational Solution - Identify current and predict future challenges - Challenges may include wellness (nutrition and health care),education, or social injustice
    • For immediate impact : select constituents such as the middle class, woman, or the elderly
    • For future impact : select children and youth
    • Provide behavior-changing solutions moving up the Maslow Pyramid
    • Aim toward more collaborative, cultural, and creative transformation
    33/44
  • 34.
    • Market Education : SBEs must educate the underserved market continuously. not only on product benefits but also on how to increase their quality of life
    • Linkage with Local Communities and the Informal Leaders : SBEs must also build linkages with local communities and the informal leaders such as doctors, teachers, heads of villages, and religious leaders.
    The Meaning of Social Business Enterprise 34/44
  • 35.
    • 3. Partnership with the Government and NGOs : SBEs must partner with the government and NGOs. Linking the corporate objectives with the government’s mission will help reduce the cost of market education and the overall campaign.
    35/44
  • 36. MARKETING FOR POVERTY ALLEVIATION The Marketing Model of an SBE No 1 Segmentation Bottom of the Pyramid 2 Targeting High volume communities 3 Positioning Social business enterprise 4 Differentiation Social entrepreneurship 5 Marketing Mix  Product Products not Currently Accessible for low-income Customer  Price Affordable  Promotion Word-of-Mouth  Place Community Distribution 6 Selling Sales Force of Social Entrepreneurs 7 Brand Iconic 8 Service No-Frills 9 Process Low-Cost Elements of Marketing Social Business Enterprise Business Model 36/44
  • 37. Striving for Environmental Sustainability
    • The three actors in sustaining the environment
    1.1 The Innovator: DuPont Case 1.2 The Investor: Wal-Mart Case 1.3 The Propagator: Timberland Case 37/44
  • 38.
    • Natural resources dependence
    • Current exposure to regulation
    • Increasing potential for regulation
    • Competitive market for talent
    • Low market power in a highly competitive market
    • Good environmental track records
    • High brand exposure
    • Big environmental impact
    The collaboration of the innovator, The investor, and the propagator 38/44
  • 39. Motivations of Different Actors Innovator Propagator Investor Enable Promoter Amplifier  Natural resources dependence  Current exposure to regulation  Increasing potential for regulation  Competitive market for talent  Low market power in highly competitive market  Good environmental track records  High brand exposure  Big environmental impact 39/44
  • 40. 2. Targeting Communities for Green Marketing Collaboration of Different Actors Niche Mass Promotion Producing Innovator Propagator Investor Initiate the buzz of green products by targeting a niche market of trendsetters Create critical mass by marketing green products the new standard in the mainstream market Create specialty product for a niche market Create fully commercialized product for mass market 40/44
  • 41. 3. Summary: Green innovation for sustainability 41/44
  • 42.
    • Credo 1 : Love your Customers. Respect your
    • Competitors
    • Credo 2 : Be sensitive to change, be ready to
    • transform
    • Credo 3 : Guard your name, be clear about who
    • you are
    • Credo 4 : Customers are diverse; go first to those who
    • can benefit most from you
    • Credo 5 : Always offer a good package at a fair price
    10 Credos of Marketing 3.0 42/44
  • 43.
    • Credo 6 : Always make yourself available, spread the
    • good news
    • Credo 7 : Get your customers, keep and grow them
    • Credo 8 : Whatever your business it is a service
    • business
    • Credo 9 : Always refine our business process in terms
    • of quality, cost, and delivery
    • Credo 10 : Gather relevant information, but use wisdom
    • in making your final decision
    43/44
  • 44. The End.