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    1. 1. Een andere kijk op marketing<br />Een sessie voor Marketing Stratego<br />
    2. 2. We are Futurelab<br />FUTURELAB<br />
    3. 3. FUTURELAB<br />Athens <br />Berlin<br />Brussels <br />Bucharest<br />Chicago <br />Hamburg <br />Helsinki<br />Iasi<br />Kiev<br />London<br />Melbourne<br />Miami<br />Milton Keynes<br />Moscow<br />Prague<br />Shanghai<br />The Hague<br />Valencia<br />A Personal Introduction<br />
    4. 4. We are business strategists with a passion for customers, innovation and profit<br />We deliver new profit opportunities through customer-centricity, commercial sense and hands-on innovation<br />“Like an architect, we add to the vision of our clients and manage their agencies and vendors towards the desired result.” <br />Futurelab International<br />Hoornzeelstraat 24<br />3080 Tervuren<br />Belgium<br />T: +32 2 7338332<br />F: +32 2 7065772<br />E:<br />For more information about this proposal, please contact <br />Stefan Kolle, Partner<br />E: <br />M: +32 (473) 888 996<br />6/05/2011<br />4<br />
    5. 5. We do more thanconsult, we want toright what is wrong<br />Opinionated – a desire to make a difference – unafraid to take the high road<br />Recognition<br />Thought leadership<br /><ul><li>+ 10,000 articles
    6. 6. 75,000 regular readers</li></ul>+ 100,000 readers<br />+ 10,000 followers<br />Regular speaking & media appearances<br />
    7. 7. FUTURELAB<br />Welcome to the <br />Marketing Revolution<br />Of..’hoe word ik minder ambetant ‘? <br />
    8. 8.
    9. 9. “You can’t bore people into buying your product – you can only interest them”<br />
    10. 10. "We can't compete on price. We also can't compete on quality, features or service. <br />That leaves fraud, which I'd like you to call marketing." <br />Dilbert’s Boss<br />cc 3.0, Megaqwerty<br />
    11. 11. 76% of consumers don’t believe that companies tell the truth in advertisements<br />Yankelowich,2006<br />
    12. 12. AdvertisingMyths<br />1. Frequency is mostly not adriver for action – on the contrary<br />2. There is no golden rule about “6 OTS”<br />
    13. 13. FUTURELAB<br />So, what do we do?<br />We are yelling louder and LOUDER<br />
    14. 14. But….<br />People who live near train lines find ways to adjust to the noise ... <br />Consumers have begun to treat encroaching advertising just like those trains.<br />
    15. 15. Last Year<br />Advertisingis a taxyoupay for unremarkablethinking<br />Robert Stephens, <br /> CEO, the GeekSquad<br />
    16. 16. “Today's marketing model is broken. We're applying antiquated thinking and work systems to a new world of possibilities."<br />Jim Stengel, Global Marketing Officer P&G<br />
    17. 17. The answer ... go socio-digital.....right?<br />
    18. 18. FUTURELAB<br />After all, there is an ever expanding universe to play with<br />“The workers should appropriate the means of production”<br />
    19. 19. FUTURELAB<br />And engagement goes deep ... very deep<br />84% of Germans under 30 would rather give up their car or partner than live without internet or mobile telephone.<br />Source: Bitkom study via – March 2, 2009<br />72% of British male gamers would avoid having sex for a chance to try their hands on a brand new PS3-game.<br />Source: PS3 Price Compare study, via Itproportal, March 3, 2009 <br />
    20. 20. The Sad Reality<br />Many digital marketing herd activities just don’t cut it either ...<br />FUTURELAB<br />
    21. 21. Banner blindness<br />1998!<br />
    22. 22. Contextual advertising<br />...has just died<br />
    23. 23. 62%<br />% of marketers advised by agencies to advertise in games/virtual worlds<br />87%<br />% asked to start/increase viral marketing spend on social networks<br />93%<br />% told by agencies to begin/increase viral video spend <br />Marketing Sherpa Ad:tech survey<br />Lemmings?<br />
    24. 24. The Advertising Technique Hype Cycle<br />Isnt there a bit much?<br />Hey, actually this is cool<br />Hmm – what’s this?<br />Naah, cant measure it<br />Sooo 5 minutes ago<br />
    25. 25. FUTURELAB<br />Different Channel, Same Problem<br />78% of consumers consider in-stream advertising as “intrusive”. Half of viewers stop watching an online video once they encounter an in-stream ad.<br />Source: Burstmedia, January 2008<br />29% of consumers leave a website that appears to be cluttered with advertising. <br />Source: Burstmedia, December 2008<br />Only 13% of UK consumers pay attention to ads on social networking sites.<br />BANNER/AD BLINDNESS<br />NEW !!<br />TWITTER SPAM<br />Source: Ebay Advertising, March 2009<br />
    26. 26. FUTURELAB<br />Different Channel, Same Problem<br />Reality Check<br />What does this mean for the business???<br />“If I tell my Facebook friends about your brand, it’s not because I like your brand, but because I like my friends.”<br /> Mike Arauz<br />
    27. 27. FUTURELAB<br />“Informed” consumers are much less reliant on advertising for product information<br />Out of 20 media company blogs are “least trusted” sources of information. Consumer product ratings/reviews are the second most trusted source.<br />(Forrester, Q2-2008<br />“The problem is not the [online] medium, the problem is the message, and the fact that it is not trusted, not wanted, and not needed”<br /> Eric Clemons<br />
    28. 28. Is it all over?<br />
    29. 29. It’s only just begun<br />
    30. 30. FUTURELAB<br />Across the board ...<br />MarCom Needs A Reboot<br />
    31. 31. Image: (c) Adambooth<br />The Core Issue<br />People who live near train lines adjust to the noise.<br />They do the same with advertising.<br />FUTURELAB<br />
    32. 32. FUTURELAB<br />BRANDS HAVE TO STOP BEING NOISE<br />Communication-wise<br />
    33. 33. FUTURELAB<br />Imagine instead …<br />Getting consumers to embrace the message<br />
    34. 34. FUTURELAB<br /><ul><li>Harry Potter Books ( + 3000 pages)
    35. 35. General Hospital (11,800 episodes)
    36. 36. The Matrix
    37. 37. Star Academy
    38. 38. Fan Protest Save Jericho
    39. 39. (54,000 stories)
    40. 40. Of Gods and Men</li></ul>It can be done<br />
    41. 41. FUTURELAB<br />Talking about what YOU want to say<br />Interrupting me<br />Treating me like any other 35-45 year old male<br />
    42. 42. Relevance<br />Engagement<br />Reputation<br />Relevance<br />C u s t o m e r J o u r n e y<br />€<br />Engagement<br />Reputation<br />FUTURELAB<br />
    43. 43. OUR VISION ON MARKETING<br />Relevance<br />C u s t o m e r J o u r n e y<br />FUTURELAB<br />Relationship<br />Reinforcement<br />Engagement<br />Reputation<br />Relevantie x Interactie(?) x Reputatie = $$$<br />
    44. 44. Relevance<br />Engagement<br />Reputation<br />Relevance<br />C u s t o m e r J o u r n e y<br />€<br />Engagement<br />Reputation<br />FUTURELAB<br />
    45. 45. To make me pay attention, stop looking at yourself<br />BRAND-CENTRIC<br />COMMUNICATION PLANNING <br />HUMAN-CENTRIC<br />COMMUNICATION PLANNING <br />Starts from what the brand wants to say and how to efficiently get it to pre-defined homogeneous audiences.<br />Starts from what the customers want to “hear” and being relevant to their situation, environment, interests and needs.<br />
    46. 46. FUTURELAB<br />Illustrating the point<br />How to advertise at a busstop?<br />
    47. 47. Brand/Media-Centric Communication Planning<br />You need to get extreme to get noticed<br />FUTURELAB<br />
    48. 48. FUTURELAB<br />relevance = f(personality, need, situation)<br />Human Centric Communication Planning<br />What would this boy want to hear?<br />
    49. 49. Human Communication Planning<br />A World of Opportunity<br />I consume a massive amount of content every moment of my day … it’s just not yours. This means someone is doing a better job than you are.<br />Audio/Video Podcasts<br />Books & Magazines<br />Mobile Television<br />Social Applications<br />Story Posters<br />Busstop Conversations<br />Mobile Games<br />FUTURELAB<br />
    50. 50. FUTURELAB<br />relevance = f(personality, need, situation)<br />When it comes to marketing communications<br />Don’t look at the box, look at the person<br />
    51. 51. Welcome to the Marketing Revolution<br />Introduce Human-Centric Communication Planning<br />TODAY: <br />Take your existing plan and ask yourself “what’s in it for the customer to give me his media-time?”<br />How can I make it more relevant and interesting?<br />And if you don’t know, go into the street and ask.<br />STRUCTURAL SOLUTION<br />Establish a “human driven” communication planning model<br />Why would he pay attention to me?<br />FUTURELAB<br />
    52. 52. INSIGHT<br />Understand what truly drives your customers<br />FUTURELAB<br />
    53. 53. What is my customer trying to tell me?<br />
    54. 54. The same coffee bean<br /> on the futures market<br /> in a package at the grocery store<br /> in a cup by the roadside<br /> in a cup in a cafe<br /> at a deluxe restaurant<br /> in a perfect espresso in Venice together with the one you love<br />Cost per cup<br />< 1 cent<br />5-30 cents<br />€1<br />€1 - 5<br />€5 – 10<br />Who cares?<br />Insights are about money<br />
    55. 55. Choice drivers and decision makers<br />
    56. 56. Purchase<br />“could I afford it”<br />“is it easy to buy”<br />Preference<br />“does it look nice”<br />“is it a good drive”<br />Repurchase<br />“is the quality good”<br />“repair service ?”<br />Loyalty<br />“Will they give me<br />a good fleet deal”<br />Advocacy<br />“Do other people<br />think I’m cool”<br />For every step of the journey<br />
    57. 57. 50<br />The Customer Journey<br />6/05/2011<br />
    58. 58. A Structured Approach<br />The Net Promoter™Score measures your judment of this “overall experience”. But to act on it, you need to break this experience into its components: the Customer Journey.<br />BRAINSTORM<br />Which are the steps in the customer journey when going on a holiday?<br />6/05/2011<br />51<br />
    59. 59. I dream of going on holiday<br />I research my holiday<br />I plan my holiday<br />I select my holiday<br />I purchase my holiday<br />I receive travel documents & tickets<br />I anticipate departure<br />I prepare my trip<br />I travel to my destination<br />I discover my destination<br />I experience my destination<br />I record my memories<br />I share my experience<br />I travel back home<br />I share my memories<br />15 steps whentaking the customer perspective<br />6/05/2011<br />52<br />
    60. 60. Case: An Automotive Brand<br />The Traditional Perspective<br />The Customer’sReality<br />Search<br />Evaluate<br />Try<br />Select<br />Wait<br />Search<br />***<br />***<br />***<br />***<br />* * * = Confidential<br />Radical new perspectives<br />
    61. 61. Case: Professional Services<br />The Traditional Perspective<br />The Customer’sReality<br />Latent<br />Problem<br />Self-study<br />Discuss<br />@ office<br />Informal<br />RFI<br />RFP<br />Prep<br />RFP<br />…<br />Radical new perspectives<br />Denkookoverheid/subsidies/partners etc!<br />
    62. 62. Wat is de levenscyclus van jullie doelgroepen? En wie zijn de beinvloeders?<br />En wat beweegt hun om van stap naar stap te gaan?<br />BRAINSTORM<br />Huiswerk<br />Invloed<br />Drivers<br />Invloed<br />Drivers<br />6/05/2011<br />55<br />
    63. 63. Understanding whatcustomersreally care about<br />How do youdelight?<br />
    64. 64. How do youdelight<br />6/05/2011<br />57.<br />Create “little wows” wherecustomers care most …<br />They are your platform foradvocacy.<br />Ensure satisfaction at every step of the customer journey<br />
    65. 65. Relevance<br />Engagement<br />Reputation<br />Relevance<br />C u s t o m e r J o u r n e y<br />€<br />Engagement<br />Reputation<br />FUTURELAB<br />
    66. 66. FUTURELAB<br />Brands seek loyalty for life<br />Trust us - Engage with us - Become an Advocate - “Love Us”<br />
    67. 67. FUTURELAB<br /><ul><li>Seduce & Forget Campaigns
    68. 68. Loyalty Scams
    69. 69. The New Customer is Prettier
    70. 70. Join This Week’s Community
    71. 71. You are just a segment</li></ul>But in Reality they behave like a<br />One Night Brand<br />
    72. 72. FUTURELAB<br />After the lies, the forgetting, the disregard, the customer promiscuity<br />Would you still “engage”?<br />
    73. 73. Welcome to the Marketing Revolution<br />Start Building Individual and Lasting Relationships<br />TODAY: <br />For every one of your current initiatives, validate how customers can “really” talk back (and who listens).<br />Look at the explicit and implicit promises you make, and check whether they are kept.<br />Force your team and business to “talk to the customer” (cf. P&G India).<br />STRUCTURAL SOLUTION<br />Shift from campaign based, mass-comms to life-long personalised messages:<br /><ul><li>Think microsegmentation or even individual customers
    74. 74. Build customer life-time communication plans rather than campaigns
    75. 75. Change your budget and people structure to accomodate this changed reality.</li></ul>FUTURELAB<br />
    76. 76. Social Media....<br />“The workers should appropriate the means of production”<br />
    77. 77. Super Engagement - Games<br />Grootste tijdsbesteding – grootste concurrent?<br />
    78. 78. Gaming – ook in Belgiecruciaal<br />
    79. 79. Facebook Games (maarookNetlog, Hyves, Etc)<br />
    80. 80. They can be small, too!<br />
    81. 81. Out of 90 mlnFarmVille and FrontierVille players about 25 mln are playing at any second of the day<br />There is someone in this building playing right now<br />
    82. 82. ®<br />Feminine sanitary products<br />“KT's Impossi-Bubble Adventures”<br />Girls have to keep a brutish brother from reading their diaries<br /><ul><li>Product presentation after the game (no in-game “push”)
    83. 83. 500,000 plays in first six weeks
    84. 84. Development cost = $ 25,000
    85. 85. Cost per play = $ 0.05 with “significant effect on sales”</li></ul>Source: And now a game from our sponsor. The economist, June 9 .2005<br />1st year: 14 Million unique, 400 mm Hits<br />Advergames – the game IS the ad<br />
    86. 86. Serious games: Games with a purpose<br />
    87. 87. Strengths:<br /><ul><li>Boosting brand awareness and image
    88. 88. 100% attention and concentration on the screen
    89. 89. High user relevance and engagement
    90. 90. Educational value for young and senior population
    91. 91. Long contact time</li></ul>Weaknesses:<br /><ul><li>Indirect connection to sales (through building brand values)
    92. 92. Potentially high development cost</li></ul>Opportunities:<br /><ul><li>Possibility of direct response
    93. 93. Further localizations of worldwide games
    94. 94. Local developers / social networks
    95. 95. Pay-per-performance deals
    96. 96. Real world connections
    97. 97. Get your kids involved in this</li></ul>Threats:<br /><ul><li>The later you try, the more expensive and cluttered it is going to be
    98. 98. Its easy to get the wrong tone of voice</li></ul>In-game (online) advertisement SWOT<br />
    99. 99. Gamification<br />
    100. 100. Het is aan jullie:<br />Gaming Brainstorm<br />Verzin een concept dat jullie propositie in een game onderbrengt<br />
    101. 101. Relevance<br />Engagement<br />Reputation<br />Relevance<br />C u s t o m e r J o u r n e y<br />€<br />Engagement<br />Reputation<br />FUTURELAB<br />
    102. 102. FUTURELAB<br /><br />Which technique would work best?<br />If I wanted to convince you of my skills as a lover<br />BUILD A REPUTATION<br />ADVERTISING<br />DIRECT SALES<br /><br />He’s a *great* lover !!<br />I’m a great lover ...<br />
    103. 103. Recommendations Matter<br />% of people that are more likely to believe what they see, read or hear about a company if someone they know has already mentioned it.<br /><ul><li>In Brazil, Canada, Germany, The Netherlands, Spain , Sweden and the US, “ a person like me” is the most credible source of information about a company
    104. 104. 84% of opinion leaders 35-64 recommend companies that they trust to people they know. 37% write “emails of support”.
    105. 105. 78% share their negative company opinions with others. 44% write emails complaining to the media, a politician or an official third-party</li></ul>Source: Edelman Trust Barometer 2008<br />FUTURELAB<br />
    106. 106. Recommendations Matter<br />Nearly 70% of consumers surveyed thought that pharmaceutical information from peers was credible and believable, even if the peers were not experts. "The [word-of-mouth] majority isn't coming from healthcare professionals" .<br />Keller Fay Group Research, July 2008<br />FUTURELAB<br />
    107. 107. The word of a tribesman has more value than that of a stranger<br />Paleolithic (stone) age<br />“hunter-gatherer”<br />Writing<br />Info<br />Age<br />-500<br />-50<br />-3500<br />-2,000,000<br />Print<br />FUTURELAB<br />
    108. 108. FUTURELAB<br />The value of a reputation<br />Show Me the Money !!<br />Net Promoter Score is a registered trademark of Fred Reichheld, Satmetrix and Bain & Company<br />
    109. 109. Net Promoter Score is a registered tradmark of Satmetrix, Fred Reichheld and Bain & Company<br />How likely are you to recommend ?<br />
    110. 110. One simple question:“How likely are you to recommend us to a friend?”<br />They understand me<br />They value me<br />They listen to me<br />Best product<br />Best features<br />Best price<br />“Net Promoter is the best customer metric I’ve seen.”<br />Jeff Immelt, CEO, General Electric<br />
    111. 111. Happy customers are more profitable<br />Thinking beyond“word-of-mouth”<br />
    112. 112. <ul><li> spend more
    113. 113. negotiate less
    114. 114. stay longer as customers
    115. 115. are more open to upselling
    116. 116. are easier to service
    117. 117. upgrade quicker
    118. 118. are ready to refer to others
    119. 119. etc.</li></ul>Over the lifetime of a customer a 5% improvement in customer retention can cause an increase in profitability between 25% and 85% (F.Reichheld)<br />Customers that are so happy that they’d recommend your business<br /> to a friend, colleague or family member …<br />
    120. 120. FUTURELAB<br />Those who speak well about you are more profitable<br />Case: Lifetime customer value<br />Customers that are so happy they recommend are the most profitable of all…<br /><ul><li>They spend more
    121. 121. They negotiate less
    122. 122. They stay longer
    123. 123. They are easier to service
    124. 124. They upgrade quicker
    125. 125. They bring their friends</li></ul>Disguised<br />€42,000<br />€ 9,000<br />€ 3,000<br />Detractors<br />Neutrals<br />Promoters<br />
    126. 126. Customer EconomicBehaviour: Allianz Insurances<br />Promoters defect less<br />Promoters buy more<br />Promoters drive business<br />Indexed average gross premium volume cancelled per customer per year<br />Indexed average of newly concluded gross premium volume per customer per year<br />Indexed average new GPV generated through recommendation per customer<br />100<br />Promoter<br />Detractor<br />100<br />83<br />Detractor<br />- 100<br />Promoter<br />- 271<br />-200<br />Promoter<br />Detractor<br />Source: The Customer Focus Initiative, Allianz, 2006<br />An approach that uncovered very interesting results ... <br />6/05/2011<br />85.<br />
    127. 127. LEGO - NPS<br />Looking at expenditure on LEGO, over the same time period customer spend was as follows:<br />Promoters spent 208 Euros<br />Fence Sitters spent 165 Euros<br />Detractors spent 136 Euros<br />So, for LEGO, a Promoter will spend 53% more on their product than a Detractor.<br />Taking into consideration not just the direct spend that the individual makes on the product, but the total contribution they make to the brand - including from recommending others, the average lifetime value for the network providers was as follows:<br />Results<br />Each Promoter brings an additional $693 in revenue<br />Each Detractor is responsible for $1,495 in lost revenue<br />So the difference between a Promoter and a Detractor was almost $2,200.<br />6/05/2011<br />86<br />
    128. 128.<br />Hoe de vragen te stellen:<br />Vraag 1:“Op eenschaal van 0 tot 10, hoe waarschijnlijk is het dat je ‘ons’/’dit product’ zouaanbevelenaaneenvriend of familielid?”<br />(alszakelijk– ‘aaneencollega of vriend’)<br />Vraag 2: Waaromgeef je preciesdeze score?<br />Vraag 3: Wat is het ene ding dat we zoudenmoeten/kunnenverbeterenomeenhogere score te krijgen?<br />Vraag4: Weet je nogwiejoubeinvloedtheeftomhier ‘te kopen’/’lid te worden’<br />Eventueeldezelfdevragenstellen over de ‘competitie’<br />Doe eensimpele NPS test– tussen de 40 en 100 interviews<br />
    129. 129. 88<br />NPS survey<br />Implement <br />initiated action<br />Prepare and analyze results<br />Initiate<br />Quick Fixes<br /> Execute Feedback Calls<br />Plan and initiate concrete actions<br />Derive recommendations for improvement<br />Closed loop approach<br />06.05.2011<br />
    130. 130. Define the right customer strategy for the right segment<br />Decision Maker<br />Influencers<br />At the level of the customer portfolio<br />On the level of individual accounts<br />Users<br /><ul><li>Account management
    131. 131. Marketing
    132. 132. Product mix
    133. 133. Services </li></ul>Recommend you more than the competition<br />Recommend you less than the competition<br />Denkdusvooralookaanouders/sponsors/partners/subsidieverstrekkers/etc<br />Low Engagement<br />High Engagement<br />
    134. 134. THE ACTIVATION CHALLENGE<br />Are you likely to recommend?<br />YES !!<br />Do you actually recommend?<br />NO<br />What goes wrong ?<br />Getting People to Recommend You<br />6/05/2011<br />90<br />
    135. 135. Ifitdoesn’t spread … it’s dead.<br />Customer delightstoriesneedtomemorable, but alsoworthmentioning<br />
    136. 136. Girls Scouts – why didnt this work? <br />As part of the new business strategy for making the organization become more relevant to girls and their families and thus increase membership (and cookie sales, too) in January 2010, Girl Scouts posted the “What can a cookie do?” video on YouTube. <br />The video focuses the connection between cookie purchases and how the girls use the funds to help their communities, learn business skills and build self-confidence. Its point: "Every cookie has a mission: to help girls do great things." <br />
    137. 137. Ifyou want me to talk aboutyou, make myconversations more interesting<br />Delight is notenough<br />
    138. 138. Re-enforceand “anchor” moments of delightwithmessagesthatdifferentiateyour company.<br />
    139. 139. <ul><li>Aan het einde van de vakantie/activiteit/etc vraag of men ditzouaanbevelen. Zoja, geefeentegoedbon met eenechtewaarde die aan de aanbevolenegegevenkanworden
    140. 140. Member get member. Hou op basis van die bonnen (of anderemethodiek) bijhoeveelaanbevelingenergedaanzijn.
    141. 141. Maak het concreet en direct. Leg uitwat je wilt en waarom. </li></ul>Be concrete and specific – ask!<br />
    142. 142. Use storytelling techniquestoensureyour brand benefits are easy torememberand talk about.<br />Re-enforceand “anchor” moments of delightwithmessagesthatdifferentiateyour company.<br />
    143. 143. 97<br />Tell your story so it can be told<br />6/05/2011<br />
    144. 144. 98<br />Tell your story so it can be told<br />6/05/2011<br />
    145. 145. ‘Monster supplies’ store hides creative writing workshop<br />The London-based Ministry of Stories, set up by Lucy Macnab and Ben Payne, stocks a range of everyday goods re-purposed and repackaged for use by fairytale and make-believe monsters of all varieties. For example, visitors to the volunteer-run shop can walk away with items presented as "neck-bolt tightening kits" and "edible human preserves", for later use as wrenches and snacks. The shop, however, conceals a hidden writing workshop, which can be entered via a ‘hidden’ door. Once inside the workshop area, the group or class of children collaboratively create a story, which is illustrated by an artist in residence as they build the narrative. Once the story reaches its conclusion, the children must present the tale to ‘The Chief’ — the despotic editor — who, having approved the story, presents them each with a bound copy of their tale, complete with illustrations. During the creation process, the children are given assistance with their creative writing by the Ministry's volunteers, who also offer sessions to mentor children and young adults aged 8-18 on a one-to-one basis on Thursdays and Saturdays. <br />
    146. 146. 6/05/2011<br />100.<br />Createunfinishedexperiencessopeoplecantelltheirownstoriesandimprovisearoundyour company.<br />Use storytelling techniquestoensureyour brand benefits are easy torememberand talk about.<br />Re-enforceand “anchor” moments of delightwithmessagesthatdifferentiateyour company.<br />
    147. 147. Unfinished Experiences: The Element of Surprise<br />“My wife and I joined some coworkers for dinner tonight and when we got home we astonished to find that our 6 1/2 month old puppy got a hold of the last 7 of my wife's Claritin 24 hour tablets. We immediatelycalled our vet to find out what to do. He suggested to contact the ASPCA's 24 hour poison control hot-line because they have more information about possible reactions from the drug than he would have.This call will usually cost $65 to speak with someone, but when my wife told the representative that it was Claritin she was asked for the lot number on the box and was informed that the makers of Claritin pay for the call when it is their product.”<br />6/05/2011<br />101<br />
    148. 148. Random acts of kindness<br />Members of Hyatt's Gold Passport loyalty program already enjoy numerous benefits when they visit one of the company's hotels. Soon, however, they'll also benefit from a new initiative at the company to deliver random acts of kindness. Hyatt's mission is to provide what it calls "authentic hospitality," defined—in the words of their CEO—as "making a difference in the lives of the people we touch, including guests, employees and others." As part of a new effort to take better care of its Gold Passport members, the company will begin targeting those guests with pleasant surprises designed to delight them during their stay. "We will be empowering hotel employees to perform what we’re calling random acts of generosity so don’t be surprised if Gold Passport picks up your bar tab, comps your massage or treats your family to breakfast. It’s part of bringing authentic hospitality to life and making you feel more than welcome."<br />6/05/2011<br />102<br />
    149. 149. FUTURELAB<br />Welcome to the Marketing Revolution<br />To contribute to the revolution, get in touch: or @Futurelab<br />
    150. 150. Your competition could be anyone – but so could be your partners!<br />Redefine your competitive space<br />
    151. 151. Een andere kijk op marketing<br />Questions?<br />