Research MustChange      Stan Sthanunathan      VP, Marketing Strategy & Insights      The Coca-Cola Company
RESEARCH  MUST  CHANGEStan SthanunathanVice President – Marketing Strategy & InsightsMarch 2011
GLOBAL CEO STUDY 2010–CAPITALIZING ON COMPLEXITYSource: IBM CEO Study 2010
EMBODYCREATIVELEADERSHIP Embrace ambiguity Take risks Forget “Tried-and-True”
REINVENTCUSTOMERRELATIONSHIPS Honor your customers Stay in sync with customers Profit from information
BUILDOPERATINGDEXTERITY Simplify Manage systemic complexity Be Fast and flexible Go “Glocal”
QUESTIONS FOR US                          How does creative                        leadership in insights                 ...
BUSINESS“AS USUAL”    is not an option
OUR ROLE…Provide provocation andinspiration that drivetransformation and actionsthat generate growth
Using the past to predictthe future will result inanemic growth…TRANSFORMATIONALGROWTH calls for dreamingabout the future ...
TECHNOLOGY CHANGES ATAN ACCELERATED PACE We need to be ahead of the curve. “Fine-Tuning” is NOT an option
IT IS NOT ABOUT: IT IS ABOUT:Following the change     Helping companiesas quickly as possible   to shape the changeProvidi...
IT IS ABOUT:I    Helping companies                 How do we know where     to shape the change               the puck is ...
IT IS ABOUT:EX                                 What are the business                                  drivers?     Focus o...
OUR ESTEEMED PANELJoe                   Eric                Joan KevinTripodi               Salama              Lewis     ...
THANKYOU
Research Must Change: Stan Sthanunathan, VP, Marketing Strategy & Insights The Coca-Cola Company
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Research Must Change: Stan Sthanunathan, VP, Marketing Strategy & Insights The Coca-Cola Company

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At the Advertising Research Foundation’s 2011 Annual re:think convention, Stan Sthanunathan VP, Marketing Strategy & Insights for The Coca-Cola Company gives a presentation on how research must change to promote growth. The presentation shows how CEOs and companies can embody creative leadership, build operating dexterity, and reinvent customer relationships. The presentation discusses the implications of doing the above mentioned.

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Research Must Change: Stan Sthanunathan, VP, Marketing Strategy & Insights The Coca-Cola Company

  1. 1. Research MustChange Stan Sthanunathan VP, Marketing Strategy & Insights The Coca-Cola Company
  2. 2. RESEARCH MUST CHANGEStan SthanunathanVice President – Marketing Strategy & InsightsMarch 2011
  3. 3. GLOBAL CEO STUDY 2010–CAPITALIZING ON COMPLEXITYSource: IBM CEO Study 2010
  4. 4. EMBODYCREATIVELEADERSHIP Embrace ambiguity Take risks Forget “Tried-and-True”
  5. 5. REINVENTCUSTOMERRELATIONSHIPS Honor your customers Stay in sync with customers Profit from information
  6. 6. BUILDOPERATINGDEXTERITY Simplify Manage systemic complexity Be Fast and flexible Go “Glocal”
  7. 7. QUESTIONS FOR US How does creative leadership in insights look like? What are the implications of operating dexterity? What are the implications of reinventing consumer relationships?
  8. 8. BUSINESS“AS USUAL” is not an option
  9. 9. OUR ROLE…Provide provocation andinspiration that drivetransformation and actionsthat generate growth
  10. 10. Using the past to predictthe future will result inanemic growth…TRANSFORMATIONALGROWTH calls for dreamingabout the future and takingstakeholders there
  11. 11. TECHNOLOGY CHANGES ATAN ACCELERATED PACE We need to be ahead of the curve. “Fine-Tuning” is NOT an option
  12. 12. IT IS NOT ABOUT: IT IS ABOUT:Following the change Helping companiesas quickly as possible to shape the changeProviding insights Provoking transformationQuantifying Listening for the unexpectedthe expectedLeveraging Seeking “what we don’t“what we know” know” & “how to know what we don’t know”Focus on technical Focus on ROI, betterchallenges & better execution & value creationmousetraps!
  13. 13. IT IS ABOUT:I Helping companies How do we know where to shape the change the puck is going?N Provoking transformation What type of skill set andS people do we need to bring the inconvenient truth to theP table? Listening for the unexpectedI How do we train ourselves for listening for the unexpected?R Seeking “what we don’t How do we think about new tools and know” & “how to know what approaches to listen for theE we don’t know” unexpected and generate provocation?
  14. 14. IT IS ABOUT:EX What are the business drivers? Focus on ROI, betterE execution & value creation What do we need to do to drive businessC drivers?U What are the leading metrics?T How do we transformationally improve ROI?E
  15. 15. OUR ESTEEMED PANELJoe Eric Joan KevinTripodi Salama Lewis Lane KellerEVP & Chief Chairman and CEO, Officer, Global Professor ofMarketing & Kantar Consumer & Market Marketing, TuckCommercial Officer, Knowledge, The School of Business,The Coca-Cola Procter & Gamble Dartmouth CollegeCompany Company
  16. 16. THANKYOU

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