10. Today’s
marke:ng
challenge
When
people
have
less
and
less
:me
to
Choice
consider
op:ons,
their
own
criteria
will
help
them
to
make
the
Time
decision
Galland.be
11.
People
trust
their
own
ideas
&
experiences
from
friends,
rather
than
any
type
of
push
mass
media
Galland.be
13. Understand
the
new
rules
of
the
game
Today
customers
are
much
more
Today
the
market
is
global
and
highly
demanding
and
well
informed.
They
compeCCve.
Companies
that
understand
the
differenCaCon
game
1. like
to
connect
and
share
their
1. are
collabora:ve
beliefs
and
interests
2. feel
special,
want
to
be
treated
2. highly
personalize
their
acCons
in
a
unique
way
3. make
their
own
choices
based
3. set
up
a
dialogue
and
engage
with
on
their
own
criteria
the
customer
Galland.be
15. “At
the
end
of
the
day,
we
fly
exactly
the
same
planes
as
everybody
else.
If
we
get
our
customers
off
the
plane
happy,
and
they
go
on
to
talk
about
that
and
get
others
to
come
and
then
come
back
again
themselves
-‐
that’s
a
huge
markeCng
tool.”
Steve
Ridgway,
Virgin
AtlanCc
Airways
chief
execuCve
15
Galland.be
16. “People
do
not
buy
products
or
services.
They
buy
things
that
give
them
a
good
feeling
or
that
solve
a
specific
need.
This
is
why,
as
marketers,
we
need
to
focus
on
how
to
add
value”
Ann
Galland
Galland.be
Galland.be
17.
A
product
or
a
service
becomes
meaningful
when
it
becomes
part
of
an
experience
you
share
with
others
17
Galland.be
18.
A
unique
experience
does
not
just
happen
Galland.be
19.
It
takes
tailor-‐made
design
to
suit
your
business
Galland.be
49. Barrier
to
engagement
“The
major
barrier
to
engagement
is
organiza:onal
…
given
the
growing
number
of
touchpoints
where
customers
now
interact
with
companies,
markeCng
o:en
can’t
do
what’s
needed
all
on
its
own.
CMOs
and
their
C-‐suite
colleagues
must
collaborate
intensively
to
adapt
their
organizaCons
to
the
way
customers
now
behave
and,
in
the
process,
redefine
the
tradi:onal
marke:ng
organiza:on.
If
companies
don’t
make
the
transiCon,
they
run
the
risk
of
being
overtaken
by
compeCtors
that
have
mastered
the
new
era
of
engagement.”
(McKinsey
quarterly)
49
Galland.be
57. Customer
Value
Model
Five
Value
ProposiCons:
•
More
[value]
for
More
[price]
•
More
for
the
Same
•
More
for
Less
•
The
Same
for
Less
•
Less
for
Much
Less
57
(Kotler)
Galland.be
59. ?
Awareness
ConsideraCon
Purchase
Usage
Repeat
purchase
RecommendaCon
Advocate
Loyal
SelecCon
SaCsfied
I
want
you
I
like
to...
I
might...
Explicit
Indifferent
I
will
...
to...
preference
Non-‐believer
Hater
Inspire
Inspire
Inspire
Engage
Collaborate
Converse
Galland.be
60. Product
Customer
value
Customer
value
model
•
More
[value]
for
More
[price]
•
More
for
the
same
•
More
for
less
Price
Cost
•
The
same
for
less
•
Less
for
much
less
Place
Convenience
Promo:on
Communica:on
Galland.be
61. Touchpoints
to
manage
Awareness
ConsideraCon
Purchase
Usage
Repeat
purchase
RecommendaCon
Advocate
Loyal
SelecCon
SaCsfied
I
want
you
I
like
to...
I
might...
Explicit
Indifferent
I
will
...
to...
preference
Non-‐believer
Hater
Inspire
Inspire
Inspire
Engage
Collaborate
Converse
61
Galland.be
64. Successful
customer
strategies
require
a
sound
marke:ng
mix
Awareness
Considera:on
Purchase
Usage
Upselling
Reten:on
TV/
Radio
/
Print
Out-‐of-‐home
Mass
Events
Product
placement
Web
Ads
Blogs
/Social
Media
Online
Search
Website
Mobile
Email
Direct
mail
Off-‐line
Call
center
Store/branch/Sales
Service
team
Galland.be
65. Successful
customer
strategies
require
a
sound
marke:ng
mix
Awareness
Considera:on
Purchase
Usage
Upselling
Reten:on
TV/
Radio
/
Print
Out-‐of-‐home
Mass
Events
Product
placement
Inspire
Web
Ads
Blogs
/Social
Media
Engage
Online
Search
Website
Mobile
Email
Direct
mail
Collaborate
Off-‐line
Call
center
Store/branch/Sales
Service
team
Galland.be
66. Conclusions
§ MarkeCng
is
an
amtude
rather
than
a
funcCon
§ Customers
don’t
buy
products
or
services
They
fulfill
wants
and
needs
§ Online
and
offline
=>
integrated
experience
§ The
essence
of
markeCng
is
to
add
value
that
is
both
unique
and
relevant
for
your
customers
66
Galland.be
70. Why
we
do
what
we
do
Why?
What?
Because
we
believe
in
crea:ng
a
growth
Audits
&
workshops
strategy
by
ques:oning
the
current
rules
of
Tailor-‐made
consultancy
the
game
in
your
market
and
by
applying
In-‐company
adivisory
innova:ve
ideas
that
already
work
in
other
services
industries
(Strategic
innova:on)
Coaching
&
Speaking
Because
we
believe
we
can
give
leverage
to
How?
opportuni:es
your
brand
by
crea:ng
a
unique
experience
With
a
passion
for
customer
that
is
hard
to
resist
for
your
customers
centricity
and
target
customers
(Brand
experience)
Through
no-‐nonsense
thinking,
Because
we
believe
in
the
need
of
an
because
we
know
that
a
goal
is
a
effec:ve
24/7
worldwide
presence
if
you
dream
with
a
deadline
s:ll
want
to
be
in
business
in
2020
(Online
marke:ng)
By
being
pragma:c
and
crea:ve,
to
help
you
put
the
chosen
strategy
into
ac:on
Galland.be
72. Some
publica:ons
My
“one
company,
one
image”
branding
case,
My
vision
on
markeCng
and
branding
today,
as
realized
as
Global
Director
MarkeCng
of
the
Managing
Director
of
Galland.be
(2009-‐today),
Barco
Group
(1996-‐2008)
with
emphasis
on
the
importance
of
customer
in
centricity
and
word
of
mouth
“MarkeCng
Management
–
De
essenCe”
in
Philip
Kotler,
Kevin
Lane
Keller,
Henry
Robben,
STIMA
MarkeCng
Jaarboek
2012
Maggie
Geuens,
2010
72
Galland.be
73. Follow
us
be.linkedin.com/in/anngalland
facebook.com/galland.be
twiuer.com/anngalland
slideshare.net/anngalland
youtube.com/user/GallandTV
73
Galland.be