Marketing of Innovation (English)

1. +ANDERSEN & ASSOCIATES MARKETING OF INNOVATION UNIVERSITY OF APPLIED SCIENCES AND ARTS   NORTHWESTERN SWITZERLAND 12.02.2015 YOU@PLUSANDERSEN.COM // +49 151 40 133 149 // WORLDWIDE

2. CONTENTS • WHAT IS MARKETING • MARKETING OF INNOVATION • USE CASES

3. ABOUT ANDERSEN FOUNDING PRINCIPAL +ANDERSEN & ASSOCIATES • NORWEGIAN LIVING IN COLOGNE, DE   SINCE 2005 • PROFESSIONAL EXPERIENCE WORKING   WITH F500 AND GOS SOLVING PROBLEMS   WITH WEB/MOBILE TECH SINCE 1997 • STARTUP FOUNDER & ENTREPRENEUR (HITS & MISSES) • CORPORATE ENTREPRENEURSHIP CONSULTANT TO F100 CORPORATIONS THROUGH PLUSANDERSEN.COM • EDUCATOR (STARTUP NEXT INSTRUCTOR, UNIVERSITY LECTURER ON STARTUP ENTREPRENEURSHIP & CERTIFIED LEAN LAUNCHPAD INSTRUCTOR @ STANFORD   BY STEVE BLANK, FATHER OF THE LEAN STARTUP) MORE: VIDARANDERSEN.COM

4. SOME CUSTOMERS

5. SOME FOUNDED

6. FEATURED & RECOGNIZED AND MORE…

7. CERTIFIED LLP EDUCATOR @ STANFORD

8. WHAT IS MARKETING?

9. WHAT IS MARKETING? “MARKETING IS COMMUNICATING THE VALUE OF A PRODUCT OR SERVICE TO CUSTOMERS, FOR THE PURPOSE OF SELLING THAT PRODUCT OR SERVICE”

10. WHAT IS MARKETING? Sales and distribution of products / services Marked-focused management Operating procedures (Marketing Mix) Executed by functions / roles

11. MARKETING IS NOT AN ISOLATED PART OBSOLETE

12. “MARKETING IS NOT ONLY MUCH BROADER THAN SELLING; IT IS NOT A SPECIALIZED ACTIVITY AT ALL. IT ENCOMPASSES THE ENTIRE BUSINESS. IT IS THE WHOLE BUSINESS SEEN FROM THE POINT OF VIEW OF THE FINAL RESULT, THAT IS, FROM THE CUSTOMER’S POINT OF VIEW. CONCERN AND RESPONSIBILITY FOR MARKETING MUST THEREFORE PERMEATE ALL AREAS OF THE ENTERPRISE.” - PETER DRUCKER

13. REALITY CHECK:  CUSTOMERS DO NOT EXIST TO BUY   YOUR PRODUCTS YOU EXIST TO   CREATE PRODUCTS THAT SOLVE CUSTOMERS’ NEEDS & PROBLEMS

14. MARKETING IS NOT  A MAGIC PANACEA IF THE PRODUCT DOESN’T SOLVE   A PROBLEM OR NEED,   NO AMOUNT OF MARKETING IS GOING TO MAKE IT A (SUSTAINABLE) SUCCESS

15. THAT IS NOT TO SAY THAT MARKETING WHEN GIVEN SIGNIFICANT RESOURCES AND SIGNIFICANT TIME CANNOT GENERATE   THAT NEED, THE DEMAND - SOMETIMES

16. HISTORICAL DEVELOPMENT

17. BIS 1950S BIS 1960S AB 1970S TODAY ORIENTATION: PRODUCTION PROFIT DRIVER:   PRODUCTION  METHODS ORIENTATION: PRODUCT PROFIT DRIVER: QUALITY OF   THE PRODUCT ORIENTATION: SELLING PROFIT DRIVER: SELLING METHODS ORIENTATION: MARKETING PROFIT DRIVER:   NEEDS AND WANTS   OF CUSTOMERS ORIENTATION: HOLISTIC  MARKETING PROFIT DRIVER:   EVERYTHING   MATTERS EARLIER APPROACHES

18. 1960S 1980S 1990S TODAY ORIENTATION: RELATIONSHIP MARKETING/  RELATIONSHIP MANAGEMENT  PROFIT DRIVER:   BUILDING & KEEPING  GOOD CUSTOMER  RELATIONS ORIENTATION: B2B MARKETING /  INDUSTRIAL MARKETING PROFIT DRIVER:   BUILDING & KEEPING  GOOD RELATIONSHIPS  BETWEEN ORGANIZATIONS ORIENTATION: SOCIAL MARKETING PROFIT DRIVER:   BENEFIT TO SOCIETY ORIENTATION: BRANDING PROFIT DRIVER:   BRAND VALUE CONTEMPORARY   APPROACHES ORIENTATION: DATA-DRIVEN PROFIT DRIVER:   MEASURE  EVERYTHING

19. EARLIER

20. EARLIER CONSUMERS ONLY CONSUMES

21. TRADITIONAL ADVERTISING CORPORATE   CONTENT PAID OWNED CONTENT EARLIER PRESS WORD OF MOUTH EARNED

22. GATEKEEPERS: COSTS & CHANNELS

23. THE DIGITAL NETWORKED AGE

24. AFTER

25. AFTER CONSUMERS ALSO PRODUCE

26. PAID OWNED EARNED TRADITIONAL  ADVERTISING CORPORATE   CONTENT CONVERGED MEDIA ORGANIC PRESS SPONSORED CONTENT BRANDS THAT ASK FOR SHARES PROMOTED BRAND CONTENT CONTENT TODAY WORD OF MOUTH

27. HERE COMES EVERYBODY

28. IDEA BUILD PRODUCT SELL IN THE PAST LINEAR - ONE BIG BET - FRAGILE

29. IDEAS PRODUCTDATA LEARN MEASURE BUILD FIXEN,  IMPROVE, CHANGE SELL THE IMPROVED PRODUCT EVALUATE SALES EXPLICITLY &   IMPLICITLY  CUSTOMERS ABOUT HOW THEY FIND THE PRODUCT TODAY CYCLE ITERATIVE

30. THE CLASSIC 4 PS (MARKETING-MIX)

31. PRODUCT PRICE PLACE PROMOTION TARGET MARKET 4XP

32. PRODUCT PRICE PLACE PROMOTION PRODUCT PRICE PROMOTION PLACE • Product variety • Quality • Design • Features • Brand name • Packaging • Sizes • Services • Warranties • Returns • Channels • Coverage • Assortments • Locations • Inventory • Transport • List price • Discounts • Allowances • Payment period • Credit terms • Sales promotion • Advertising • Sales force • Public relations • Direct marketing 4XP TARGET MARKET

33. THE FUNNEL MODEL

34. ATTENTION Attract the attention of the customer, make them aware INTEREST Interest the customer DESIRE Convince customer they want and desire the product, that it will satisfy their needs ACTION Lead customer to take action,   to purchase ACTION DESIRE INTEREST ATTENTION

35. CLASSICAL FUNNEL

36. THE NEW FUNNEL

37. THE NEW INTEGRATED FUNNEL

38. FLIP THE FUNNEL 1.Convert strangers into friends 2.Friends into customers 3.Customers into your salesforce

39. “Flip the funnel and turn it into a megaphone”   - Seth Godin

40. TYPES OF MARKETING

41. TYPES OF MARKETING • ACCOUNT PLANNING • AFFINITY MARKETING • AGGRESSIVENESS STRATEGY • AGRICULTURAL MARKETING • ALLIANCE MARKETING • AMBUSH MARKETING • ARTICLE MARKETING • ARTICLE VIDEO MARKETING • ASSOCIATION OF PUBLISHING AGENCIES • BRAND LANGUAGE • BUSINESS MODEL • CALL TO ACTION (MARKETING) • CHAOTICS • CLOSE RANGE MARKETING (CRM) • CLOUD MARKETING • CAUSE MARKETING • THE CELLAR (MARKETING) • CLOSE RANGE MARKETING • COMMUNITY MARKETING • CONSUMER-GENERATED ADVERTISING • CONTENT MARKETING • CROSS-MEDIA MARKETING • CUSTOMER ADVOCACY • CUSTOMERIZATION • DATABASE MARKETING • DIGITAL MARKETING • DIGITAL OMNIVORE • DIRECT MARKETING • DIVERSIFICATION (MARKETING STRATEGY) • DIVERSITY MARKETING • ETHICAL MARKETING • EVANGELISM MARKETING • EXPERIENCE CURVE EFFECTS • FAITH-BASED MARKETING • FIGURE OF MERIT • FREEBIE MARKETING • GLOBAL MARKETING • GUERRILLA MARKETING • HORIZONTAL INTEGRATION • INBOUND MARKETING • INFLUENCER MARKETING • LIMITED EDITION CANDY • LOYALTY MARKETING • MARKETING COMMUNICATIONS • MARKETING WARFARE STRATEGIES • MASS CUSTOMIZATION • MEGAMARKETING • MENU ENGINEERING • MULTI-DOMESTIC STRATEGY • MULTI-LEVEL MARKETING • NANO-CAMPAIGNING • NATIVE ADVERTISING • NEXT-BEST-ACTION MARKETING • ONLINE ADVERTISING • PERMISSION MARKETING • PERSONALIZATION • PITCH BOOK • PRE-INSTALLED SOFTWARE • PRODUCT BUNDLING • PROJECT SCUM • PROXIMITY MARKETING • RELATIONSHIP MARKETING • REVENUE TECHNOLOGY SERVICES • SCENARIO PLANNING • SECRET BRAND • SEEDING TRIAL • SHARE OF VOICE • SHOPPER MARKETING • SOCIAL PULL MARKETING • SOCIAL MARKETING • SPECIAL EDITION • STRATEGY DYNAMICS • STUDENT MARKETING • UNDERCOVER MARKETING • VERTICAL DISINTEGRATION • VERTICAL INTEGRATION • YIELD MANAGEMENT • Z-CARD

42. TYPES OF MARKETING • ACCOUNT PLANNING • AFFINITY MARKETING • AGGRESSIVENESS STRATEGY • AGRICULTURAL MARKETING • ALLIANCE MARKETING • AMBUSH MARKETING • ARTICLE MARKETING • ARTICLE VIDEO MARKETING • ASSOCIATION OF PUBLISHING AGENCIES • BRAND LANGUAGE • BUSINESS MODEL • CALL TO ACTION (MARKETING) • CHAOTICS • CLOSE RANGE MARKETING (CRM) • CLOUD MARKETING • CAUSE MARKETING • THE CELLAR (MARKETING) • CLOSE RANGE MARKETING • COMMUNITY MARKETING • CONSUMER-GENERATED ADVERTISING • CONTENT MARKETING • CROSS-MEDIA MARKETING • CUSTOMER ADVOCACY • CUSTOMERIZATION • DATABASE MARKETING • DIGITAL MARKETING • DIGITAL OMNIVORE • DIRECT MARKETING • DIVERSIFICATION (MARKETING STRATEGY) • DIVERSITY MARKETING • ETHICAL MARKETING • EVANGELISM MARKETING • EXPERIENCE CURVE EFFECTS • FAITH-BASED MARKETING • FIGURE OF MERIT • FREEBIE MARKETING • GLOBAL MARKETING • GUERRILLA MARKETING • HORIZONTAL INTEGRATION • INBOUND MARKETING • INFLUENCER MARKETING • LIMITED EDITION CANDY • LOYALTY MARKETING • MARKETING COMMUNICATIONS • MARKETING WARFARE STRATEGIES • MASS CUSTOMIZATION • MEGAMARKETING • MENU ENGINEERING • MULTI-DOMESTIC STRATEGY • MULTI-LEVEL MARKETING • NANO-CAMPAIGNING • NATIVE ADVERTISING • NEXT-BEST-ACTION MARKETING • ONLINE ADVERTISING • PERMISSION MARKETING • PERSONALIZATION • PITCH BOOK • PRE-INSTALLED SOFTWARE • PRODUCT BUNDLING • PROJECT SCUM • PROXIMITY MARKETING • RELATIONSHIP MARKETING • REVENUE TECHNOLOGY SERVICES • SCENARIO PLANNING • SECRET BRAND • SEEDING TRIAL • SHARE OF VOICE • SHOPPER MARKETING • SOCIAL PULL MARKETING • SOCIAL MARKETING • SPECIAL EDITION • STRATEGY DYNAMICS • STUDENT MARKETING • UNDERCOVER MARKETING • VERTICAL DISINTEGRATION • VERTICAL INTEGRATION • YIELD MANAGEMENT • Z-CARD ANY

43. THE NEW RULES OF ENGAGEMENT

44. THE NEW RULES OF ENGAGEMENT OLD MARKETING NEW MARKETING ONE-WAY COMMUNICATION BRAND IS DIALOGUE BRAND RECALL IS HOLY GRAIL CUSTOMERS DETERMINE BRAND VALUE GROUP CUSTOMERS BY DEMOGRAPHICS GROUP CUSTOMERS BY BEHAVIOR CONTENT CONTROLLED BY MARKETERS ENTERPRISE + USER GENERATED CONTENT VIRALITY DRIVEN BY FLASH VIRALITY BASED ON CONTENT MICHELIN GUIDE: EXPERT REVIEWS AMAZON: USER REVIEWS PUBLISHER CONTROLS CHANNELS PUBLISHERS BUILD RELATIONSHIPS TOP-DOWN STRATEGY BOTTOM-UP STRATEGY INFORMATION HIERARCHY INFORMATION ON DEMAND EMPHASIS ON COST - CPM "INVEST FOR GROWTH - MEASURABLE ROI"

45. PERMISSION MARKETING • INTERRUPT MARKETING IS DEAD -   THE CONSUMERS IGNORE IT AND HATE IT • PAY, SPRAY & PRAY IS DEAD • PERMISSION MARKETING IS THE NEW ORDER • YOU. HAVE. TO. ASK. FOR. PERMISSION.

46. NEW MEDIA MEASUREMENT MODEL TRADITIONAL AUDIENCE RESEARCH EMERGING CONSUMER INSIGHT FOCUSED DEMOGRAPHICS BEHAVIORS, INTERESTS IMPRESSIONS ENGAGEMENT, ACTIONS PLATFORM-SPECIFIC CAMPAIGN-CENTRIC USAGE / SEGMENTATION PURCHASE FUNNEL ESTIMATE CENSUS

47. PEOPLE WANT COOL STUFF QUALITY ACCESS MAKE IT EASY TO FIND OPENNESS CONTROL LET THEM PLAY WITH IT DO NOT BULLSHIT THE NEW RULES OF THE ROAD

48. INBOUND MARKETING BE FOUND BY CUSTOMERS   INSTEAD OF HAVING TO ACTIVELY SEEK THEM OUT

49. DELIGHT CUSTOMERS CLOSE ON LEADS CONVERT VISITORS WIN NEW FANS • BLOG • SOCIAL MEDIA • KEYWORDS • SEITEN • CALL TO ACTION • LANDING PAGES • FORMULARE • KONTAKTPUNKTE • E-MAIL • WORKFLOW • LEAD SCORING • CRM-INTEGRIERUNG • SOCIAL MEDIA • CALL TO ACTION • E-MAIL • WORKFLOWS ATTRACT STRANGERS

50. DEMAND GENERATION WHY SHOULD I BUY? WHY SHOULD I CARE?

51. WHAT HOW WHY CONTENT DEMAND GENERATION GENERATES DEMAND FOR PRODUCT / SERVICE GENERATES DEMAND FOR CONTENT GENERATES A DEMAND TO JOIN A CAUSE OR MISSION

52. DEMAND GENERATION • CREATES AWARENESS THROUGH • BRANDING • INBOUND MARKETING (ATTRACT) • OUTBOUND MARKETING (SEEK OUT) • RELEVANCE POSITIONING • SUPPORTING CUSTOMERS BY PURCHASE EVALUATIONS • SUPPORTING PURCHASE DECISION

53. INBOUND MARKETING • SEARCH ENGINE OPTIMIZATION (SEO) • SEARCH ENGINE MARKETING (SEM) • VIRAL MARKETING • SOCIAL MEDIA MARKETING • E-MAIL (DIREKT-) MARKETING • PAY PER CLICK MARKETING (E.G. FACEBOOK)

54. OUTBOUND MARKETING • DIREKT SALES • TELEMARKETING • OUTSOURCED LEAD GENERATION   (3RD PARTY LEADS / CUSTOMER DATABASES) • OUTSOURCED APPOINTMENT SETTING   (CONVERT LEADS TO SALES)

55. MARKETING OF INNOVATIVE PRODUCTS

56. WHAT’S DIFFERENT? • OFTEN NO ANALOG IN THE WORLD TO COMPARE TO, EXPLANATION AND EDUCATION ABOUT THE PRODUCT NEEDED • PROBLEM OR NEED NOT YET FELT OR KNOWN BY CUSTOMERS • DEMAND FOR THE PRODUCT OR SOLUTION NOT SIGNIFICANT ENOUGH TO SUSTAIN BUSINESS FROM DAY 1 • VALUE PROPOSITIONS AND CUSTOMER SEGMENTS OFTEN NOT FULLY KNOWN OR UNDERSTOOD • NO COMPETITORS, ALBEIT ONLY A MATTER OF TIME - THAT’S WHY IT’S A LAND GRAB GAME • PRODUCT FEATURES NOT 100% KNOWN OR FIT FOR THE CUSTOMER NEEDS • SPEED IS OF THE UTMOST IMPORTANCE BY THE PRODUCT INTRODUCTION • SPEED AND PERSEVERANCE IS ALSO OF THE UTMOST IMPORTANCE TO SECURE MARKET POSITION AND DEFEND MARKET CAP • USUALLY SIGNIFICANT RESOURCES AND TIME NEEDED FOR THE MARKETING • WHEN THE MARKET IS NEW, IT IS USUALLY GOING TO TAKE A VERY LONG TIME BEFORE THE CRITICAL MASS IS REACHED AND THE MARKET STARTS RESPONDING IN SIGNIFICANT NUMBERS (EARLY MAJORITY) - IF AT ALL (SEE DOTCOM BUBBLE V1)

57. WHY NEW PRODUCTS   OFTEN FAIL ON LAUNCH HINT: IT’S NOT THE MARKETING

58. WARUM PRODUKT- EINFÜHRUNGEN SCHEITERN 1. NOT ENOUGH CUSTOMERS COULD BE WON / FOUND - OFTEN BECAUSE THE RIGHT SIGNIFICANT CUSTOMER SEGMENT COULD NOT BE FOUND OR THE VALUE PROPOSITIONS WERE NOT RECOGNIZED BY THE CUSTOMER SEGMENTS TARGETED 2. IN A NEW MARKET IT TAKES SO LONG TO REACH CRITICAL MASS, OFTEN LONGER THAN PLANNED, AND COMPANIES RUN OUT OF RESOURCES - AND PATIENCE - BEFORE THE MARKET TAKES 3. A SUSTAINABLE ENGINE OF GROWTH COULD NOT BE FOUND - CAC VS LTV RATIO COULD NOT BE MADE PROFITABLE 4.THE PRODUCT DIDN’T REALLY SOLVE A NEED OR PROBLEM - IT WAS A SOLUTION IN SEARCH OF A PROBLEM (THAT DID NOT EXIST OR COULDN’T BE FOUND)

59. WHAT CAN   MARKETING INFLUENCE?

60. SMALL MEDIUM BIG SMALL MEDIUM BIG DEGREE OF CHANGE IN THE PRODUCT DEGREEOFNEWNESSOFMARKET

61. XPRODUCT LINE EXTENSIONS (MOST INNOVATIONS FALL HERE) IDEAL   COMMERCIAL INNOVATION TRUE PRODUCT INNOVATION SIGNIFICANT CHANGES IN PRODUCT FORM SMALL MEDIUM BIG SMALL MEDIUM BIG DEGREE OF CHANGE IN THE PRODUCT DEGREEOFNEWNESSOFMARKET

62. TRUE PRODUCT INNOVATION PRODUCT LINE EXTENSIONS (MOST INNOVATIONS FALL HERE) IDEAL   COMMERCIAL INNOVATION SIGNIFICANT CHANGES IN PRODUCT FORM XCATEGORY INNOVATIONS SMALL MEDIUM BIG SMALL MEDIUM BIG DEGREE OF CHANGE IN THE PRODUCT DEGREEOFNEWNESSOFMARKET MARKETING NEEDS SIGNIFICANT RESOURCES BUT HAS THE POTENTIAL TO HAVE A SIGNIFICANT MARKET IMPACT

63. X INNOVATION NIRVANA BIGGER AMBITIONS MORETIMEAND RESOURCES SMALL MEDIUM BIG SMALL MEDIUM BIG DEGREE OF CHANGE IN THE PRODUCT DEGREEOFNEWNESSOFMARKET PRODUCT LINE EXTENSIONS (MOST INNOVATIONS FALL HERE) IDEAL   COMMERCIAL INNOVATION TRUE PRODUCT INNOVATION SIGNIFICANT CHANGES IN PRODUCT FORM

64. HOW DO WE EXECUTE MARKETING?

65. DATA AND IDEAS COLLECTION (MEASURE) VIABILITY ANALYSIS (LEARN) DEVELOP- MENT (BUILD) TESTING & VALIDATION (MACRO LAUNCH) LAUNCH STRUCTURED PROCESS AND IN ITERATIVE BUILD MEASURE LEARN CYCLES

66. IDEAS PRODUCTDATA LEARN MEASURE BUILD FIXEN,  IMPROVE, CHANGE SELL THE IMPROVED PRODUCT EVALUATE SALES EXPLICITLY &   IMPLICITLY  CUSTOMERS ABOUT HOW THEY FIND THE PRODUCT ITERATION CYCLES

67. IN NEED OF EXPLAINING   THE NEW PRODUCT? DEMAND GENERATION

68. WHITE PAPERS & RESEARCH RESULTS

69. INFORMATIONAL EVENTS & MEETUPS

70. PROBLEM - SOLUTION FIT OFTEN NOT COMPLETE

71. CUSTOMER DISCOVERY (PROBLEM) ITERATE OR PIVOT: CUSTOMER DEVELOPMENT CUSTOMER VALIDATION  (SOLUTION) CONVERT HYPOTHESES INTO FACTS CUSTOMER DEVELOPMENT HTTPS://WWW.UDACITY.COM/COURSE/EP245

72. VALUE PROPOSITIONS & CUSTOMER SEGMENTS OFTEN UNKNOWN OR INCOMPLETE FIT

73. VALUE PROPOSITION DESIGN

74. GET THE BOOK HERE

75. NEW MARKET

76. CUSTOMERS UNKNOWN NEW MARKET COMPETITION NONE - BLUE OCEAN CUSTOMER NEEDS TRANSFORMATIVE IMPROVEMENTS RISKS DEMAND GENERATION & LONG TIME BEFORE MARKET TAKES EXAMPLE: YEAR 1 CHASMEARLY ADOPTERS PEAK YEAR 2 YEAR 3 YEAR 5 YEAR 4 YEAR 6 EARLY MAJORITY

77. GET KEEP GROW THE CUSTOMER RELATIONSHIPS FUNNEL MODEL

78. ENGINES OF GROWTH THE THREE TYPES

79. PAID STICKY VIRAL ENGINES OF GROWTH

80. PAID (CAC : LTV)

81. UNHEALTHY RATIO, EXAMPLE CAC LTV 1 11 CUSTOMER ACQUISITION COSTS CUSTOMER LIFETIME VALUE

82. HEALTHIER RATIO CAC LTV 1 31 CUSTOMER ACQUISITION COSTS CUSTOMER LIFETIME VALUE

83. HOW TO INFLUENCE THE CAC VS LTV RATIO THE DRIVING FACTORS

84. THE DRIVING FACTORS • High churn rate • Low customer   satisfaction • Recurring revenue • Scalable pricing • Cross-Sell / Up-Sell • Additions to product  catalogue • Lead-Gen for 3rd party • Sales force in the ﬁeld • Outbound Marketing • Network eﬀects • Inbound Marketing • Free or Freemium • Open Source • Free trial • Touchless Conversion • Direct Marketing • Channels • Strategic partnerships CAC LTV

85. STICKY (ENGAGEMENT RATE)

86. 30 10 1HTTP://AVC.COM/2011/07/301010/

87. HOW DO YOU MAKE MARKETING STICKY? FIVE COMMON PROPERTIES

88. STICKY MARKETING • STORY: TELL A STORY • SIMILE: A FIGURE OF SPEECH INVOLVING THE COMPARISON OF ONE THING WITH ANOTHER THING OF A DIFFERENT KIND, USED TO MAKE A DESCRIPTION MORE EMPHATIC OR VIVID (E.G., AS BRAVE AS A LION, CRAZY LIKE A FOX ) • ANALOGY: A COMPARISON BETWEEN TWO THINGS, TYPICALLY ON THE BASIS OF THEIR STRUCTURE AND FOR THE PURPOSE OF EXPLANATION OR CLARIFICATION • METAPHOR: A FIGURE OF SPEECH IN WHICH A WORD OR PHRASE IS APPLIED TO AN OBJECT OR ACTION TO WHICH IT IS NOT LITERALLY APPLICABLE • EXAMPLES: USE REAL-WORLD, REALISTIC, RELATABLE EXAMPLES S S A M E

89. STORY: THE HERO’S JOURNEY

90. NETWORK EFFECTS (VIRAL COEFFICIENT)

91. GROWTH RATE

92. VIRAL COEFFICIENT (K) INVITATION RATE X ACCEPTANCE RATE See: http://www.forentrepreneurs.com/lessons-learnt-viral-marketing/

93. HOW DO YOU MAKE MARKETING VIRAL? SIX COMMON PROPERTIES

94. VIRAL PROPERTIES • SOCIAL CURRENCY   - WE SHARE THINGS THAT MAKE US LOOK GOOD • TRIGGERS   - TOP OF MIND, TIP OF TONGUE • EMOTION   - WHEN WE CARE, WE SHARE • PUBLIC   - BUILT TO SHOW, BUILT TO GROW • PRACTICAL VALUE   - NEWS YOU CAN USE • STORIES   - INFORMATION TRAVELS UNDER THE GUISE OF IDLE CHATTER  S T E P P S

95. HOW TO MAKE INNOVATIVE ADVERTISING SUCCESSFUL? EIGHT COMMON PATTERNS

96. 8 PATTERNS • UNIFICATION - AN AVAILABLE ELEMENT OF THE MEDIUM OR IN ITS VICINITY IS USED IN ORDER TO DELIVER THE MESSAGE • ACTIVATION - THE VIEWER IS USED AS A “RESOURCE” IN ORDER TO REVEAL THE MESSAGE • METAPHOR - SYMBOLS OR COGNITIVE FRAMEWORKS THAT ALREADY EXIST IN THE MIND OF THE VIEWER ARE EXPLOITED IN ORDER TO DELIVER THE MESSAGE • SUBTRACTION - ELEMENTS OF THE MEDIUM CONSIDERED TO BE INDISPENSABLE ARE EXCLUDED • EXTREME CONSEQUENCE - PRESENTS A VERY EXTREME AND SOMETIMES NEGATIVE SITUATION THAT HAPPENS ASS A CONSEQUENCE OF USING THE PRODUCT • EXTREME EFFORT - PRESENTS THE EXAGGERATED EFFORTS A COMPANY WIL GO TO IN ORDER TO PLEASE THE CUSTOMER. OR THE ABSURD LENGTHS A CONSUMER WILL GO TO GET HOLD OF THE PRODUCT • ABSURD ALTERNATIVE - PRESENTS A POSSIBLE, ALBEIT HIGHLY OUTLANDISH AND IMPRACTICAL, ALTERNATIVE TO THE PRODUCT BEING OFFERED • INVERSION - SUGGEST JUST HOW HORRIBLE THE WORLD WOULD BE WITHOUT THE ADVERTISED PRODUCT

97. CASE STUDIES

98. 1.CROWDFUNDING AS MARKET VALIDATION AND FUNDING

99. 10M with noproduct

100. 2. NETWORK EFFECTS / VIRAL

101. Best Regards, John Doe —— “Get your free email at Hotmail”

102. WHAT HAPPENED? - FILE SHARING ENABLED - WIN-WIN AFFILIATE MODEL

103. 3. FREEMIUM & FREE

104. 4. S.T.E.P.P.S. &   VIDEO CONTENT

105. 5. WORD OF MOUTH:   FLIPPING THE FUNNEL

106. 1.2B to Amazon

107. LET’S CONNECT: TWITTER.COM/BLACKTAR FACEBOOK.COM/BLACKTAR LINKEDIN.COM/IN/VIDARANDERSEN VIDARANDERSEN.COM

108. +ANDERSEN & ASSOCIATES CORPORATE INNOVATION & GROWTH THROUGH ENTREPRENEURSHIP + SCIENCE YOU@PLUSANDERSEN.COM // +49 151 40 133 149 // WORLDWIDE

109. +A HELPS CORPORATIONS WITH • EDUCATING MANAGEMENT & WORKFORCE • TURNKEY INNOVATION PRODUCTS  STARTING TODAY: YOU CAN START IMPLEMENTING THE +A INNOVATION ENGINE - IN PART OR COMPLETELY - RIGHT NOW • TRAINING YOUR TRAINERS  TRAINING & CERTIFYING YOUR STAFF: MANAGE YOUR INNOVATION PROGRAMS IN-HOUSE INSTEAD OF BEING DEPENDENT ON 3RD PARTIES, HELPING YOU MAINTAIN HR & IP AUTONOMY • INDIVIDUALIZING THE CORPORATE INNOVATION PROGRAMS  ADAPTING A DATA-DRIVEN, SCALABLE AND PREDICTABLE INNOVATION PROCESS TO YOUR GOALS & NEEDS: RESOURCES & STAKEHOLDER ANALYSIS, STRENGTHS & WEAKNESSES + INTEGRATION ROAD MAP & INTEGRATION MANAGEMENT AT YOUR RISK & SPEED LEVEL • MANAGING HUMAN RESOURCES & INNOVATION TALENTS  FINDING THE RIGHT PEOPLE FOR YOUR : INTERNALLY THROUGH NATURAL SELECTION, EXTERNALLY BY PROVIDING MENTORS + DOERS (EXTERNAL DEVELOPERS. DESIGNERS AND ENGINEERS TO AUGMENT YOUR TEAMS) + REAL ENTREPRENEURS IN RESIDENCE (EIR) AS MENTORS FOR YOUR INNOVATION PROGRAM • FACILITIES & INFRASTRUCTURE  GETTING YOU OUT OF THE BUILDING: PROVIDING AN EXTERNAL CORPORATE INNOVATION CENTER & ACCELERATOR • CONNECTING THE DOTS  THROUGH AN INTERNATIONAL NETWORK OF INVESTORS + MENTORS + BUSINESS INSIDERS - SILICON VALLEY + TEL AVIV & MORE

110. +A INNOVATION CENTER • INSOURCE OR OUTSOURCE YOUR INNOVATION PROCESS   COMPLETE OR IN PART - USING YOUR OWN EMPLOYEES • TEMPORARY CO-LOCATION  TRY BEFORE YOU COMMIT TO INTERNAL CHANGES & RESOURCES • TURNKEY READY  START TODAY: TEST OUTSIDE OF YOUR ORGANIZATION WITHOUT INITIATING RED TAPE AND LOSING PRECIOUS TIME TO POLITICS • FLEXIBLE  MINIMIZE DOWNSIDE & RISK: TRY DIFFERENT THINGS, FIND OUT WHAT WORKS FOR YOU - OUTSIDE OF YOUR COMPANY BEFORE YOU IMPLEMENT INSIDE

111. +A INNOVATION CENTER MENTOR NETWORK BRAND NAME  ACADEMIA INTNL.  EXCHANGE  PROGRAMS EVENT / WORK  SPACE GOVT  ORGANISATIONS INTERNATIONAL  INNOVATION  FORA BRAND NAME  CORPORATIONS EXCLUSIVE  EVENTS INTNL. CORP.  ACCELERATOR  PARTNER FREELANCERS &  EXPERTS ENTREPRENEUR  FOR EIR STARTUP  ACADEMY INFRA- STRUCTURE INVESTORS +ANDERSEN CORPORATE INNOVATION CENTER & ACCELERATOR

112. PATRIZIA TOWER

113. COLOGNE MEDIA PARK

114. +ANDERSEN & ASSOCIATES MARKETING OF INNOVATION UNIVERSITY OF APPLIED SCIENCES AND ARTS   NORTHWESTERN SWITZERLAND 12.02.2015 YOU@PLUSANDERSEN.COM // +49 151 40 133 149 // WORLDWIDE

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