IACT - The Future of Marketing & Communications


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I was invited to give this presentation to a student class at IACT College (www.iact.edu.my), Malaysia. I explore the disruptions impacting marketing and communications today and what capabilities practitioners need to develop for the future. I also share some case study/examples from both Microsoft and Shell. More info available here: http://wp.me/pBFmG-pR

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IACT - The Future of Marketing & Communications

  1. 1. Shell Malaysia LOOKING TO WHAT’S NEXT: THE FUTURE OF MARKETING & COMMUNICATIONS Leigh Wong Head of Media Relations & Issues Management, Shell Malaysia @giokleigh 1Dec 2015
  2. 2. Shell Malaysia DEFINITIONS & CAUTIONARY NOTE The companies in which Royal Dutch Shell plc directly and indirectly owns investments are separate entities. In this presentation “Shell”, “Shell group” and “Royal Dutch Shell” are sometimes used for convenience where references are made to Royal Dutch Shell plc and its subsidiaries in general. Likewise, the words “we”, “us” and “our” are also used to refer to subsidiaries in general or to those who work for them. These expressions are also used where no useful purpose is served by identifying the particular company or companies. ‘‘Subsidiaries’’, “Shell subsidiaries” and “Shell companies” as used in this presentation refer to companies in which Royal Dutch Shell either directly or indirectly has control. Companies over which Shell has joint control are generally referred to as “joint ventures” and companies over which Shell has significant influence but neither control nor joint control are referred to as “associates”. The term “Shell interest” is used for convenience to indicate the direct and/or indirect ownership interest held by Shell in a venture, partnership or company, after exclusion of all third-party interest. This announcement contains forward looking statements concerning the financial condition, results of operations and businesses of Shell and the Shell Group. All statements other than statements of historical fact are, or may be deemed to be, forward-looking statements. Forward-looking statements are statements of future expectations that are based on management's current expectations and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those expressed or implied in these statements. Forward-looking statements include, among other things, statements concerning the potential exposure of Shell and the Shell Group to market risks and statements expressing management’s expectations, beliefs, estimates, forecasts, projections and assumptions. These forward looking statements are identified by their use of terms and phrases such as "anticipate", "believe", "could", "estimate", "expect", "goals", "intend", "may", "objectives", "outlook", "plan", "probably", "project", "risks", "seek", "should", "target", "will" and similar terms and phrases. There are a number of factors that could affect the future operations of Shell and the Shell Group and could cause those results to differ materially from those expressed in the forward looking statements included in this announcement, including (without limitation): (a) price fluctuations in crude oil and natural gas; (b) changes in demand for Shell's products; (c) currency fluctuations; (d) drilling and production results; (e) reserves estimates; (f) loss of market share and industry competition; (g) environmental and physical risks; (h) risks associated with the identification of suitable potential acquisition properties and targets, and successful negotiation and completion of such transactions; (i) the risk of doing business in developing countries and countries subject to international sanctions; (j) legislative, fiscal and regulatory developments including regulatory measures addressing climate change; (k) economic and financial market conditions in various countries and regions; (l) political risks, including the risks of expropriation and renegotiation of the terms of contracts with governmental entities, delays or advancements in the approval of projects and delays in the reimbursement for shared costs; and (m) changes in trading conditions. All forward looking statements contained in this announcement are expressly qualified in their entirety by the cautionary statements contained or referred to in this section. Readers should not place undue reliance on forward looking statements. Additional factors that may affect future results are contained in Shell's 20-F for the year ended 31 December 2014 (available at www.shell.com/investor and www.sec.gov ). These factors also should be considered by the reader. Each forward looking statement speaks only as of the date of this announcement/presentation, 14 May 2015. Neither Shell nor any of its subsidiaries nor the Shell Group undertake any obligation to publicly update or revise any forward looking statement as a result of new information, future events or other information. In light of these risks, results could differ materially from those stated, implied or inferred from the forward looking statements contained in this announcement. 2Dec 2015
  3. 3. Shell Malaysia MY STORY SO FAR… 3Dec 2015
  4. 4. Shell Malaysia 4Dec 2015
  5. 5. Globalisation & Hyperconnectivity Big Data & The Internet of Everything Always social Ever-fragmenting media channels Changing interfaces Communications is being disrupted Ubiquitous Connectivity
  6. 6. Shell Malaysia 6Dec 2015 Today’s scarcest resources are attention and engagement.
  7. 7. Shell Malaysia Transactional Marketing Relationship Marketing Collaborative Marketing View of value Value is associated with a company’s offering. Maximize value in exchanges Value is associated with customer relationships. Maximize lifetime value of relationships Value is associated with experiences. Maximize value of co- created experiences View of market Place where value is exchanged between customers and the firm. Market is separate from the value creation process Market as a forum where value is co- created through interaction and dialogue Role of customer Passive buyers to be targeted with offerings Portfolio of relationships to be cultivated Prosumers – active participants in value co-creation Role of firm Define and create value for consumers Attract, develop, and retain profitable customers Engage customers in defining and co- creating unique value Nature of Customer Interaction Survey customers to elicit needs and solicit feedback Observe customers and learn adaptively about customers Active dialogue with customers and communities Source: Mohan Sawhney, Kellogg School of Management WE ARE NOW IN THE COLLABORATIVE MARKETPLACE 7Dec 2015
  8. 8. Shell Malaysia 8Dec 2015
  10. 10. Shell Malaysia 10Dec 2015 Understanding the opportunities, challenges, trends, issues and risks in the external landscape through world-class stakeholder sensing and effective engagement Bringing the outside in SENSE Ensuring social and reputational opportunities and risks are, at an early stage, assessed, mitigated or leveraged and fully integrated into business plans Delivering shared value by aligning business and stakeholder expectations INTEGRATE Showcasing and communicating Shell’s capabilities, achievements, products, services and thought leadership to build preference with partners, customers and other stakeholders key to our growth Taking the inside out COMMUNICATE EXTERNAL RELATIONS AT SHELL
  12. 12. Shell Malaysia #2: EMBRACE & CO-CREATE WITH YOUR COMMUNITY 12Dec 2015
  13. 13. Shell Malaysia #makethefuture Morro da Mineira Project 13Dec 2015
  14. 14. Shell Malaysia 14Dec 2015
  15. 15. Shell Malaysia #makethefuture Morro da Mineira Project 15Dec 2015
  16. 16. Shell Malaysia #3: TELL AUTHENTIC STORIES 16Dec 2015
  17. 17. Shell Malaysia 17Dec 2015 Source: Gaping Void
  18. 18. Shell Malaysia 18Dec 2015
  19. 19. Shell Malaysia 19Dec 2015
  20. 20. Shell Malaysia Compelling stories give people a reason to connect. WHY IS STORYTELLING IMPORTANT? Compelling stories influence behaviors. Inform Engage Inspire 20Dec 2015
  21. 21. Shell Malaysia STORIES NEED TO BE RATIONAL AND EMOTIONAL 21Dec 2015
  22. 22. Good storytelling is visceral
  23. 23. Shell Malaysia Emotional Engagement STORYTELLING IS A TECHNIQUE: 23Dec 2015
  24. 24. Shell Malaysia Journey: Range of sources. In 2050, up to 30% renewables with the rest: fossil fuels & nuclear Shell: Cleaner sources & using energy more efficiently. Emotional Engagement STORYTELLING AT SHELL: MEET THE WORLD'S GROWING ENERGY NEEDS IN A RESPONSIBLE WAY 24Dec 2015
  25. 25. Shell Malaysia 25Dec 2015
  26. 26. Shell Malaysia 26Dec 2015
  27. 27. Shell Malaysia #4: INTEGRATE ACROSS MEDIA 27Dec 2015
  28. 28. Shell Malaysia 28Dec 2015
  29. 29. Shell Malaysia 29Dec 2015
  30. 30. Shell Malaysia 30Dec 2015
  31. 31. Shell Malaysia #5: BUILD YOUR OWNED MEDIA PLATFORMS 31Dec 2015
  32. 32. Shell Malaysia MAKETHEFUTURE.SHELL.COM 32Dec 2015
  33. 33. Shell Malaysia 33Dec 2015 http://www.nytimes.com/projects/2012/snow-fall
  34. 34. Shell Malaysia 34Dec 2015
  35. 35. Shell Malaysia http://www.microsoft.com/stories 35Dec 2015
  36. 36. Shell Malaysia 36Dec 2015
  37. 37. Shell Malaysia #2: Embrace & Co-create with your community #3: Tell Authentic Stories #4: Integrate Across Media #5: Build Owned Media Platforms BUILD YOUR CAPABILITIES FOR THE FUTURE OF COMMUNICATIONS 37Dec 2015 #1: Have A Conversation
  38. 38. Shell Malaysia WWW.SHELL.COM.MY/CAREERS • Internship information – including step-by-step process. Next window is 2016. Email: internships@shell.com • Shell Talent Community – join for updates about career opportunities and major new projects or events in your field of expertise. 38Dec 2015
  39. 39. Shell Malaysia Leigh Wong Head of Media Relations & Issues Management Shell Malaysia  leigh.wong@shell.com giokleigh facebook.com/giokleigh linkedin.com/in/leighwong THANK YOU FOR YOUR ATTENTION & STAMINA. LET’S KEEP ENGAGING! QUESTIONS? 39Dec 2015