Here are some potential opportunities and intentions to avoid common pitfalls: - Focus on creating unique value for customers rather than trying to be the best - Target underserved customer needs rather than competing on price alone - Consider all stakeholders' interests, not just power/profit battles between parties - Leverage core competencies to their fullest rather than spreading resources too thin - Build on existing strengths and adapt to changes, rather than disruptive transformations - Pursue opportunities aligned with your mission that you can realistically achieve The key is to identify opportunities where you can create differentiated value for customers in a sustainable way, given your strengths and environment, rather than unrealistic aspirations to be the best or disrupt at all costs.

1. Business & Marketing Planning
Failing to plan, is planning to fail
Or
Why it is necessary to think about the business model
when writing your marketing plan.

2. 1’ on who is front of you:
Davy Verhulst
Managing consultant
Davy versterkte het team van The House of Marketing na een aanzienlijke ervaring in FMCG en
Algemeen consulting op het gebied van Marketing, Trade Marketing en CRM consulting
Tijdens zijn carrière heeft hij gewerkt aan projecten in verschillende sectoren
(financiële diensten, ICT, FMCG, farma) o.a.:
• Personal Coach op CRM onderwerpen aan een Marketing Director voor een
Belgische Telco.
• Het leiden van een project in een Telco B2B omgeving voor het verbeteren van
Up-en Cross selling acties.
Project ervaring • Teamleider van een best practices team over hoe de relatie met de handel voor
een Global Tobacco Company te verbeteren. Vertegenwoordigen van de
zakelijke belangen bij de invoering van de Siebel CRM applicatie in pilootlanden.
• Identificeren en analyseren van de CRM-mogelijkheden binnen een beveiligd
bankinstrument voor een grote privé bank in Luxemburg.
• Het analyseren en uitwerken van een benadering om de dataverrijking over
medische professionals te verbeteren voor een groot farmaceutisch bedrijf.
Eerder, heeft Davy een consultancy bedrijf opgericht in indirecte spend
management, maakte hij deel uit van het directiecomité van AB-InBev Belux en
was hij global procurement director voor Point of Sales materiaal bij AB-Inbev.
Eerdere ervaring
Daarvoor was hij 7 jaar bij Accenture, waar hij verschillende posities in (trade-)
marketing en CRM projecten op Europese en mondiale schaal heeft geleid en
mee uitgevoerd.
Academische Davy is afgestudeerd als Handelsingenieur aan de UFSIA (B) met aanvullende
cursussen aan de Georgetown University in Washington DC (VS) en
achtergrond uitwisselingsprogramma's met ESC-Lille en UMSL Missouri (VS)
Presentation1 De Haven van Antwerpen
Project voorstel 2

3. 3’ on The House of Marketing:
Concept
• Founded in 1994
• Privately owned, Belgium based company
History & Size
• 45+ marketing consultants / experts
• Pool of experienced freelancers
• Serving clients based all over Europe
Geography & • Team of consultants with different nationalities and cultural
Nationality backgrounds enabling us to easily integrate the local culture while
managing the multicultural differences
Presentation1 3

4. We offer a unique combination of strategic excellence and
operational pragmatism
Strategic excellence Operational pragmatism
• Proven track record in strategic • Track record in making things happen
marketing advice within international and complex
• Creating relevant insights in the companies
business • Applying practical knowledge of
• Identifying the true leverages for successful corporate sales and
significant improvements marketing organizations
• Turning opportunities into structured • Turning initiatives into tangible actions
and prioritized business initiatives
• Helping you to successfully implement
strategic recommendations
We help you in realizing more from your marketing strategies and building the
marketing capabilities for systematic results
Presentation1 4

5. … applying ‘FACTS’ as guiding principles.
• Simplicity
• Strategic consistency
• Leadership continuity
• Prioritize & making choices
• Consistent brand across all channels
• Seek leadership in specific category
• Customer centricity
• Focused team
• Detect trends & act
• Early warning systems & processes
• Agile & up to date organization
• Built around customer engagement
• Innovative company culture • Willingness to change
• Diversity of profiles • Flexibility & Speed
• Idea generation process
• Idea valuation
• Porosity & open-mindedness
• KPI’s & dashboards
• Scenario analysis & ROMI
• Connect with marketing intelligence
• Analytical culture & skills
• People: yours & every stakeholder
• Planet: ACT on innovation, packaging, promotion...
• Profit: business-minded marketers
Presentation1

6. We work on temporary assignments….
Mostly function based
Broad FMCG experience B2B and B2C environments
Coordination activities of Marketing plan, go-to-market
specialists in strategy &
production, sales, advertising, implementation, people
Brand promotion, R&D, …
Marketing management, business
Managers Churn analysis, churn Managers intelligence
reduction Coordination of Marketing
Product placement activities
optimization
Strong analytical and
Market & competitor
negotiation skills
analysis Channel & Enhancing retail partnerships
Business Market assessment &
Category by increasing category sales
Analysts quantification
and aiding in fact
Clustering of customers Managers
based/strategic selling
E-strategy definition & roll-
out Extended experience in SME
E-Marketers Coordination, design & and large matrix organizations
implementation of e- Alignment of organization
& Social Process
marketing actions towards similar goals
Media Website Managers Clear roles & responsibilities
Specialists management, email definition, organizational
marketing, social design
media, mobile
Presentation1 6

7. … and on strategic marketing challenges
Mostly project based
Client challenges THoM expertise & solutions
• Attract new customers • Customer intelligence: translate data into
relevant insights
Volume • Increase customer spending
• Segmentation
driven • Reduce customer churn
• Business and marketing planning
• Increase Innovation success rate
• Innovation Management Program
• Restore customer trust • Customer intelligence: translate data into
relevant insights
• Capture more customer value
Margin • Category assessment
• Margin management
driven • Marketing performance management
• Doing more with less resources (ROMI, CLTV, dashboards)
• Tracking of ROI • Marketing audit
• Define or redefine positioning
• Consumer intelligence: translate data into
• Changing customer experience from
relevant insights
product push to relational (customer-
Positioning centric) • Customer (store) experience
• Positioning on the sustainability dimension • Sustainability
• Positioning towards current and potential • Employer branding
employees
Consumer analytics and insights are crucial for each of the three challenges
Presentation1 7

8. To guarantee the excellence, we split marketing into four
expertise areas and develop our people in all four of them
• Market Intelligence • Business & Marketing Planning
I. Strategic • Segmentation • Employer Branding
Marketing • Branding & Positioning • Sustainability
• Pricing • Social Media
II. Go-to- • Product/ Brand/ Category • Shopper Marketing
Management
Market • Customer Relationship
• Communication (offline & Management
online)
• Customer Process Management • Marketing Audit
III. Organization & Change
• • Marketing Coaching & Training
Organization Management
capabilities • Customer Experience
IV. • Marketing Dashboards
Performance • Marketing Performance Management
Management • Customer Lifetime Value & ROMI
Presentation1 8

9. A whole team of marketing specialists
•Hiring a THoM consultant isn’t just hiring a person, it’s acquiring expertise:
•THoM consultant: your day to day contact
Visible
• Counselor, Client Manager and Mentor:
first help, coaching and stretched goals for
Invisible the THoM consultant
• All THoM consultants with their specific
skills, expertise and experience: the second
resort for the THoM consultant
• THoM knowledge base (training, career
development plan, books, papers, former
projects, experience of previous THoMers)
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10. Real details: Meet & Greet
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11. Why Business Modeling & Marketing Planning
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12. Why to/a plan or model?
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13. A marketing plan translates the business strategy into
executable actions
Business plan Marketing Plan
A written document A written document
describing the nature of the that lays out your
recommendations to
business, the sales and
translate your strategy into
marketing strategy, and the executable marketing
financial background, and actions. Its purpose is to get
approval and guide
containing a projected profit
execution.
and loss statement
Presentation1 13

14. Business & Marketing Planning
BMP
= The process of sustainably aligning the Marketing Strategy &
Marketing plan & activities with the overall Business Mission &
Model, taking into account both internal & external stakeholders
with the final goal to improve the business results.
Presentation1 14

15. The House Vision
Mission Business ambitions
Business strategy
Growth potential Growth strategy
Value proposition Value creation Value capturing
Environmental and Competitive Scan
Marketing Marketing Drivers Customer Equity Marketing
Strategy Value
Products / Technology
Segmentation & Intention Behaviour
Business Objectives
Targeting
Services
Business Results
Acquisition
Awareness Price Premium
Purchase Process & Engine
Experience
Business Paradigms
Perception & Retention
Reputation Commitment Market Share
Communication
Relationship Recommen-
Positioning Preference Share of wallet
Building dation
Channel
Management
Scope
Price Positioning
Deep Channel & Customer Insights
Tangible Action Plans
YOUR INPUT YOUR OUTPUT
Presentation1

16. Mission, Vision, Business Ambitions
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17. The House Vision
Mission Business ambitions
Business strategy
Growth potential Growth strategy
Value proposition Value creation Value capturing
Environmental and Competitive Scan
Marketing Marketing Drivers Customer Equity Marketing
Strategy Value
Products / Technology
Segmentation & Intention Behaviour
Business Objectives
Targeting
Services
Business Results
Acquisition
Awareness Price Premium
Purchase Process & Engine
Experience
Business Paradigms
Perception & Retention
Reputation Commitment Market Share
Communication
Relationship Recommen-
Positioning Preference Share of wallet
Building dation
Channel
Management
Scope
Price Positioning
Deep Channel & Customer Insights
Tangible Action Plans
Presentation1

18. “Our founders built this company on a certain set of principles. But since
they’re all dead and nobody wrote anything down, looks like we are
screwed.”
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19. Vision, Mission,… need to be articulated!
Aspirations and description of future company
vision
mission Purpose of company as a corporate entity
values Attributes that define company’s corporate and competitive business behavior
principles Underlying mandates for business conduct
Vision
• A clear, concise, compelling statement that provides direction and guide business
activities - What do we want to be?
Mission
• The purpose of the business including its products, its customers and where it operates –
What do we want to do, What business are we in?
Corporate Values
• 5 to 7 key attributes of the culture designed by the business. They provide guidance on
how work is expected to be done in the business and they are expressions of the beliefs
and values that drive a company’s behavior and culture – What behaviors do we utilize to
accomplish our mission, What are the fundamentals of the organization?
Guiding Principles
• These are the techniques the company deploys to do its work. – What operating principles
must we use to win?
Presentation1 19

20. •Business Strategy
Presentation1 20

21. The House Vision
Mission Business ambitions
Business strategy
Growth potential Growth strategy
Value proposition Value creation Value capturing
Environmental and Competitive Scan
Marketing Marketing Drivers Customer Equity Marketing
Strategy Products / Technology Value
Segmentation & Intention Behaviour
Business Objectives
Targeting
Services
Business Results
Acquisition
Awareness Price Premium
Purchase Process & Engine
Experience
Business Paradigms
Perception & Retention
Reputation Commitment Market Share
Communication
Relationship Recommen-
Positioning Preference Share of wallet
Building dation
Channel
Management
Scope
Price Positioning
Deep Channel & Customer Insights
Tangible Action Plans
Presentation1

22. It’s nice to have ambitions,…
…, but how do we realize them?
A strategy is a plan of action
designed to achieve a specific goal.
Strategy is all about gaining (or being prepared to gain) a position of advantage over adversaries or best exploiting emerging possibilities. As
there is always an element of uncertainty about future, strategy is more about a set of options ("strategic choices") than a fixed plan. It
derives from the Greek "στρατηγία" (strategia), "office of general, command, generalship".
(wikipedia)
Presentation1

23. How can we structure our approach to think about a
strategy?
Stephen Covey
John Seely Brown
Ronald Coase
Chester Barnard
Igor Ansoff Gary S Becker
Clayton Christensen
Warren Bennis
Ken Blanchard
Chris Argyris
Richard Branson
…
Adam Brandenburger
Christopher Bartlett and Samantha Ghoshal
G Bennett-Stewart
Cliff Bowman
Andrew Carnegie
W. Chan Kim and Renée Mauborgne
The AtoC of http://www.easy-strategy.com/strategy-gurus.html Alfred Chandler
Presentation1

24. How can we structure our approach to think about a
strategy?
What they all have in common:
A view on reality providing insight on an area of opportunity
A clear intention and view on how to realize the opportunity
A money value appraisal of the intent to test feasibility
A method of documenting to enable buy-in by stakeholders
Presentation1

25. 1. Insights
A moment’s insight is sometimes
worth a lifetime’s experience
Oliver Holmes
American Poet – 19th century
Presentation1 25

26. SITUATION ANALYSIS
1. Insights Macro- Company
environment • Corporate requirements
• Category strategy
• Political • Global strategy
• Economic • Organizational structure
• Social • Functional capability
• Technological • Supply chain
• Environmental
• Legal
Brand
• Commercial performance
Customers
• Route to
market • Equity
Consumers • Competitors
Market • Competitor
• Channel analysis • Trend analysis perfor- definition
architecture • Consumer insights mance • Competitor
• Customer • Gap analysis assessment
definitions • Strategic
• Brand analysis
• Customer
strategies positioning • Mix • Activity audit
• Category statement effectiveness
management
• Brand
performance
Market
• Category definition
• Segmentation
• Market dynamics
• Demand
characteristics
Presentation1 26

27. 2. Identify the opportunity and define intention
Some pitfalls to avoid:
Is being THE BEST the most rewardingthe result of being the BEST!, rather a result of
Competitive success is not strategy?
A
being UNIQUE!
High price
hour
Low price
day
Car owner Non-
owners
Travelers residents
e.g. the car rental industry
Michael Eugene Porter is the Bishop William Lawrence University
Professor at Harvard Business School. He is a leading authority on
company strategy and the competitiveness of nations and regions.
Presentation1 27

28. 2. Identify the opportunity and define intention
Some pitfalls to avoid:
Which power battle for profitneed to take into account? Which parties will
The forces do you is fought between 5 forces.
B
influence your profit?
Substi- New Buyer 2
tutes Entrants Power New
Entrants
- - -
1
Price – Cost = Profit
Supplier Market Buyer
5 Power competition Power 4
- + + Substitute
Market competition Supplier
Power 3
Michael Eugene Porter is the Bishop William Lawrence University
Professor at Harvard Business School. He is a leading authority on
company strategy and the competitiveness of nations and regions.
Presentation1 28

29. 2. Identify the opportunity and define intention
Some pitfalls to avoid:
Some pitfalls to avoid:
When being Uniquecompetitive benefit does the long your value chain translated
Long term is the pre-requisite, is the result of term benefit come from a
C on into activities that make you unique or onare good at! that you are best
focus the your P&L. ≠ the total of all things you the activities
at?
Firm infrastructure
Support activities
Human Resource Management
Technology
Procurement
Inbound Operations Outbound Marketing Service
activities
logistics logistics & Sales
Primary
Michael Eugene Porter is the Bishop William Lawrence University
Professor at Harvard Business School. He is a leading authority on
company strategy and the competitiveness of nations and regions.
Presentation1 29

30. 3&4. Document and putting a money value to the
intent: the business model canvas
“Which of relationship tovalue?”
“Whatwhom arewe deliver doesefficient
“For type channel is the most each of
value do we creating the
or effective?” How are we reaching
customer?” Segments expect us to
our Customer
“What Key Activities do value are ourwith them?”
“Formostnow?
them our
“What Propositions“Who Keymaintain important
Value Key areestablish and Partners?”
“What“Who arerequire? our most customers
the what our
our are
Resources doimportant costs
inherentwilling to pay?” model?
Value Propositions costumers?” we established? How
Whichour key suppliers?“
ones have
“Who areChannels?
require?
in our business
…Our Distributionwhat do they
…Our Distribution Channels? currently pay?”
“For
“Which KeyKeycostly are they? expensive?”
“Which Resources are most
Activities do partners perform?”
…Customer Relationships? integratedpaying?”rest of
…Customer Streams?” they
“How areare most expensive?”the
How are they currently with
“Which KeyRelationships?
…Revenue Activities
“How much does each Revenue Stream
our business model?
…Revenue Streams?”
contribute to overall revenues?”
http://www.youtube.com/watch?v=QoAOzMTLP5s
Presentation1 30

31. Marketing Plan and its impact
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32. examples
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33. examples
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34. examples
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35. example
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36. Exercise
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37. Exercise Set UP
1. Make groups of 4 to 6 people 1’
2. You will see in a moment a ‘fake’ business model canvas of a well 5’
known producer of cars
3. After being explained briefly the canvas you will be informed of an 1’
impactful change in the business environment
4. You will be asked to review the business model 15’
5. One or two groups will be asked to present their business model 15’
6. Share the experiences. 5’
Presentation1 37

38. Porsche
R&D Emotional connection Upper class
Journalists through status
Design The original standard Male
Race teams Exclusive club
Publicity for sports cars Business owners
Raw materials Merchandising
Global distribution Resellers & Dealers
Global transporters
Volkswagen High quality Emo > ratio
Tire manuf. High performance &
outstanding everday
practicality
Status
People: Brainpower
Raw materials
Assembly Exclusive network +
partnership VW
R&D Sales
PR Spare parts (also for classics)
Manufacturing Accessories
Distribution Merchandising
Presentation1

39. You all have a business canvas for Porsche...
... but the world is changing
European governmental decision:
men can no longer drive, since they
are a safety hazard
Presentation1 39

40. 5’ break
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41. Marketing strategy & Plan
Presentation1 41

42. The House Vision
Mission Business ambitions
Business strategy
Growth potential Growth strategy
Value proposition Value creation Value capturing
Environmental and Competitive Scan
Marketing Marketing Drivers Customer Equity Marketing
Strategy Products / Technology Value
Segmentation & Intention Behaviour
Business Objectives
Targeting
Services
Business Results
Acquisition
Awareness Price Premium
Purchase Process & Engine
Experience
Business Paradigms
Perception & Retention
Market Share
Communication Reputation Commitment
Relationship Recommen-
Positioning Preference Share of wallet
Building dation
Channel
Management
Scope
Price Positioning
Deep Channel & Customer Insights
Tangible Action Plans
Presentation1

43. THoM 's Marketing value creation and capturing model
Environmental and Competitive Scan
Marketing Strategy Marketing Drivers Customer Equity Marketing Value
Products / Technology
Segmentation & Intention Behaviour
Business Objectives
Targeting
Services
Business Results
Acquisition
Awareness Price Premium
Purchase Process & Engine
Business Paradigms Experience
Perception & Retention
Communication Market Share
Reputation Commitment
Relationship Recommen-
Positioning Preference Share of wallet
Building dation
Channel
Management
Scope
Price Positioning
Deep Channel & Customer Insights
Tangible Action Plans
Presentation1 43

44. THoM 's Marketing value creation and capturing model
Value proposition Value creation Value capturing
Environmental and Competitive Scan
Marketing Strategy Marketing Drivers Customer Equity Marketing Value
Products / Technology
Segmentation & Intention Behaviour
Business Objectives
Targeting
Services
Business Results
Acquisition
Awareness Price Premium
Purchase Process & Engine
Business Paradigms Experience
Perception & Retention
Market Share
Communication Reputation Commitment
Relationship Recommen-
Positioning Preference Share of wallet
Building dation
Channel
Management
Scope
Price Positioning
Deep Channel & Customer Insights
Tangible Action Plans
Presentation1 44

45. Marketing value capturing issues
Missed
Opportunities
Vulnerable
positions
Low Marketing Value High
Presentation1 p. 45

46. Diagnostic Assessment
Strong customer equity
The brand is not able to
and penetration
translate strong equity into
Increase barriers of entry
market share/PP
for competition
Low customer equity is
The customer equity does
potentially major cause
not justify current market
for relatively poor market
share/PP performance
share/PP performance
Low High
Marketing Value
Presentation1 p. 46

47. Strategic options to increase value capturing capacity
Drive sales Consolidate/
conversion improve
Boost Brand Drive
Building customer equity
Low High
Marketing Value
Presentation1 p. 47

48. Marketing/brand driver action planning
Marketing Drivers
Products / Technology
Drive sales Consolidate/
Services conversion improve
Purchase Process &
Experience
Communication
Relationship
Building
Channel
Management
Boost Brand Drive
Price Positioning
Building customer equity
Low High
Marketing Value
Presentation1 p. 48

49. Driver action planning – An example
Marketing Drivers
•BTL / Trade communication >>>
ATL/PR
Products / Technology •Media close to the shops to
drive trade relationships
Services
•Focus on product specific values
Purchase Process &
Experience
Communication
Relationship •ATL / PR >> BTL / Trade
Building communication
Channel •SOV >>>> market share
Management •Sponsoring should be part of
Price Positioning media mix
•Focus on brand values
Low High
Marketing Value
Presentation1 49

50. ACID test of a strategy (McKinsey & Company)
Step 1 - Will your strategy beat the market?
Step 2 - Does your strategy tap a true source of advantage?
Step 3 - Is your strategy granular about where to compete?
Step 4 - Does your strategy put you ahead of trends?
Step 5 - Does your strategy rest on privileged insights?
Step 6 - Does your strategy embrace uncertainty?
Step 7 - Does your strategy balance commitment and flexibility?
Step 8 - Is your strategy contaminated by bias?
Step 9 - Is there conviction to act on your strategy?
Step 10 - Have you translated your strategy into an action plan?
Presentation1

51. Marketing Plan is needed to get approval and guide
execution
Marketing Plan
1. Marketing Strategy
• Objective, Strategy, Tactics
• Segmentation & Targeting, Positioning
2. What actions you plan (Marketing Drivers)
• Product and/or Service
• Communication
• Channel Management
• Price Positioning
• Services
• Purchase Process & Experience
• Relationship Building
• Financial Forecast
3. Financial Implications
• Sales forecast
• Cost forecast
4. Controls on execution level and impact
• Performance Indicators (financials & marketing)
• Contingency Plan
https://thomunity.thom.be/services/Strategic%20Marketing/Business%20and%20Marketing%20Planning/A.%20Knowledge/Internal%20Information/Marketing%20Planning%20Template/Marketing%20and%20Sales%20Planning%20Template
%20%20-%20English%20v01.doc
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52. Presentation1 52

53. •Thank You!
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54. Join us at our Meet & Greet!
‘Rodins’, Oude Markt 24, Leuven
4/12/2012 – 19h00
Subscribe via:
www.thom.be/meet-greet