The document discusses the changing nature of marketing from a traditional product-focused and transactional approach to a more collaborative process focused on building relationships. It argues marketing must shift from focusing on short-term exchanges to creating long-term value for all stakeholders. Additionally, the marketing organization structure needs to transition from functional silos to a more adaptive front-end customer-centric organization connected to a back-end specialist organization through integrated processes. The marketer's role is also evolving from managers of product marketing to integrators that serve customer segments and link to specialists.
Why Pricing, data & customer segmentation are relevant for insurance (partly ...Jerry J. Stam
Why Pricing, data & customer segmentation are relevant for insurance (partly Dutch). Lessons shared from retailers and how insurers would benefit if they applied (some of) them
This document is built to understand the scope of online branding in current market, to understand our capabilities and gaps in analytics and propose a business case to build on a framework and its target markets
Why Pricing, data & customer segmentation are relevant for insurance (partly ...Jerry J. Stam
Why Pricing, data & customer segmentation are relevant for insurance (partly Dutch). Lessons shared from retailers and how insurers would benefit if they applied (some of) them
This document is built to understand the scope of online branding in current market, to understand our capabilities and gaps in analytics and propose a business case to build on a framework and its target markets
A Pinpoint Systems Corporation white paper discussing how companies must transform from being about them to being about the customer by:
-Committing to a philosophical and cultural shift
-Centralizing the 360° view of customer information
-Enabling intelligent outreach
-Enabling intelligent dialog
To support organizations in making the transformation from a product- and channel- focused organization to one focused on the customer, Pinpoint Systems has applied their expertise in the customer-centric space to create the Marketing System of Record solution, powered by the efficiency of the IBM Enterprise Marketing Management platform.
The tracking features of the solution allow analysts to complete these tasks:
• Attribute customer actions to specific campaigns and target cells.
• Use campaign and response history for audience selection and segmentation.
• Compute standard campaign performance metrics.
• Automatically report those metrics, as well as emerging sales trends, to product managers and other stakeholders.
Marketing Operations to-date has focused primarily on marketing automation, return on marketing investment, and work flow management. Here's how to take it to the next level, with much stronger impact on all of Marketing's stakeholders internally and externally.
The House of Marketing, Belgium's first centre of marketing expertise, shows you an introduction and short guide to customer segmentation, including four options and simple steps to deliver measurable benefits through segmentation. Contact: www.thom.eu
A Pinpoint Systems Corporation white paper discussing how companies must transform from being about them to being about the customer by:
-Committing to a philosophical and cultural shift
-Centralizing the 360° view of customer information
-Enabling intelligent outreach
-Enabling intelligent dialog
To support organizations in making the transformation from a product- and channel- focused organization to one focused on the customer, Pinpoint Systems has applied their expertise in the customer-centric space to create the Marketing System of Record solution, powered by the efficiency of the IBM Enterprise Marketing Management platform.
The tracking features of the solution allow analysts to complete these tasks:
• Attribute customer actions to specific campaigns and target cells.
• Use campaign and response history for audience selection and segmentation.
• Compute standard campaign performance metrics.
• Automatically report those metrics, as well as emerging sales trends, to product managers and other stakeholders.
Marketing Operations to-date has focused primarily on marketing automation, return on marketing investment, and work flow management. Here's how to take it to the next level, with much stronger impact on all of Marketing's stakeholders internally and externally.
The House of Marketing, Belgium's first centre of marketing expertise, shows you an introduction and short guide to customer segmentation, including four options and simple steps to deliver measurable benefits through segmentation. Contact: www.thom.eu
Mythology Marketing System - The Full StoryMythology LLC
How does your organization build brand, revenue and relationship? Is your marketing ad hoc, confusing and lack consistency? You may need the Mythology Marketing System.
Designing Marketing Programs to Build Brand Equity
Leroy J. Ebert DipM, MCIM, MSLIM,
Chartered Marketer
Content Extracted from “Strategic Brand Management” 3rd Edition
Authors:
Kevin Lane Keller
M.G. Parameswaran
Issac Jacob
Presentation developed from SLIM Diploma In Brand Management Students
Presentation developed by Leroy J. Ebert (19th April, 2014)
2. The new marketing Session 1 Rethinking the marketing process Rethinking marketing activities Rethinking the marketing organization Rethinking the role of marketers
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10. The evolving information power balance Customer information power Marketer information power High Low High Low 2 1 4 3 Information famine Personal marketing Information Democracy Relationship marketing Information Asymmetry Mass marketing Information Integration Collaborative marketing
14. The functional view of marketing Segmentation, Targeting, Positioning Product Strategy Pricing Strategy Promotion Strategy Place Strategy Opportunity assessment Implementation, Monitoring, and Control
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16. Traditional Marketing Transitional Marketing Collaborative Marketing Sense value Define value Realize value Deliver value Capture value Sustain Value Products Services Experiences Physical Hybrid Integrated Channels Channels Channels Persuasion, Permission, Contextual, Broadcast dialogue facilitation Vertical Horizontal Integrated Alliances Partnerships Value Network Communicate value Episodic Batch Active CRM CRM CRM Evolution of marketing activities Augment value Listen Observe Co-create Segmentation Customization Customerization Transactional Value-based Relationship Pricing Pricing Pricing
17. Towards the decoupled organization Human Resources Purchasing Marketing Finance & Administration Research & Development Product Manufacturing Information Technology Partner management Customer Customer Customer Customer organization (segment 2) Customer Customer Customer Customer organization (front-end) Product organization (back-end) Shared services (back-end) Product development Technical Sales Corporate Core
18. Citibank’s decoupled organization CEO Automotive Oil & Gas Retailing Cash Management Telecom Foreign Exchange Derivatives Mergers & Acquisitions Legal HR Controller Risk Mgmt. Operations IT Marketing Ford GM BMW Global Product Organization (Back-end) Global Customer Organization (Front-end) Local account managers Corporate Core Source: Designing the Global Corporation, Galbraith (2000)
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22. Managing linkages at Kraft Foods Process teams (category-specific) Category teams (category-specific) Customer teams (key accounts) Source: Reinventing the Marketing Organization, McKinsey Quarterly Finance Operations Materials manager Plant manager Engineering Quality Process Team Leader Marketing information Finance Brand manager Consumer promotion Category Sales director R&D Category Business Director Category planners Retail Sales manager Sales information specialist Space management specialis Supply chain specialist Customer Category managers Customer Business Manager
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Editor's Notes
Prof. Mohan Sawhney J.L. Kellogg Graduate School of Management
Prof. Mohan Sawhney J.L. Kellogg Graduate School of Management
Prof. Mohan Sawhney J.L. Kellogg Graduate School of Management
Prof. Mohan Sawhney J.L. Kellogg Graduate School of Management
Prof. Mohan Sawhney J.L. Kellogg Graduate School of Management
Prof. Mohan Sawhney J.L. Kellogg Graduate School of Management Notes _________________________________________________________ _________________________________________________________ _________________________________________________________ _________________________________________________________ ________________________________________________________ _________________________________________________________ _________________________________________________________ _________________________________________________________