Crown B2C SOCIAL MEDIA MARKETING ASIA MASTERCLASS
November 2012, KL
Social Media: How to Engage Consumers and Build Brands
• How to innovate in emerging markets by localizing content to meet the needs of their consumers and how this can benefit you.
• The power of Facebook to create Brand SOV and how to engage in interactive content to enhance the number of times the company and its products are mentioned positively on the social web, compared to competitors - commonly known as 'Share of Voice'
• How you can build your fans and what's next
• Using social media marketing to drive consumers onto their social sites. Including how these new fans are then engaged into the brand through interactive campaigns
MICG - Strategy and Risk Management for MTU ServicesKenny Ong
MICG ENTERPRISE RISK MANAGEMENT 2012
November 2012
Strategy and Risk Management
• Strategic Risks in the New World
• The Most Important Risk of All: Business Model vs. Risk (Choosing the wrong Business Model)
• M&A Risk (Pre- and Post- Acquisition Risks)
• People Risk (Succession Planning and Business Continuity)
• Fraud Risk
• Growth Risk (Growth methods and their associated risks including Benchmarking Risk)
• Reputational Risk (Brand and PR)
• R&D Risk
• How To: The 4-Wheels Operating Model and Strategic Risk Management Checklist
Innovative Go-To-Market strategies for Financial Product InnovationsKenny Ong
Financial Product Innovation Asia Pacific 2012 - Turning product innovation into competitive advantage that drives revenues
July 2012
Innovative Go-To-Market strategies for Financial Product Innovations
• Developing a holistic brand experience for your product
• Communicating your product’s value proposition succinctly to extend your overall brand position
• Grabbing the opportunities for co-creation for your brand to engage with customers and the financial performance of your product
• Streamlining your product implementation process for improved results
• Formulating launch and go-to-market strategies that works marvelously
• Justifying your product launch strategy to a range of stakeholders
Bridge Knowle - Salary and Reward Structures (Training and Workshop)Kenny Ong
Identify and select Salary Structures that meets and
contributes to organization objectives across various functions
Know How to Benchmark & Match Roles in your
company’s salary structure
Know how to choose a Suitable Variable Pay Scheme and
examine their linkage to performance management
Identifying Challenges/Pitfalls in salary structures and
variable pay scheme
Employee Engagement in Complex Global SystemsKenny Ong
Employee Engagement
Asia Conference- 27 February 2012
Employee Engagement in Complex Global Systems
Changing employee demographics and rapidly evolving business models demonstrate a
clear correlation to the way employees view their value, contribution and career
opportunities within their organisation. In particular, an organisations ability to attract and
retain the best staff, depends on its ability to keep management's ear close to the ground
on the needs and motivation of its talent. What can HR do clarify and amplify the
organisation's internal voice
Women & Entrepreneurship in Malaysia - Strategies & Action PlansKenny Ong
Wawasan Open University (WOU) 4th RESIDENTIAL SCHOOL AND PROJECT WORKSHOP
KL, May 2011
• Trends on Women & Entrepreneurship (Global and Malaysia)
• Why Women Rule
• Malaysian Government Support for Women and Entrepreneurship
• Barriers and Challenges to Entrepreneurship
• Understanding Your Business
• Where Do I start?
• Access To Funding and Capital in Malaysia
• Networking, Assistance and Support in Malaysia
Change Leadership-Understanding the Role of Management in Achieving Business ...Kenny Ong
CROWN Business Process Excellence and Transformation Asia Masterclass
Change Leadership-Understanding the Role of Management in Achieving Business Process Excellence
• Developing a change culture in the organisation
• Ascertaining the role of the leader in operational excellence
• Characteristics of a good change leader
MICG - Strategy and Risk Management for MTU ServicesKenny Ong
MICG ENTERPRISE RISK MANAGEMENT 2012
November 2012
Strategy and Risk Management
• Strategic Risks in the New World
• The Most Important Risk of All: Business Model vs. Risk (Choosing the wrong Business Model)
• M&A Risk (Pre- and Post- Acquisition Risks)
• People Risk (Succession Planning and Business Continuity)
• Fraud Risk
• Growth Risk (Growth methods and their associated risks including Benchmarking Risk)
• Reputational Risk (Brand and PR)
• R&D Risk
• How To: The 4-Wheels Operating Model and Strategic Risk Management Checklist
Innovative Go-To-Market strategies for Financial Product InnovationsKenny Ong
Financial Product Innovation Asia Pacific 2012 - Turning product innovation into competitive advantage that drives revenues
July 2012
Innovative Go-To-Market strategies for Financial Product Innovations
• Developing a holistic brand experience for your product
• Communicating your product’s value proposition succinctly to extend your overall brand position
• Grabbing the opportunities for co-creation for your brand to engage with customers and the financial performance of your product
• Streamlining your product implementation process for improved results
• Formulating launch and go-to-market strategies that works marvelously
• Justifying your product launch strategy to a range of stakeholders
Bridge Knowle - Salary and Reward Structures (Training and Workshop)Kenny Ong
Identify and select Salary Structures that meets and
contributes to organization objectives across various functions
Know How to Benchmark & Match Roles in your
company’s salary structure
Know how to choose a Suitable Variable Pay Scheme and
examine their linkage to performance management
Identifying Challenges/Pitfalls in salary structures and
variable pay scheme
Employee Engagement in Complex Global SystemsKenny Ong
Employee Engagement
Asia Conference- 27 February 2012
Employee Engagement in Complex Global Systems
Changing employee demographics and rapidly evolving business models demonstrate a
clear correlation to the way employees view their value, contribution and career
opportunities within their organisation. In particular, an organisations ability to attract and
retain the best staff, depends on its ability to keep management's ear close to the ground
on the needs and motivation of its talent. What can HR do clarify and amplify the
organisation's internal voice
Women & Entrepreneurship in Malaysia - Strategies & Action PlansKenny Ong
Wawasan Open University (WOU) 4th RESIDENTIAL SCHOOL AND PROJECT WORKSHOP
KL, May 2011
• Trends on Women & Entrepreneurship (Global and Malaysia)
• Why Women Rule
• Malaysian Government Support for Women and Entrepreneurship
• Barriers and Challenges to Entrepreneurship
• Understanding Your Business
• Where Do I start?
• Access To Funding and Capital in Malaysia
• Networking, Assistance and Support in Malaysia
Change Leadership-Understanding the Role of Management in Achieving Business ...Kenny Ong
CROWN Business Process Excellence and Transformation Asia Masterclass
Change Leadership-Understanding the Role of Management in Achieving Business Process Excellence
• Developing a change culture in the organisation
• Ascertaining the role of the leader in operational excellence
• Characteristics of a good change leader
Slide deck from a two day workshop for a multinational company in Shanghai on Innovation and Innovation Management, utilizing HBR Case Studies of Google, Apple and others introducing basic conceptions of innovation, the innovation value chain and entrepreneurship. Main goal of this workshop to create a mind shift from idea generation towards idea conversion and commercialization of products. Especially pointing out the importance of proper political and strategic support in the organization.
Earthsoft Foundation of Guidance (EFG) is working as an NGO/NPO for students - Education & Career
guidance and for Professionals for soft skills enhancements. I am working on speading , sharing
knowledge; experience globally.It has uploaded important presentations at http://myefg.in/downloads.aspx.
Also https://dl.dropbox.com/u/83265908/Links-events.xls has links for all ppt files.
Read http://tl.gd/jm1gh5
Be mentor using your education, knowledge & experience to contribute for a social cause & do conduct
free training/ workshop seeking help of existing platforms like rotary,etc
Kindly spread to your friends.Thank you!
- Earthsoft Foundation of Guidance
Let us make earth little softer..
Beyond Budgeting: Leading with Flexible Targets. 2-day seminarNiels Pflaeging
Slides from 2-day Beyond Budgeting seminar in Kuala Lumpur, Malaysia
The slides a re not entirely self-explaining. See the BetaCodex Network´s white papers for further detail.
Beyond Products: Solution Marketing - BPMA Feb 16, 2012Steve Robins
Overview of solution marketing, as presented to the Boston Product Management Association on Feb 12, 2012.
Author: Steve Robins, The Solution Marketing Blog
www.SolutionMarketingBlog.com
How to Create a Product Management Process That Doesn't SuckIntelligent_ly
Learn how to create a product management process that works effectively for your organization. Slides taken from a class that Cory von Wallenstein of Dyn taught at Intelligent.ly. Learn more from the experts by visiting http://intelligent.ly/learn
Bridge Knowle Workshop - Interview & RecruitmentKenny Ong
Bridge Knowle - Interview & Recruitment Techniques Workshop
An Effective Guide & a Practical Approach to the Best Candidate
Kuala Lumpur, February 2012
Workshop Highlights
• Develop Leads on new employees through a Variety of Recruitment Sources
• Conduct own Rating System on Necessity Basis
• Use a Goal-Directed Interview to Discover In-Depth Background information about the Candidate
• Understand & Comply with Legal Rules and Guidelines
• Implement an Interview Preparation Process that is Simple & Effective
• Formulate an Interviewing Strategy, including Opening & Closing of an Interview
• Establish consistent Recruiting, Screening & Hiring Procedures
• Identify the Candidate’s Strengths & Weaknesses
• Acknowledge a selection Standard for Employment
Sketching the mental framework and physical appearance of a fraudsterKenny Ong
Internal Fraud Investigations & Control Conference 2014
Bangalore, India 2014
Sketching the mental framework and physical appearance of a fraudster
• How a criminal mind's work – delving into a devil's mind
• Certain characteristics and behavioral patterns of a corrupt employee
• An overall personality analysis of a fraudster
Slide deck from a two day workshop for a multinational company in Shanghai on Innovation and Innovation Management, utilizing HBR Case Studies of Google, Apple and others introducing basic conceptions of innovation, the innovation value chain and entrepreneurship. Main goal of this workshop to create a mind shift from idea generation towards idea conversion and commercialization of products. Especially pointing out the importance of proper political and strategic support in the organization.
Earthsoft Foundation of Guidance (EFG) is working as an NGO/NPO for students - Education & Career
guidance and for Professionals for soft skills enhancements. I am working on speading , sharing
knowledge; experience globally.It has uploaded important presentations at http://myefg.in/downloads.aspx.
Also https://dl.dropbox.com/u/83265908/Links-events.xls has links for all ppt files.
Read http://tl.gd/jm1gh5
Be mentor using your education, knowledge & experience to contribute for a social cause & do conduct
free training/ workshop seeking help of existing platforms like rotary,etc
Kindly spread to your friends.Thank you!
- Earthsoft Foundation of Guidance
Let us make earth little softer..
Beyond Budgeting: Leading with Flexible Targets. 2-day seminarNiels Pflaeging
Slides from 2-day Beyond Budgeting seminar in Kuala Lumpur, Malaysia
The slides a re not entirely self-explaining. See the BetaCodex Network´s white papers for further detail.
Beyond Products: Solution Marketing - BPMA Feb 16, 2012Steve Robins
Overview of solution marketing, as presented to the Boston Product Management Association on Feb 12, 2012.
Author: Steve Robins, The Solution Marketing Blog
www.SolutionMarketingBlog.com
How to Create a Product Management Process That Doesn't SuckIntelligent_ly
Learn how to create a product management process that works effectively for your organization. Slides taken from a class that Cory von Wallenstein of Dyn taught at Intelligent.ly. Learn more from the experts by visiting http://intelligent.ly/learn
Bridge Knowle Workshop - Interview & RecruitmentKenny Ong
Bridge Knowle - Interview & Recruitment Techniques Workshop
An Effective Guide & a Practical Approach to the Best Candidate
Kuala Lumpur, February 2012
Workshop Highlights
• Develop Leads on new employees through a Variety of Recruitment Sources
• Conduct own Rating System on Necessity Basis
• Use a Goal-Directed Interview to Discover In-Depth Background information about the Candidate
• Understand & Comply with Legal Rules and Guidelines
• Implement an Interview Preparation Process that is Simple & Effective
• Formulate an Interviewing Strategy, including Opening & Closing of an Interview
• Establish consistent Recruiting, Screening & Hiring Procedures
• Identify the Candidate’s Strengths & Weaknesses
• Acknowledge a selection Standard for Employment
Sketching the mental framework and physical appearance of a fraudsterKenny Ong
Internal Fraud Investigations & Control Conference 2014
Bangalore, India 2014
Sketching the mental framework and physical appearance of a fraudster
• How a criminal mind's work – delving into a devil's mind
• Certain characteristics and behavioral patterns of a corrupt employee
• An overall personality analysis of a fraudster
Content Marketing 101: Overview of Content MarketingKenny Ong
Crown - CONTENT MARKETING ASIA MASTERCLASS
February, 2014
Content Marketing 101:Overview of Content Marketing
• The changing behaviour of customers
• How content marketing enhances customer engagement and conversion
• The convergence of social and content marketing (engagement, not merely likes)
• The process: Strategy, Creation and Syndication.
• Thoroughly understand the three components necessary to implement an effective content marketing strategy
• Receive guidance on what types of content may be suitable for their particular organization
• Determine the best way to distribute content
• Address important issues such as implementation and management of a content strategy
Aligning the entire Organization to achieve Business and Organizational GoalsKenny Ong
ECU Forward Networking Confrenece
SIngapore, October 2011
The importance of knowing your organizations Business Model (Profit and Non-
Profit) in order to achieve optimal alignment
l Aligning the entire organization: Structure, Leadership, People, Processes and
Culture
l Aligning core processes to achieve organization goals: Strategic Planning,
Budgeting and Performance Management
l Transforming Performance Management from a bureaucratic requirement to a tool
for managing and improving business performance
Bridge Knowle Workshop - Developing Effective KPIs (Main Slides)Kenny Ong
Learn How to Setup, Implement & Monitor Effective Benchmarks for Departmental and Corporate Growth Using Result-Driven KPI Initiatives.
KPI Measurements for Employee & Performance
Know how to effectively use KPI to manage people and
their performance. This will mean you can effectively set
goals, measure their performances, provide feedback as
well as giving all a clear picture of what is important.
KPI Measurements for Departments & Company.
Learn how you can use KPI to improve various functions
in your organization including for departments, business
units including new or existing business ventures
Bridge Knowle "YEAR END PERFORMANCE APPRAISAL" WorkshopKenny Ong
Bridge Knowle "YEAR END PERFORMANCE APPRAISAL" Workshop
November, KL
• Know the Importance of planning, preparing, and structuring the performance appraisal
• Learn how to listen, question and give clear and specific feedback
• Handle performance problems and sensitive issues effectively
• Review performance objectives so you can provide specific feedback describing the gap between expected and actual performance
• Avoid common pitfalls when conducting the appraisal
• Create Individual Development Plans with your staff
• Monitor and review progress of objectives and development plans between review meetings
• Develop your feedback skills to motivate staff between appraisal meetings
The Better Approach to Succession Planning - MITBA CEO Conference 2011Kenny Ong
Malaysian Insurance and Takaful Broker Associations (MITBA) CEO Conference 2011
Bali, October 2011
- Different Succession Planning objectives and motives
- Why Succession Planning don't work in many cases
- Matching your Succession Plan to your Business Model
- Practical aspects of Succession Planning
- Managing youe Talents Pipeline with proper Performance Management tools
Bridge Knowle Workshop - Developing Effective KPIs (Companion Workbook)Kenny Ong
Learn How to Setup, Implement & Monitor Effective Benchmarks for Departmental and Corporate Growth Using Result-Driven KPI Initiatives
KPI Measurements for Employee & Performance
Know how to effectively use KPI to manage people and
their performance. This will mean you can effectively set
goals, measure their performances, provide feedback as
well as giving all a clear picture of what is important.
KPI Measurements for Departments & Company
Learn how you can use KPI to improve various functions
in your organization including for departments, business
units including new or existing business ventures
(COMFORI) Climbing the Corporate Ladder: From Assistant to Strategic Business...Kenny Ong
Climbing the Corporate Ladder: From Assistant to Strategic Business Partner
(COMFORI) Elite Secretarial & Administrative Conference 2014
Business partner relationship definitely requires time, trust, effort and commitment from both you and your boss. Effective communication is vital on an on-going basis in order to ensure both sides are clear on each other’s’ expectations and boundaries. Do you have what it takes to be the strategic business partner to your boss? In this session you will be able to widen your perspective and learn on:
· Understanding your boss’ expectations and identify the characteristics of effective business partnership.
· Revealing the strategies for you to achieve the 3Ps in Empowerment at workplace - Permission to take on responsibility, Power to make decision and Protection for the decisions made.
· The successful approaches in creating the WOW Factors by anticipating the needs that keep a long lasting impression to everybody.
Strategy Focused Planning System Beyond Traditional BudgetingKenny Ong
ABF Financial Controllers Conference
Strategy Foc used Planning System beyond Traditional Budgeting
• What is strategy
• What is a strategic plan
• How to convert a strategic concept into an actionable plan with a realistic budget
• Overview of the mechanism for developing a strategic budget
Improving your business operations by meeting your company’s objective, missi...Kenny Ong
Marcus Evans Business Process Improvement & Transformation Conference
KL, March 2012
Improving your business operations by meeting your company’s objective, mission and current business landscape
• Re-energising your company’s mission by developing a strategic improvement plan that aligns with its objective
• Establishing business imperative, defining vision and targets, realising the targets and fine-tuning your upcoming business transformation needs
• Measuring the effectiveness of your business processes to see how you can improve your margins
(CLARIDEN) Managing Your Professional Development: Effective Strategies for C...Kenny Ong
CLARIDEN GLOBAL - Executive Secretary and
Personal Assistant (ES/PA) Conference 2015
Managing Your Professional Development: Effective Strategies for Career Progression and Skills every PA Should Acquire
• Feedback process - useful models
• Ongoing personal and professional development - Identifying where you are
vs where you want to be
• Understanding and harnessing technology and new media
• Skills every PA should acquire
• Strategies for effective business networking
Today's marketing is about connecting with the customers, creating innovative relationships and providing unique experience locally and globally. Methods are numerous; the most innovative and customer &culture sensitive companies win the customers, i.e. the business.
How SDL make omni channel marketing a reality and deliver a better customer e...Roger Luxton
Presentation given at the Technology for Marketing and Advertising show in London on 27th February 2013. The presentation discusses Omni-Channel and Customer Experience for Marketers. It references Specialty Fashion Group and how they have delivered award winning marketing for their customers using the SDL Campaign Management and Analytics platform.
The Discipline of Market Leaders: A Strategy for Reaching the TopTim Hamilton
No company can succeed today by trying to be all things to all people. We must instead find an uncommon value to deliver to a chosen market. Keys to success include customer intimacy, product innovation, and operational excellence. Discover how Pixar, IBM, Ikea, and other top brands measure up in each of these components.
This is an interesting 5-M Model to evaluate whether a new business idea hold the potential to become a sustainable business. It also shows the process and stages of angel investments.
Watch the webinar: http://bit.ly/KrDWZn
Emcien’s 3-part webinar series featured executives from NCR Corporation and explored the effects of product variety on companies. The discussion began by defining the current state of the industry and how product variety is impacting organizations. We then discussed how companies can diagnose and repair the underlying causes and maintain a highly profitable product portfolio. Lastly, we wrapped up with the critical concepts around empowering sales for dramatic improvements in sales efficiency and revenue.
C-Suite Chemistry: Building a Powerful CEO-CFO Partnership to Navigate Today’...Kenny Ong
C-SUITE CHEMISTRY
Building a Powerful CEO-CFO Partnership to Navigate Today’s Business Environment
• Discussing key expectations of CEOs from their CFOs to survive headwinds
• Propelling your business through times of transition into a period of stable growth and opportunity
• Preparing for enterprise-wide transformation in today dynamic environment
Storytelling and Brand Integrity:
Infusing Emotional Resonance into Brand Identity for Optimal Engagement
• Exploring the advantages of emotional resonance in marketing campaigns
• Instilling integrity in your brand identity
• Importance of strategic storytelling into your brand campaigns
• To comment on the marketing strategies of word-of-mouth and subliminal marketing campaigns
Reversing the Great Resignation:
Reimagining Workforce Dynamics to Increase Stability and Functionality
• Ways to adapt, combat and overcome the biggest professional departure of
recent times
• Predicting attrition rates through cross-industry analysis of employee data • Prioritising stability and structural organisational efficiency through
adaptable workforce models
• Motivating employees through engagement, autonomy and personalisation
Balancing Human and Digital Resources for HR Digital TransformationKenny Ong
Marcus Evans: GLOBAL HR EXCELLENCE
Balancing Human and Digital Resources for HR Digital Transformation • Triggering innovation in a data-oriented organisational structure
• Activating the right kind of capabilities to aid digital transformation
• Augmenting adoption rates for you digital resources to facilitate a
seamless transition
Radiodays Asia 2022
Keynote: Sound of the Future
What is the Future of Sound? Preparing for the future, we will need to consider the role audio and sound plays in immersive experiences and spaces, and how audio and sound will evolve to play in the complex world of the media universe. As we move from Radio 1.0 to Audio 4.0, we need to think more strategically about audio and sound, and how they can offer consistent, recognizable sonic experiences that surprise and delight audiences, no matter when, where, or how they’re heard. Now more than ever, we need to approach sound from a design perspective, giving as much attention to the development of sonic identities. Most importantly, we need to consider how current trends, fads, and technology will or will not affect us.
RADIODAYS ASIA - THE NEW RADIO, AUDIO & PODCAST CONFERENCE IN ASIA
The 3rd Radiodays Asia will be held 6-7 September 2022!
Radiodays Asia is a collaboration between Radiodays Europe, the world's largest and leading conference for radio, audio and podcast, and broadcasting partners in Asia and Australia. It will be a 2-day, 2-track event full of new ideas and progressive business trends, with additional specialised meetings on the third day.
Why Radiodays Asia?
Radiodays Asia is now the professional, international meeting point for the radio, audio and podcast industry in the Asia-Pacific. Its purpose is sharing and learning about international media trends, new technology, content development and business opportunities.
Growing challenges are facing all media, from changing media consumption and the fast transformation of the media business. At the same time there is a worldwide rise in investment and usage of audio on new platforms, opening up a new golden age of audio. Radiodays Asia is the opportunity to be connected to the future of radio and podcast and make sure your media and business can act accordingly.
Maneuvering Through A Crowded Media LandscapeKenny Ong
Malaysian Media Conference (MMC) 2022
"Maneuvering through a crowded media landscape" by Kenny Ong
A crowded media landscape
First and Foremost: Understanding Your Business Model
Media Trends and Predictions 2022 and beyond
Key themes, Risks and Opportunities
Media vs Audience
Engaging you audience for a informed digital marketing campaign in the age of...Kenny Ong
Engaging you audience for a informed digital marketing campaign in the age of social media' focusing on tracking trends with social media, discovering deeper insights by engaging not leading the consumer, understanding and identifying your target market, gamification to engage gen z and millennials,immersive tech. F
Digital Marketing - Getting Your Audience InvolvedKenny Ong
Digital Marketing Malaysia Conference
Explore the payoffs of investing in immersive technologies
Learn how your brand can be a standout with interactive storytelling
Discover how immersive campaigns could be the key formula to encouraging content-sharing
ASLI Fraud Investigation Conference 2013 - Delving into the devil’s mind Kenny Ong
ASLI - Internal Fraud Investigation & Control Conference 2013
Delving into the devil’s mind – knowing the psyche of a fraudster and a corrupt employee
• Unleashing the mechanisms of a criminal mind
• How a fraudster reacts and behaves in a constrained environment
• How to recognize a fraudster – traits and personality of a corrupt and fraud employee
Social Media: How to Engage Consumers and Build Brands
1. SOCIAL MEDIA: HOW TO
ENGAGE CONSUMERS AND
BUILD BRANDS
Case Study, Concepts, and Debatable
Ideas
Kenny Ong
Takaful IKHLAS Sdn Bhd
1
2. Business Today…
13th April 2009
•Two Domino’s employees
•YouTube
•Apology from Domino’s after
48 hours
•1 million hits
•Twitter: questions on silence
•LinkedIn: suggestions by users
in forum
2
BusinessWeek, May 4, 2009
5. TAKAFUL IKHLAS CORPORATE PROFILE
• Shareholder : MNRB Holdings Berhad (100%)
• Established Date : 18 September 2002
• Operational since : 2 July 2003
• Takaful Model : Al-Wakalah
• Business Portfolio : General and Family Takaful
• Number Products : More than 90
• Number of Participants : More than 1,800,000
• Number of Agents : More than 6,000
• Number of Staff : 490
• Regional Offices : 11
• Paid Up Capital : RM295 million
5
6. IKHLAS Customized Healthcare Solutions
Smart
Partnerships
Medical
Wellness
Advisory
Program
Board
Cost
Flexible
Management
6
7. Menu
1. Business Model and Strategy
2. Social and Consumer Psychology
3. Facebook
4. What’s Next?
Technical Details – I’ll leave it to the
Specialists in the next 2 days
7
9. “…in the past 18 months, we have heard
that profit is more important than revenue,
quality is more important that profit,
people are more important than profit,
customers are more important than our
people, big customers are more important
than small customers, and that growth is
the key to our success. No wonder our
performance is inconsistent"
CEO, Anonymous
9
10. What is the purpose of
Marketing & Branding?
Ultimate Objective of Marketing:
“Get more people, to buy more
things, more frequently, at higher
prices.”
“Retention and Loyalty are useless if
No Conversion is happening.”
Sergio Zyman
10
11. What is the purpose of
Marketing & Branding?
“Retention and Loyalty are useless if
No Conversion is happening.”
“Communication is useless if No
Conversion is happening.”
11
12. What is the Objective?
1.Comm = Relationship (something
like Dating)
2.Comm ≠ Media glitz
3.Comm ≠ ATL/BTL/BwTL/ArTL/FTL
4.Comm ≠ CSR
5.Comm = Get more people, to buy
more, more frequently, at higher
prices
12
17. The McPlaybook*
Make it easy to eat Make it easy to prepare
• 50% drive-thru • High Turnover
• Meals held in one • Tasks simple to learn
hand & repeat
Make it quick Make what customers want
• “Fast Food” • Prowls market for new
• Tests new products products
for Cooking Times • Monitored field tests
*Adapted from: Businessweek , Februrary 5th 2007
17
18. What is the Business Model?
•Google
•Tata Nano USP
Market
Profit Model
Discipline
18
19. Business Model: USP
“The Product is Not the Product”
• What is the customer really buying?
• What is the “Core Buying Purpose”?
19
20. Business Model: USP
Unique Selling Proposition (USP)
=
Targeted Customer
=
Core Buying Purpose/ Customer Value
Proposition/ Job To Be Done (JBTD)
20
22. What is the Business Model?
USP
Market
Profit Model
Discipline
22
23. Market Discipline
• Features,
"They are the most innovative"
Product
Leadership Benefits
"Constantly renewing and creative"
• Limited
"Always on the leading edge"
Range
Customer
Operational Intimacy
Excellence "Exactly what I need"
"A great deal!"
Customized products
Excellent/attractive price
Minimal acquisition cost and
• Solutions
Personalized communications
"They're very responsive"
hassle • Preferential service and
Customization
• Cost
Lowest overall cost of • Breadth &
flexibility
• Convenience
ownership Depth
Recommends what I need
• firm"
"A no-hassles TCO "I'm very loyal to them"
Convenience and speed Helps us to be a success
Reliable product and
service
23
24. Market Discipline
Product "They are the most innovative" •LV
Leadership "Constantly renewing and creative"
"Always on the leading edge"
•Air Asia Operational
•Ramly Customer
Intimacy
Excellence "Exactly what I need"
"A great deal!"
Customized products
Excellent/attractive price
Personalized communications
Minimal acquisition cost and "They're very responsive"
hassle
Preferential service and
Lowest overall cost of flexibility
ownership Recommends what I need
"A no-hassles firm" "I'm very loyal to them"
Convenience and speed Helps us to be a success
Reliable product and
service
24
25. Alignment & Consistency:
Market Disciplines
Product Leadership
(best product)
Operational Excellence Customer Intimacy
(low cost producer) (best total solution)
25
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
26. Alignment & Consistency:
Market Disciplines
Product Leadership
(best product)
Operational Excellence Customer Intimacy
(low cost producer) (best total solution)
26
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
27. Alignment & Consistency:
Market Disciplines
Product Leadership
(best product)
Operational Excellence Customer Intimacy
(low cost producer) (best total solution)
27
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
28. Alignment & Consistency:
Disciplines, Priorities, and KPIs
Operational Product Leadership Customer Intimacy
Excellence
• New, state of the • Management by
• Competitive price art products or Fact
services
• Error free, reliable • Easy to do
• Risk takers business with
• Fast (on demand)
• Meet volatile • Have it your way
• Simple
customer needs (customization)
• Responsive
• Fast concept-to- • Market segments
• Consistent counter of one
information for all
• Never satisfied - • Proactive, flexible
• Transactional obsolete own and
• Relationship and
competitors'
• 'Once and Done' consultative
products
selling
• Learning
• Cross selling
organization 28
30. Alignment & Consistency
Apple powerful Product Leadership
products, premium (best product)
pricing, limited range
Still Doing
well in HP well-balanced
Acer super lean
2009/2011 portfolio, mass
cost structure,
aggressive pricing customization
Operational Excellence Customer Intimacy
(low cost producer) (best total solution)
30
33. What is the purpose of
Marketing & Branding?
Ultimate Objective of Marketing:
“Get more people, to buy more
things, more frequently, at higher
prices.”
“Retention and Loyalty are useless if
No Conversion is happening.”
Sergio Zyman
33
35. Philosophy
Loyalty is misleading…
• Heavy Consumption ≠ Loyalty
• Loyalty ≠ Heavy Consumption
*Today’s focus is on Loyalty, not Consumption.
*To increase consumption, refer Marketing
35
36. What is the Objective?
1.Comm = Relationship (something
like Dating)
2.Comm ≠ Media glitz
3.Comm ≠ ATL/BTL/BwTL/ArTL/FTL
4.Comm ≠ CSR
5.Comm = Get more people, to buy
more, more frequently, at higher
prices
36
www.myCNI.com.my www.OOBEY.com
39. Color Psychology
Cultural Variations; white remind us of something
= marriage (western) = familiar
death (China). Purple = e.g. blue = calm
death (Brazil) Yellow = Children = Bright
sacred (Chinese) = Primary Colors e.g.
sadness (Greece) = toys, clothes and
jealousy (France) children's books
Red , Orange = Young = bold colors;
to eat quickly and older = subtle palettes.
leave
carpeting to influence
patterns of travel
39
40.
41.
42. Market Penetration Overview
• “Crossing the Chasm” Resistant to taking up new
product (prefer ‘safe’ route)
1. Need to attract the 2. The Mass market will 3. If company does not
Early Adopter (willing follow once they see innovate or has weak
to try) group first via early adopters joining retention plans,
neutral and niche customers will leave
products 42
43. Target: Decision Chain
Again: different type,
Influencer different strategy
Buyer
User
43
45. What does the Customer
want?
Product/Service Attributes Relationship Image
45
* Treacy & Wiersema, The Discipline of Market Leaders, 1995
46. What does the Customer
want?
Operational Excellence: Quality and selection in
key categories with unbeatable prices
Product/Service Attributes Relationship Image
Price Time √ Smart
Selection √ Shopper
Quality
46
* Treacy & Wiersema, The Discipline of Market Leaders, 1995
47. What does the Customer
want?
Product Leadership: Unique products and services
that push the standards
Product/Service Attributes Relationship Image
√ Time √ Best
Function √ Product
Brand
47
* Treacy & Wiersema, The Discipline of Market Leaders, 1995
48. What does the Customer
want?
Customer Intimacy: Personal service tailored to
produce results for customer and build long-term
relationships
Product/Service Attributes Relationship Image
√ √ Service Trusted
√ Brand
√ Relations
48
* Treacy & Wiersema, The Discipline of Market Leaders, 1995
49. Each Discipline Requires
Different Priorities & Resources
Organization, jobs,
skills
Culture, values,
norms Operational Product Customer
Excellence Leadership Intimacy
Information and
systems
Management
systems
49
50. Each Discipline Requires
Different Priorities & Resources
Operational Excellence
Organization, •Central authority, low level of empowerment
jobs, skills •High skills at the core of the organization
Culture, values, •Disciplined Teamwork
norms •Process, product- driven
•Conformance, 'one size fits all' mindset
Information and •Integrated, low cost transaction systems
systems •The system is the process
Management •Command and control
systems •Quality management
50
51. Each Discipline Requires
Different Priorities & Resources
Product Leadership
Organization, jobs, •Ad hoc, organic and cellular
skills •High skills abound in loose-knit structures
Culture, values, •Concept, future-driven
norms •Experimentation and 'out of the box' mindset
Information and •Person-to-person communications systems
systems •Technologies enabling cooperation
Management •Rewarding individuals' innovative capacity
systems •Risk and exposure management
•Product Life Cycle profitability
51
52. Each Discipline Requires
Different Priorities & Resources
Customer Intimacy
Organization, jobs, •Empowerment close to point of customer contact
skills •High skills in the field and front-line
Culture, values, •Customer-driven
norms •Variation and 'have it your way' mindset
Information and •Strong customer databases, linking internal and
systems external information
•Strong analytical tools
Management •Customer equity measures like life time value
systems •Satisfaction and share management
•Focus on ‘Share of Wallet’
52
54. Loyalty 2: Swing
Loyalty = Best alternative at the current
moment until I find another alternative
Solution Strategy: Base Retention
54
55. Loyalty 2: Swing
Swing Customers are “loyal” because:
• Individual Relationships
• Convenience (at that point in time)
• Tied-up
• Product Uniqueness
• Promotions
• No better alternative
• Downlines
• No known alternative
• Psychologically lazy
55
56. Sample Strategies for ‘Swing’
• Increase switching • Newsletters
costs • Personalized alerts
• Mega packages • Survey
• Community • Suggestion Box
• Reward programs • Switching Techniques
(Points) (e.g. Balance
• Membership Transfer of credit
Subscription cards)
• Email communication
56
58. Law of Human Nature # 1
The most powerful
emotion – “FEAR”
•The prospect of a loss has a greater impact on
decision making than does the prospect of an
equivalent gain – “Prospect Theory”
58
59. Law of Human Nature # 2
The greatest desire of
humans – the
“Desire to be Important"
•The interesting topic in the world – themselves
•criticism = “lose face” = defense
59
60. Law of Human Nature # 3
There is no such thing
as No Motivation
•Everyone is motivated.
•It is a matter of Positive or Negative Motivation
60
61. Law of Human Nature # 4
ALL our decisions are
emotional first, logical
second
61
62. Law of Human Nature # 4 (a)
We use ‘logic’ to defend
our emotional decisions
62
63. Law of Human Nature # 5
Attitudes drive
Behavior
•Attitudes model attitudes
•It is easier to change the attitude than behavior
•Change the attitude, change the behavior
63
64. Law of Human Nature # 6
Humans have only two
types of Thinking
•Careful or Lazy – “Dual Process Theory”
•Most people,most of the time, are in Lazy mode
•Lazy Mode Influence: Cues
•Careful Mode changes are more persistent
•Careful Mode Influence: Relevance & Comprehension
64
65. Influence Weapons
1. Comparison. When Others Are Doing It, You
Should, Too.
1. We view a behavior as correct in a given situation to the
degree we see others performing it
2. The greater number of people who find any idea correct,
the more a given individual will perceive the idea to be
correct.
3. We will use the action of others to decide proper
behavior for ourselves, especially when we view those
others to be similar to ourselves.
4. Examples: restaurants, looking in air, tv comedy,
donation plate
65
66. Influence Weapons
2. Liking. When You Like the Source, Do What Is
Requested.
1. We prefer to say yes to the requests of people we know
and like.
2. We automatically assign to good-looking individuals
favorable traits as talent, kindness, honesty, and
intelligence.
3. We like people who are similar to us. We tend to believe
praise and to like those who provide it, often when it is
probably untrue.
4. An association with either bad things or good things will
influence how people feel about us.
66
67. Influence Weapons
3. Authority. When the Source Is An Authority, You
Can Believe It.
1. Humans by nature have a sense of duty to authority.
1. We are often vulnerable even to the symbols of authority
as opposed to real authority e.g. titles, clothes, jewelry,
cars.
67
68. Influence Weapons
4. Reciprocity. When Someone Gives You
Something, You Should Give Something Back.
1. We should try to repay, in kind, what another person
has provided for us.
2. For those who owe a favor, it makes no difference
whether they like the person or not.
3. This rule becomes less powerful as time becomes
longer.
4. A person can trigger this effect even if it was an
uninvited favor.
68
69. Influence Weapons
4. Reciprocity. When Someone Gives You
Something, You Should Give Something Back.
1. There is a strong cultural pressure to return a gift,
even an unwanted one, but there is no such pressure
to purchase an unwanted commercial product.
2. A small initial favor can produce a sense of obligation
to agree to a substantially larger return favor –
Unequal Exchange
69
70. Influence Weapons
5. Commitment/Consistency. When You Take A
Stand, You Should Be Consistent.
– Salesperson: "Excuse me, but do you think that a
good education is important for your kids?"
– You: "Yes, of course."
– S: "And do you think that kids who do their homework
will get better grades."
– You: "Yes, I'm sure of that."
– S: "And reference books would help kids do better on
their homework, don't you think?"
– You: "I'd have to say yes to that."
– S: "Well, I sell reference books. May I come in and
help improve your child's educations?"
– You: "Ahhh, wait a minute . . ."
70
71. Influence Weapons
5. Commitment/Consistency. When You Take A
Stand, You Should Be Consistent.
1. Once we make a choice or take a stand
(commitment), we will encounter personal and
interpersonal pressures to behave consistently with
that commitment (consistency).
2. The more effort that goes into a commitment, the
greater is its ability to influence the attitudes of the
person who made it.
3. The commitments most effective in changing a
person’s self-image and future behavior are those
that are active, public, and effortful.
71
72. Influence Weapons
5. Commitment/Consistency. When You Take A
Stand, You Should Be Consistent.
1. A person will create his/her own new reasons to
support and justify their choice even when the
original reasons are taken away.
2. Involvement and Buy-in
3. E.g. Advertisement (Promotion) – Out of Stock
72
73. Influence Weapons
6. Scarcity. When It Is Rare, It Is Good
1. Opportunities seem more valuable to us when they
are less available.
2. People seem to be more motivated by the thought of
losing something than by the thought of gaining
something of equal value.
3. The more we are denied the freedom to have
something, we more we want it – Psychological
Reactance Theory by Dr. Jack Brehm.
4. We will find a piece of information more persuasive if
we think we can’t get it elsewhere – Power of Secrets
73
74. Influence Weapons
6. Scarcity. When It Is Rare, It Is Good
1. Things that can be scare: time, money, opportunity,
physical
7. Self perception. We learn about ourselves by
observing our own behavior.
1. If we observe ourselves doing some thing then we
reason that we must like the thing.
74
77. The Unfortunate World of Social Media
#1: By the time you master the
technology, it’s already irrelevant
77
78. The Unfortunate World of Social Media
#2: By the time your Social Media
strategy is approved, it’s already
irrelevant
78
79.
80. The Right Tools for the Job
Personal
(exp)
Quality/Intensity of
Communication
Personal
(info)
Mass Traditional, In-
home, Out-Of-Home
Impersonal Mass Unconventional
(info)
Mass Online
Individual Mass
Reach of Communication
80
81. The Right Tools for the Job
Personal
(exp)
Quality/Intensity of
Communication
Mass Targeted
Conventional
Personal
Mass Targeted Online
(info)
E.g. Annual Reports,
Analyst Briefings, IR
Roadshows, IR Website
Impersonal
(info)
Individual Mass
Reach of Communication
81
82. The Right Tools for the Job
Personal Contests
(exp) One-on-One
Quality/Intensity of
Communication
Personal Individual Targeted
Conventional
(info)
Individual Targeted
Online
Impersonal
(info)
Individual Mass
Reach of Communication
82
83. The Right Tools for the Job
Personal
(exp)
Quality/Intensity of
Communication
Personal
(info)
Impersonal
(info)
Individual Mass
Reach of Communication
83
84. Things to note about Social Media
• Social Media is not a Sales Weapon
• Social Media is not a Media Weapon
• Social Media is not an evolution of Direct
Marketing
• There is no Silver Bullet
84
99. Facebook: Simple Starts
• Keep Your Updates Short
– Blame it on Twitter
– Sweet Spot: 100 characters
• Let a photo do the talking
– Photo Album - 180%
– Photo - 120% More
engagement
– Video - 100%
99
101. • Don’t Use URL Shorteners (e.g. bit.ly)
– URLs are not counted in the 100-140 character rule
– A shortened URL does not indicate what type of
website you’re taking them to
– use a brand-specific URL shortener e.g. Victoria
Secret: http://i.victoria.com/wSl
101
102. Simple Starts
• Time your Posts
– optimal time to post is between 1:00 pm and 3:00 pm
– Links posted between 1 and 4 pm get the highest
click-through rates
– Links posted before 8:00 am and after 8:00 pm are
less likely to get shared.
– Engagement rates are 18% higher on Thursday and
Friday
– Engagement rates fall 3.5% below average for posts
Monday through Wednesday
– Saturday and Sunday posts get the most likes
Stats from bit.ly and Hubspot
102
103. Simple Starts
• Use the Right Words for Higher Engagement
– “post,” “comment,” “take,” “submit,” “like” or “tell us”
are the most effective
– “winner,” “win,” “winning” and “events” will make fans
excited
– contest,” “promotion,” “sweepstakes” and “coupon”
will turn them off.
103
104. Simple Starts
• Ask Questions
– “Where,” “when” and “should” –> highest engagement
– “would” –> most likes
– “why” -> lowest engagement, lowest likes
– Yes/no: most responses; just seconds to answer.
– Feedback
– Emotional/provocative
– Fun and fast: "Quick: ‘Batman' or 'Avengers'?"
104
105. Simple Starts
• Video Teasers
– Short -> one to three minutes at most
– Ask a question.
– Offer a quick tip
– Upcoming event
– Share a funny story
105
114. Edge Rank
• "Edgerank" algorithm - decides what
content appears in News Feeds
• On average, only 16% of company brand
page posts are actually seen by its fans
114
115. Edge Rank Algorithm: How it Works
• The closeness of the user to the brand -- or
person,
• The more your audience interacts with you, the higher
their affinity score for you will be.
• The weight of the content.
• Ranks Comments and Sharing higher than "likes"
because they require more action on the user's part.
• The time decay factor.
• Measures the age of your content. If it's older than
other content, it doesn't get as high a score.
115
116. Edge Rank Algorithm: How To
1. The more engagement the better:
– Instruction or call-to-action
– ask fans to share or "like" the content.
– pose questions to spur comments
2. 'Heavy-lifting' interactions help a lot:
– Drive fans to upload pictures, videos and engage in
lengthy discussions
– Video and photo contests can spark more interaction,
as can simple calls for content.
116
117. Edge Rank Algorithm: How To
3. Consistency is imperative:
– Post content that drives the audience to react on a
daily basis -- maybe even several times each day.
–
4. Content is king:
– Write and publish great content.
– Content so good fans have to share it
117
133. Case Study: Placecast & Geo-Fencing
• Geo-fencing —
the act of
drawing an
invisible
boundary
around a given
location and
serving an opt-
in SMS
message when
users enter
boundary
133
134. Case Study: O2, Starbucks, L’Oreal
• Six-month trial
• Placecast’s geo-
fencing
technology
• 1,500 areas
offering deals.
• Opt-in
• Gender, age and
general interests.
• Receive Special
deals
134
135. Case Study: McDonald’s, Facebook
• Starting June
2010
• Check in while
featuring one of
the products,
such as a Big
Mac, in their
activity feed
• Geo-couponing
135
136. Case Study: Google, iPhone, Android
• Location-aware mobile
display ads
• Incorporate maps for
click-to-call
• Ad-unit: expands into a
full ad that includes a
map overlay with the
business pinned on a
Google Map
• Calls-to-action: “get
directions” and “click-to-
call.”
136
137. Gamification
SPARX
Developer: University of Auckland
http://www.springwise.com/health_wellbeing/virtual-roleplaying-game-helps-teenagers-deal-depression/
137
145. Which Company?
American Customer Satisfaction Index (ACSI)
• 64 out of100-point scale: lower than IRS (Tax)
• 2nd last among 30 companies surveyed
• Lowest 5% among 223 companies surveyed
• Bottom 5% of all measured private sector
companies
• 500 million customers
2010 American Customer Satisfaction Index
(ACSI) E-Business Report
145
146. Which Company?
American Customer Satisfaction Index (ACSI)
• 64 out of100-point scale: lower than IRS (Tax)
• 2nd last among 30 companies surveyed
• Lowest 5% among 223 companies surveyed
• Bottom 5% of all measured private sector
companies
• 500 million customers
2010 American Customer Satisfaction Index
(ACSI) E-Business Report
146
148. What is the purpose of
Marketing & Branding?
Ultimate Objective of Marketing:
“Get more people, to buy more
things, more frequently, at higher
prices.”
Sergio Zyman
148