Do your marketing differently. Thanks to Barry Ardley from the University of Lincoln for this presentation at the Fill the Gap Marketing Academy, March 2014.

1. Fill the gap marketing academy
Can Marketing Be Entrepreneurial?
Dr. Barry Ardley
Lincoln Business School

2. The end of the four Ps?
• Prescriptive…..?
• Polemical….?
• Permanent….?
• Problematic….?

3. WHY THE NEED TO THINK
DIFFERENTLY?
• Marketing is context dependent, but the context
is always changing
• Markets are shifting, overlapping and fragmenting
• Technology is omnipresent and pervasive
• distribution is being reconfigured and reshaped
• Customers are ever more demanding
• It’s a global knowledge economy
• Law like generalisations no longer apply in an era
of change, complexity, and contradiction
•
I think this means no sitting back..

4. The Red Queen's race

5. Welcome to
The four Cs…
• From products to
• co created solutions
• From promotion to
• community communication
• From price to
• customisable
• From place to
• choice

6. THE FOUR Cs
• Co-creation
• Community
• Customisation
• Choice

7. • Fight the Price!
• We’re going to launch into Spring with
some serious action. Everyone has sales,
but how often do we let our community
dictate some of the terms? This time,
we’re letting the fans decide the price
of a beloved Gameloft title for iPhone,
iPod touch and iPad!

8. A DEFINITION OF
ENTREPRENEURSHIP
• Entrepreneurship has been defined as the
process of creating value by putting
together a unique set of resources to
exploit an opportunity

9. ‘Entrepreneurship’ then, is a
process of innovation and
change: so these
ideas then get applied in a
marketing context…..
and what does this mean?
It means MARKETING BECOMES……
“A world of re-everything”

10. A FRAMEWORK FOR
ENTREPRENEURIAL MARKETERS
• Opportunity driven
• Proactiveness
• Innovation focussed
• Customer intensity
• Risk management
• Resource leveraging
• New Value creation

11. Creating new value…

12. Experiential innovation
Playground
accident
Kiss it better
distraction
Mobile platform
Licenced entertainment
‘Many of our clients are finding their traditional product innovation pipelines are drying
up, and they are looking more and more at experiential innovation within marketing as a
means to drive brands forward’
account planning group
Wound care or entertainment?

13. Experiential innovation
Point the phone at the bandage and…..

14. Opportunity driven Continuous recognition and
pursuit of opportunity
Proactiveness An action orientation
Innovation focussed Promoting new and
different solutions
Customer intensity Promote passion for the
customer the role of
emotional, experiential and
rational links
Value creation Seeking out novel sources
of value throughout the firm
Risk management Comfortable with ambiguity
and random variance
Resource leveraging Resourceful in doing more
with less

15. DRIVEN BY OPPORTUNITY
& the other EM dimensions..
From this…….. to this…..

16. Resource leveraging
• Is exploiting an opportunity limited to your
current resources?
• Resource leveraging: an answer
• ‘We make use of alternative outside
resources such as getting a loan or renting
out rooms by bartering in return for an
advertisement’

17. • Merely being customer oriented is not
enough…constant innovation (is) necessary to
deliver better value to customers….. F.
Webster
• The benefits of solely having a customer orientation are short term
• Alone, it cannot provide insight into the long term importance of radical
innovation
• So radical andor incremental innovation?
Strategic INNOVATION & Entrepreneurial
marketing

18. • You can’t ask customers what they want
and then try to give that to them. By
the time you get it built, they’ll want
something new. – Steve Jobs
TO SERVE OR CREATE?
(or a combination of both…)

19. Disney creates the fantasy that
creates the customer
• Product innovation has the potential
to engage peoples minds and
imaginations

20. THE ICON GRID
4 strategic innovation modes
Follower
B
focus on the items
customers want
Interact
D
Customers co produce
Isolate
A
Firm becomes the focus of
its own attention
Shaper
C
Product becomes essential in
defining the market
HIGH
Customer
focus
low
low Innovation focus high

21. Shaping…
• As printing solutions develop, how will
3D printing impact on the printing
industry?
• And elsewhere?

22. FOLLOW
• “In designing the actual product the research
allowed management to focus on the items
customers wanted and we avoided focusing
on things important to management but not
important to the customer”

23. INTERACT
"We believe that marketing will
be much more participatory in
the next few years and we want
to be at the leading edge of that,"
Babs Rangaiah, Unilever's vice president , global
communications planning. (April warc news)
Customers are now active
participants and co-creators of
value. The role of marketing is to
facilitate customer participation and
provide them with value co-creation
opportunities

24. Creative consumers

25. innovation is not always about technology and
the better mouse trap
• Tap into latent demands for a set of beliefs
• Ben and Jerry's: sustainability
• Innocent: health issues as a cultural assertion
• Starbucks and a new type of service
encounter

26. Cool businesses are built on
unique models
• Three common questions asked in
companies
• What is our business model?
• Is our business model working?
• And…the Innovation question..
• Is it time to revise or replace
our business model?

27. The IBM Business Model
• After problems in the nineties, shifted
its focus from hardware to service
provider
• It launched a range of new activities in
consulting and IT maintenance
• Now more than half of its revenues
comes from these areas

28. SIX KEY QUESTIONS the
model addresses
• How will the firm create value?
• For whom will the firm create value?
• What is the firms internal source of
advantage?
• How will the firm differentiate itself?
• How will the firm make money?
• What are the organisations time, size and
scope ambitions?

29. THE THREE LEVELS OF
THE MODEL
• Foundation level: what is being sold -
to whom, where etc.
• Proprietary level: create unique
combinations being innovative
• Rules level: clear guidelines for
implementation

31. Foundation
proprietary Rules
1 value - Selling a wide range of
cheese - stock mainly in breath
Source and sell in shop and on
website, some of the most expensive
quality cheeses in the world
Determine price of lowest cost
cheese in line with product image
2 for who? - B2c market
And B2B
Small businesses events marketing,
and cheese lovers
Cheese connoisseurs mainly -
(discerning buyers) Add Trade section
to website
3 Internal
Selling sourcing
Networking
Network to find rare exclusive
cheeses focus on customers facing
employees
Identify new different suppliers
Improve relations with journalists and
media – send out free taster packs
Highly knowledgeable customer
focussed staff
Rigorous quality control
4 comp strategy
Product service quality
Customer relationships
Add an “expert” to website with
frequently asked questions about
cheese (like assistant in Microsoft)
Add a downloadable video clip to
web showing how cheese is made
from cow to cheeseboard
Add more seasonal packs to the
website i.e.
oWorld Cup
oWimbledon
oFathers Day
oPicnic in the Park Packs
oOutdoor Concert Cheese
boards
oExtraordinary service
levels
Achieve a new sales level for new
high end products
5 economic factors Low fixed costs,
medium variable costs, - medium
volumes, medium to high magins
Cheeses priced from mid market to
upper price levels in line with quality
image
Maintain margins at X % of high and
medium price cheeses
6. sizescope
growth model
Emphasis on growth opportunities Focus on opportunity identification
with a view to expansion

32. Other innovations - (inspired by the
model)
• Add freebies in boxes distributed by non
competitors in exchange for literature drops
in their mailings
• Match cheeses for after dinner to types of
drinks
• Establish a hotel chocolat link; chocolate and
cheese matching
• Vegetarian options
• Adjacent cafe

33. ENTREPRENEURIAL MARKETING
Its developing new creative ideas and putting them into
practice across the firm – its ongoing, not a `one off’ process
New markets
New customer value
New goods
New services and processes

34. The Internet of Things: what will it mean to marketers?
Imagine if your fridge could order your
favourite food online, the temperature of
your outfit can adjust to weather
conditions and your smart contact lenses
presented instant LinkedIn data before
your next networking event.
It may sound like science fiction but
analysts predict that a future world of
connected smart devices could offer huge
opportunities along with challenges for
marketers.
So what is The Internet of Things? And
how will it transform the lives of
consumers and how you market to them?

35. Key References
• Schindenhutte M et al Rethinking marketing the entrepreneurial imperative
• Godin S Purple Cow
• Brownlie D , Saren, M The Four Ps of the Marketing Concept: Prescriptive,
Polemical, Permanent and Problematical", European Journal of Marketing, 26 (4)
• http://www.themarketer.co.uk/analysis/features/the-internet-of-
things/?utm_source=%20PJUAO6F&utm_medium=email&utm_term=The%20Inte
rnet%20of%20Things:%20what%20will%20it%20mean%20to%20marketers?&ut
m_campaign=
• http://allaboutstevejobs.com/sayings/stevejobsinterviews/inc89.php
• Band Aid - http://www.warc.com/Content/ContentViewer.aspx?ID=84075c28-
c5ad-48ac-a713-
9d99084d0f65&utm_source=TopicUpdate&utm_medium=email&utm_campaign=T
opicUpdate20140306&MasterContentRef=84075c28-c5ad-48ac-a713-
9d99084d0f65
• Webster F :The changing role of marketing in the corporation. Journal of
Marketing. Vol. 56 (4), AKIO MORITA
http://www.marsdd.com/articles/customer-needs-kotler-on-marketing/
• http://davidmerzel.wordpress.com/2011/06/18/the-4-ps-marketing-are-dead-
via-davidmerzels-blog/

36. References (contd)
• Ardley, B and Taylor, N Marketing in SMEs: assessing the contribution of a
business school to the development of competent managers. In: Academy of
Marketing Annual Conference Southampton University.
• A study of Turkish boutique hotels Kurgun, Bagirian, D. Ozeren, E. Maral, B.
• European journal of social sciences 2 (3)
• Sloan management review 53(3)
• http://www.mark1hire.co.uk/
• Morris, M. et al Journal of business research 58 (6) .
• Holt D and Cameron D Cultural Strategy
•
• THANK YOU for being here and
Listening!
• ANY Questions?