This article is about whether Prospective, which is spread over a long-term span, could crossfertilise others fields and specifically Marketing. Marketeers who fail to master all the subtleties related to the understanding of future trends could well be inspired by the art of‘ Prospective’ when it comes to improving their understanding of their clients.‘Prospective’puts its finger on “what could occur?”, hinges upon strategy and is not inconsistent with Strategic Marketing, since the latter is about answering the following questions: “what can I do about it ?, what I am going to do ?, and how to do it ?”

1. PERSPECTIVE FOR A CUSTOMER
PROSPECTIVE
Denis Failly
This article is about whether Prospective, which is spread over a long-term span, could cross-
fertilise others fields and specifically Marketing. Marketeers who fail to master all the
subtleties related to the understanding of future trends could well be inspired by the art of
‘Prospective’ when it comes to improving their understanding of their clients.‘Prospective’
puts its finger on “what could occur?”, hinges upon strategy and is not inconsistent with
Strategic Marketing, since the latter is about answering the following questions: “what can I
do about it?, what I am going to do? , and how to do it?” (Michel Godet). To put in the words
of Pierre F. Gonod, ‘Prospective’ is systemic, multi-dimensional and transverse. Besides, it
has nothing to do with futurology and any comparison of ‘Prospective’ to any form of
futuristic planning would be pointless. ‘Prospective’ is not about making up sales forecasts
statistically; it is about eliciting a number of potential trends that we could subsequently use
in order to build scenarios through the allocation of a probability. This practice is similar to
predictive analysis in datamining, whereby one will resort to experience in order to perform
patterns modelling (through the use of Neural networks, Kohonen cards, etc.). From a
methodology viewpoint, one can find huge similarities between that definition of
‘Prospective’ and that of Market Surveys whereby areas of customer knowledge can be
uncovered as we go along.
Prospective & Marketing
As an “Intellectual indiscipline [1] ”, the aim of ‘prospective’ [2] is to
“anticipate action, to look far into the future, wide and deep” (Gaston Berger
[3] ). The approach for the prospective researcher is to cast a light on
possible actions by focusing on the possible and desirable futures.
This article is about whether Prospective, which is spread over a long-term span, could cross-
fertilise others fields and specifically Marketing. Marketeers who fail to master all the
subtleties related to the understanding of future trends could well be inspired by the art of
‘Prospective’ when it comes to improving their understanding of their clients.‘Prospective’
puts its finger on “what could occur?”, hinges upon strategy and is not inconsistent with
Strategic Marketing, since the latter is about answering the following questions: “what can I
do about it?, what I am going to do? , and how to do it?” (Michel Godet). To put in the words
of Pierre F. Gonod, ‘Prospective’ is systemic, multi-dimensional and transverse. Besides, it
has nothing to do with futurology and any comparison of ‘Prospective’ to any form of
futuristic planning would be pointless. ‘Prospective’ is not about making up sales forecasts
statistically; it is about eliciting a number of potential trends that we could subsequently use
in order to build scenarios through the allocation of a probability. This practice is similar to

2. predictive analysis in datamining, whereby one will resort to experience in order to perform
patterns modelling (through the use of Neural networks, Kohonen cards, etc.). From a
methodology viewpoint, one can find huge similarities between that definition of
‘Prospective’ and that of Market Surveys whereby areas of customer knowledge can be
uncovered as we go along.
The Seemingly Diverging Aims of Marketing and
‘Prospective’
The available prospective cases (few of them can unfortunately be
disclosed for confidentiality reasons) are often focused on the same industries:
manufacturing, energy, defence, territories, transport or technology. Such Prospective
surveys are often ordered by all-powerful public service administrations, quasi monopolies
and other quangos for which the notion of client often verges on the abstract. Furthermore,
some of these studies may be initiated by politicians who use them like means of
relaunching their pet-projects when the latter have been ditched for too long against their
wishes. Consequently, such studies consider customers just as economic agents (i.e. a mere
statistical adjustment factor) that is to say mere consumers in the economic sense of the
term but non-marketing entities. As a consequence, these studies where customers are
seldom analysed as complex, ever-changing, fluctuating and self-motivated beings, often
remain restrictive in their description of reality. It seems inconsistent that customers be
treated as these marketing non-entities with no influence on and no link to their
environment, whereas in the real world of Marketing, services are ubiquitous, customer
behaviours are more and more unpredictable, not to talk about the extreme volatility of
customer loyalty.
As a conclusion, in this ever-changing service-focused world, it seems absurd that customers
be considered marginal (i.e. having little influence and very dependent on other economic
players), with little grasp on the world around them. As a matter of fact, don’t data-intensive
businesses consider the share-of-wallet as a more meaningful measure than the traditional
market-share ratio? When considering online services, consumers also become producers or
even self-producers (hence the coining of the term pro-sumer to depict that situation) of
more and more dematerialised goods; all of this makes them capable of initiating market
changes by themselves (e.g. the P2P revolution and its influence on the music industry [4] )
Complexity As A Common Denominator
If it’s so difficult to allocate a better value to customers in Prospective, this is
because of the constant factor of complexity. As expressed in my former article “ A
Metaphorical Way Of Understanding Customer Relationship [5] ", where I was using the
Chaos and Quantum mechanics metaphor, the amazing complexity and elusiveness of
today’s Consumers cannot be captured with standard market research and data analysis (aka

3. CRM) tools at our disposal. Determinism and rationalism are at the heart of such tools,
which prove highly ineffectual.
As a consequence, a few questions arise:
 Do we need complex tools to tackle such complex issues or are simple tools that can
be used by anybody sufficient, however sketchy they may be ?
 Should such methods and tools remain in the only hands of experts or should one try
and make them usable by all those concerned with the subject ?
 At last, given that Prospective does not seem to be able to handle these customers,
should we deem such a customer Prospective infeasible or even undesirable ?
In fact, in order to move the ball forward, a link between the two disciplines would have to
be established:
On the one hand, Marketeers could work with prospective professionals in order to enhance
their culture of service processes,
On the other hand, those in charge of Prospective could help Marketeers enhance their
vision in order to incorporate more variables (economic, demographic, etc.) and provide
them with different ways of analysing markets (therefore looking at key hidden variables or
latent players or even budding fads that could help Marketeers catch a glimpse of future
trends).
The Strategy Factor
Michel Godet has provided ways of describing behaviours
(reproduced below) when it comes to handling future situations. We
could use this description in order to compare both the Prospective
and Marketing approaches with one another and see what sort of incremental benefit could
be gained from such comparison. With all due consideration, one could even attempt to look
at what Marketing could gain from adopting some of the approaches of Prospective.
First, let us compare the each of these fields as to their time and space dimensions:
 Prospective is geared towards the long term (10, 15, 20 years and more), the global
vision. With prospective, what matters most is not the result but how one got there
in the first place. With Prospective, besides, maps know no boundaries,
 Marketing Management is mostly short-term orientated (either very short term or up
to 5 years at the most, depending on how far into strategy we are looking). At the
end of the day, Marketing management efficiency is measured by bottom-line
results.

4. Potential Behaviours When Handling Future Situations
 Passivity : no planned scenarios, mostly tactics but no strategy, aim is to maintain
status quo and avoid looking reality in the face,
 Re-activity : no planned scenarios, adaptive strategy, respond only when external
threats are perceived,
 Pre-activity : exploratory scenarios, pre-emptive strategy, prepare business for
expected changes,
 Pro-activity : scenarios by anticipation, implement changes.
The 360° View
In order to improve our approach of customer understanding, we need to
go one step further and bring a third essential ingredient: Sociology.
Sociologists are best defined as those specialists who decipher social events and
mechanisms whereby relationships are built between people and groups of people
(community, ‘tribe’, etc.). As such, they are obligatory players in our eyes, when it comes to
analysing the elusive social characters that consumers have become (or even citizens for that
matter). Individuals do influence markets through the social groups that they belong to
(sometimes named ‘tribes’) as much as they are influenced by them (‘feed-back’ effect). As a
matter of fact, in the 1970’s, a group of professionals dedicated to ‘social prospective’ had a
goal of enhancing Prospective and promote it as part of ‘knowledge sociology’ (P. Gonod).
But such skills as are necessary to conduct such a task are rarely to be found in one
individual, if one except a few strategic planners, often found in advertising agencies.
Pending the availability of such sophisticated profiles, a 360° view could well be provided by
a better cooperation between two kinds of players :
 Marketeers who are rather customer-focused (i.e. on behaviour analysis at a micro-
economic level),
 And specialists in Prospective who are more into vision (at a macro-economic level),
into the interactions between various economic players and into exploring possible
perspectives (“what could occur”, which possible scenarios, likely, desirable? etc.)
At the end of the day, such cross-fertilisation of disciplines, processes, structures, people
and professionals would be aimed at encompassing complexity and this is most certainly
bound to bring interesting results.
Denis FAILLY

5. [1] Pierre Massé: Optimal Investment Decisions; Rules for Action and Criteria for Choice
Prentice-Hall, 1962. “The author, who was Associate Director General of Electricite de France
when this book was published, is a distinguished member of a species of brilliant
mathematician-engineer-economists that began with Jules Dupuit and continues with
Maurice Allais and Gerard Debreu. [see Ekelund and Heber's Secret Origins of Modern
Microeconomics for more information and an argument that the vast influence of this group
on modern economics has been virtually ignored.] The focus is on dealing with uncertainty
when making investment decisions. Real world applications include investing in and
managing hydroelectric power plants, oil fields and electric power generally.
[2] Our subject here is about that discipline named ‘prospective’ by the eponimous French
school, initiated by Gaston Berger & Bertrand de Jouvenel, and Futuribles Review) mainly led
today by Michel Godet, a teacher in Prospective (CNAM standing for National Conservatory
of Arts and Industries) and Director of the LIPSOR Research Lab (Laboratory of Investigation
in Prospective, Strategy and Organization).
[3] “Looking at the future disturbs the present" - Gaston Berger, French futurist, c.1964.
Gaston Berger is Maurice Béjart’s father. Cp. Shaping the future; Gaston Berger and the
concept of Prospective by André Cournand Publisher: Gordon and Breach Science Publishers;
(1973).
[4] For information regarding the Peer to Peer phenomenon, please refer to Jerome
Delacroix’s articles on http://visionarymarketing.com.
[5] This article was published by Denis Failly in French under the following title : « de l’usage
de la métaphore pour penser la connaissance client ». It can be accessed directly from the
Internet at this URL: http://visionarymarketing.com/articles/htoh.htm (French article).