This document discusses rethinking marketing from a perspective of cultivating customer relationships over building brands. It suggests that companies can interact with and understand customers better through technologies like data warehousing. The key ideas are shifting from product-focused to customer-focused marketing, transforming marketing departments into customer departments, and focusing on customer profitability rather than product profitability. Specific companies that take this approach, like IBM and Tesco, are highlighted. The document also outlines proposed changes to organizational structure and roles to implement a customer-centric approach.
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Apple INC.: Managing a Global Supply ChainAyesha Majid
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A marketing Case Study of Natureview Farm, an organic yogurt manufacturer. This analysis was performed by E. Santhosh Kumar, IIT Madras, during an internship with Prof. Sameer Mathur, IIM Lucknow.
Clique Pens - Case Study Solution by Kamal Allazov (Essay type)Kamal Allazov (MSc.)
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W a y n e X - N e o b a n k i n g
- T h e E x p a n s i o n
F i n E Q
P r e s e n t s
A. Phase I Analysis B. Phase II Analysis C. Go-To-Market
W e a r e h e r e
To-be
TOM
Evolved
Ecosystem
Customer
Strategies
Financial
Projections
Inroads to
the Future
Synergies
Derived
Executive
Summary
Target
Evaluation
Contents
01 EXECUTIVE SUMMARY
INROADS TO THE FUTURE 02
03 TARGET OPERATING MODEL
CUSTOMER STRATEGIES 04
05 ACQ. TARGET EVALUATION
SYNERGIES DERIVED 06
07 EVOLVED ECOSYSTEM
FINANCIAL PROJECTIONS 08
W a y n e X
T r u s t w o r t h y B a n k i n g
To-be
TOM
Evolved
Ecosystem
Customer
Strategies
Financial
Projections
Inroads to
the Future
Synergies
Derived
Executive
Summary
Target
Evaluation
Supporting Annexure Slide
Executive Summary
Roadmap to Neo-Banking
Envisioned a 3-year action plan for
WayneX to successfully enter the market
and launch new products
Target operating model
Arrived at the to-be organizational
structure considering emerging focus
areas, TOM approach & design principles
Focused customer strategy
In-depth consumer profiling to understand
needs; customized acquisition, engagement,
retention for sustained customer value
Formulating dEpth framework
Synthesized a multi-dimensional framework
taking into account all M&A parameters,
weighted by their importance & effect
Assessment of targets
Evaluated all five targets across the
dEpth parameters & narrowed down on
preferred target objectively
Deal valuation & execution
Used multiple valuation techniques to
compute the fair value of targets &
substantiate the investment decision
Leveraging the synergies
Identified the potential synergies &
established the success pillars of
the entire execution process
Building the ecosystem
Evolution of the WayneX ecosystem to include full suite of services, fulfilling company objective & turning profitable
WayneX can inorganically expand into Neo-banking through the acquisition of NeoKhata & establish itself as an all-in-one E-commerce plus fintech player
Following is a brief overview for setting up the WayneX Neobanking business in India:
WayneX Key Objectives: Top line growth Strategic Acquisition Technological Capability Socio-Economic Growth Path to profitability
To-be
TOM
Evolved
Ecosystem
Customer
Strategies
Financial
Projections
Inroads to
the Future
Synergies
Derived
Executive
Summary
Target
Evaluation
Acquisition of target, Integration of
services & Launch
Penetrate the market; acquire
capabilities, customers, technology
Sustain customer value; Innovate,
Grow & Expand
Acquisition
of NeoKhata
Development
of integrated
offering
Marketing
push &
launch
Realize synergies from
acquisition & form a vision
for neo-banking
Combine NeoKhata value
proposition into the WayneX
ecosystem to enhance value
Onboard NeoKhata customers
to WayneX & push adoption
among existing user base
Actively engage with customer groups to build a long-lasting relationship
Invest resources to build tech superiority relative to in
1. Rethinking Marketing
Cultivating Relationships
Ahead of Building Brands
Presented By : Bijoy E.V (bijoyev@yahoo.com)
Venue: IBS-B
Date: 2011 (Dec 18 – Dec 21)
Ref: Roland T. Rust, - Christine Moorman, and Gaurav Bhalla
2. Idea in Brief
Most of the companies are still depend on mass media
marketing to drive impersonal transactions
As an alternative
Companies can interact with customers with the help
of Powerful technologies like D/W for understanding
and interacting with customers
Which can help to radically reorganize in
“Cultivating Relationships” ahead of building
brands.
.
3. Basic Changes in Views
Shift from pushing individual products to building long-term
customer relationships.
• Marketing Department to “Customer Department”
• Replaces the CMO to Customer Officer
• Brand Managers to Customer managers
• Shift the firm’s focus
Product Profitability to Customer profitability
5. Idea in Action ( Cont..)
Key distinctions
Traditional and a Designed to serve
customer- customers and customer
cultivating company V/S segments
Communication is two-way and
organized to push individualized, or at least tightly
products and brands targeted at thinly sliced segment
6. Cultivating Customers
• IBM – Energy efficiency or server consolidation, and
coordinates its marketing efforts across products
for a particular customer
• IBM’s insurance practice - IBM’s Insurance Process
Acceleration enables customer and industry specialists to
build fast and flexible processes for Insurance
• Tesco - Investments in analytics that have improved customer
retention, data-collecting thru loyalty card.
• American Exp - Spending ability to a trusted circle. Offering
special Membership Rewards
7. New Roles & Responsibilities
• CCO
• reporting to the CEO
• designing and executing the firm’s customer relationship strategy
• promotes a customer centric culture and removes obstacles to
the flow of customer information
• Increasing the profitability of the firm’s customers, as measured
by metrics such as customer lifetime value (CLV)
• Customer managers
• Ultimate expression of marketing - Identify customers’ product
needs.
• Brand Managers, under the customer managers’ direction, supply
the products
10. In house-Impact
• Market research.
• Touch customers—including finance (the source
• Scope of analysis shifts from an aggregate view to an individual
view of customer
• Shifts its attention to acquiring the customer input that will drive
improvements in customer-focused metrics
• Research and development.
• Customer must be brought into the design process, Eg: Nokia
Beta labs, P&G.
• Customer service
• In-house to ensure long-term relationships. (Eg: Delta Airlines call
centre locations)
11. Building CLV
1. Companies need to focus less on product profitability and
more on customer Profitability
2. Pay less attention to current sales and more to CLV
3. Shift their focus from brand equity (the value of a brand) to
customer equity (the sum of the lifetime values of their
customers).
4. Pay less attention to current market share and more
attention to customer equity share – more relevant to
shareholder value.
12. Key Note
Deriving this Competitive way to serve customers.
Transformation must be driven from the top down. But however
daunting, the shift is inevitable.
Editor's Notes
Clubcard - to track which stores customers visit, what they buy, and how they pay. This information has helped Tesco tailor merchandise to local tastes and customize offerings at the individual level across a variety of store formats. (Shoppers who buy diapers for the first time at a Tesco store, for example, receive coupons by mail not only for baby wipes and toys but also for beer )American Exp - existing customers’ spending ability to a trusted circle of family members or partners while introducingthe brand to potential new customers
CMO: Companies as diverse as Chrysler, Hershey’s, Oracle, Samsung, Sears, United Airlines, Sun Microsystems, and Wachovia now have CCOsUSAA - top managers spend two or three hours a week on the call-center phones with customers.Tesco- managers spend one week a year working in stores and interacting with customers as part of the Tesco Week in Store (TWIST) program.
1. Focus less on product profitability - Products that may be unprofitable but strengthen customer relationships.2. pay less attention to current sales and more to “customer lifetime value” (CLV)3. shift their focus from brand equity (the value of a brand) to customer equity (the sum of the lifetime values of their customers)4. Customer equity share - the value of a company’s customer base divided by the total value of the customers in the market