TRENDS & FORCES THAT ARE SHAPING MARKET SPACES & IMPACTING SHAREHOLDERS, Signals that the future could be headed toward “work as fashion”, Signals that the future could be headed toward “war between talent”

1. MBAG 103 BATCH 2021-23
Assignment-1
Core subject: Marketing Management
Date: September 12, 2021
Name: Shanmug Bhanu Prakash
Application ID: 2212-01769
TRENDS & FORCES THAT ARE SHAPING THE
FUTURE OF MARKETING

2. TRENDS & FORCES THAT
TRENDS & FORCES THAT
ARE SHAPING MARKET
ARE SHAPING MARKET
SPACES & IMPACTING
SPACES & IMPACTING
SHAREHOLDERS
SHAREHOLDERS
By:
By: Shanmug Bhanu Prakash
Shanmug Bhanu Prakash

3. Work as fashion
War between talent
Purpose unleashed
The worker-employer relationship
1.
2.
3.
INTRODUCTION
Technological impacts
Global trends of Marketing
conclusion
Human Capital:
Supply Unchained
Rebooting the Digital Workspace
MLOps: Industrialised AI
1.
2.
3.
Agile Marketing Strategy
ReHuman Experience
Fushion
1.
2.
3.

4. -Human Capital
THE WORKER-EMPLOYER
RELATIONSHIP

5. Work as fashion:
Employers in a “work as fashion”
future are constantly on the move,
chasing worker moods, rival
actions, and market dynamics.
Employers feel obligated to
respond in the present to workers'
expressed preferences and
competitor moves, without linking
those activities to a long-term
personnel strategy.
War between
talent:
Workers battle for scarce
employment in a future where
there is an oversupply of skill.
Employers see workers as
interchangeable and readily
replaceable, while workers are
more concerned with competing
for jobs than with the quality of
their connection with their
employer.
Purpose unleashed:
In a “purpose unleashed” future,
purpose is the dominant force
driving the relationship between
workers and employers. The
worker-employer relationship is
COMMUNAL: Both employees and
employers regard common
purpose as the most essential
bond that links them together.
T H E W O R K E R - E M P L O Y E R
R E L A T I O N S H I P

6. THE INCREASED COMPLEXITY OF THE WORLD
REQUIRES US TO ABANDON “ONE-SIZE-FITS-ALL”
VIEWS IN LIEU OF A MORE NUANCED APPROACH
AND UNDERSTANDING.
These four scenarios are intended
to be illustrative rather than
exhaustive. They might be
favourable or harmful, depending
on the decisions made by
employees and employers.
Depending on the needs and
expectations of their workforce,
their industry, their regions, and the
communities in which they operate,
organisations will most certainly
find themselves in a mix of these
scenarios.

7. Signals that the future could be
headed toward “work as fashion”
Increased employer reliance on worker surveys and other listening tools.
Increased employer activity in measuring themselves against competitor and
industry benchmarks, and of adjusting practices to align to benchmarks.
Continuous changing and rollout of worker programs and policies.
Increased external marketing of worker incentives.
New levels of social activism from employers.

8. Signals that the future could be
headed toward “war between
talent”
Organizations put limited investment into developing their talent.
The amount of gig and fractional work, including ghost work, is growing.
Organizations’ AI and automation initiatives focus on using technology to replace
workers.
Organizations increase their use of offshoring.
The proportion of people funding education out of their personal resources is
increasing.

9. Signals that the future could be
headed towards “purpose
unleashed”
Workers, customers, regulators, and interest groups are requesting or mandating new
purpose-aligned measures from employers.
Purpose is showing up in job descriptions, hiring practices, and performance metrics.
Organizations are taking stances, internally and externally, on issues they otherwise
may have stayed silent about in response to growing demands from workers and
customers.
Strengthening both purpose and business is a stated criterion for leadership positions
and driving key executive promotion/succession decisions.
Increased depth and transparency of reporting on purpose-driven outcomes.

10. Technological
Implications
The way we organise, operate, and strategize is being reimagined by
emerging technology. How can we use technology to help us make better
decisions is impacted by several trends

11. The VUCA world demands to see manufacturers, retailers, and others
take supply chain transformation to the next level by optimizing their
supply chain ecosystems for resilience and risk. Moreover, they will
begin transforming their supply chains from traditional back-office
cost centers into value-driving operations.
SUPPLY

12. #1
Trend participants can deploy an array of digital tools to hypersegment customers and capture
demand signals from disparate parts of their value chains. They can then use this information to
make supply chains more responsive to unique customer needs and to fluctuations in demand.
#2
They can explore ways to capture larger volumes of structured and unstructured data. By mining this
data for operational insights, they can continuously optimize systems and processes throughout the
organization. And by sharing the data more widely, they can look to optimize their entire supply
ecosystem.
#3
Organizations may also pursue opportunities to use robots, drones, and other technologies to make
supply chain teams more effective, efficient, productive, and safe.
LAUNCHING

14. D A T A C A N D R I V E N E W W A Y S O F W O R K I N G R E M O T E L Y A N D
I N T H E O F F I C E
The digital workplace represents a fundamental shift in the way work gets done. Organizations are
embracing technology to optimize individual and team productivity, collaboration, and the employee
experience at large.

16. Digitization unlocks a new era of workplace
customization. In the same way that streaming
music services offer individual users customized,
data-driven experiences based on personal tastes,
remote workforce data and predictive analytics
can help organizations provide employees with
high-quality, customized experiences—a mix of
benefits, rewards, assignments, and learning
based on personal experiences and tacit and
explicit preferences.
Data generated by collaboration channels can
map worker interactions and relationships,
revealing informal structures that are often more
influential than formal organizational design. It
could identify workplace relationships that could
be proactively developed or strengthened to
foster serendipitous, cross-disciplinary
connections that help drive innovation.

17. Scaling model development
and operations with a dose of engineering and
operational discipline

19. Global
Marketing
Trends
Constant technological change and increasing reliance on digital can leave people
wanting for human connection. The understanding of trends can help build connection
to drive engagement and growth for brands in these unprecedented times.

20. Knowing the customer

21. The time is right for marketers to leverage relevant digital tools to make
agile marketing a reality.
Agile Marketing Strategy
IDENTIFY
What’s putting pressure on our
customers right now? Are we
prepared to experiment with bold
marketing tactics at a time of
unprecedented uncertainty?
AMPLIFY
How are we planning to use
functional areas such as IT to
design your agile marketing
strategy? How can we bring C-
suite colleagues into the fold? How
will you tap into social media as
customers rely on these channels
for essential information?
EVOLVE
How can we use customer
feedback to design rapid
prototypes for new offers? Are we
investing in social CRM? What kind
of predictive technologies might
help us improve our agile
marketing capabilities?

22. Agile marketing requires a single, unified
organizational
view of the customer, which
can be gained through a
customer data platform.
The current pandemic-triggered recession has left brands with an imperative to
accelerate agile marketing efforts in the digital space. And as leaders design road
maps for agile marketing, it’s not just tech-savvy strategies, but a deeper
understanding of the fluid state of the marketplace—and its digital leanings—that
should guide their plans.

23. "IKEA launches a global platform for tech and interior design experts to
experiment with the future of homes"-BUSINESS INSIDER.
Furniture and home furnishing company IKEA offers an augmented
reality design room that pairs customers with interior designers and
enables them to visualize what different combinations of products
could look like in their living spaces.

24. Human Experience
Organizations should view themselves as human entities that
mirror—and support—the values of those they are built to
serve.
#Identify
Are WE listening to
customers, employees, and
business partners to
understand—and address—
what matters most to them?
What are their most pressing
needs?
#Amplify
Have you identified any issues
within your organization that
need a reset? What’s your plan
to systematically address those
issues and how will you
communicate that when it’s
ready?
#Evolve
How can you be more
proactive as an
organization to identify and
align with the needs of your
stakeholders

25. IS THE NEW BLEND
How the convergence of ecosystems sparks new business models and greater collaboration

26. Fusion may be new territory for some, the idea that businesses should expand their scope to find growth opportunities and fend off
competition has existed for decades. As far back as 1960, Harvard Business School professor Theodore Levitt cautioned businesses on
the dangers of narrow thinking.In his seminal article, “Marketing myopia,” Levitt takes the reader through a litany of examples in which
companies were hurt by focusing primarily on product superiority. For instance, the railroad industry was overtaken by automobiles and
planes because it didn’t acknowledge it was in the transportation business.
W H A T I S fushion?
Scope of customer insights beyond their industry of origin
Cross-industry competitors and partners relevant to their business
Participation beyond traditional industries in ecosystems
Fusion denotes the erasure of boundaries between traditionally distinct industries, enabled by companies’ newfound
abilities to access technology and talent that spreads across boundaries. It requires businesses to move beyond industry
silos and recognize they are operating within broad ecosystems, requiring a rethinking of capabilities, brand,
partnerships, and its entire existence. Businesses embracing this convergence, or fusion, are capitalizing on symbiotic
relationships by reconsidering:

27. dm me! I hope you learned something new.
Do you have
any questions?

28. Deloitte Insights on worker and employer bonds.
Click on Article title to be redirected to the source file for deeper perspectve.
Driving a more human enterprise | know thyself | Deloitte Insights
2021 Global Marketing Trends | Deloitte Insights
IKEA launches a global platform for tech and interior design experts to experiment
with the future of homes | Business Insider India