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Sustainability&innovation website

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Sustainability&innovation website

  1. 1. Innovation & Sustainability
  2. 2. Presentation1
  3. 3. Police offers Prisoners a deal B Average risk Cooperate Defect prisoner A A: 6 years A: 0 year B: 6 years B: 10 years 3 years Cooperate Total: 12 years Total: 10 years A A: 10 years A: 1 year Defect B: 0 year B: 1 year 5,5 years Total: 10 years Total: 2 years Average risk prisoner B 3 years 5,5 years The most rational decision at individual level is the worst at collective levelPresentation1
  4. 4. Global warming offers citizens a deal too USING my car NOT USING my car for a 1-km journey for a 1-km journey USING  Short term gain my car for a  I win twice 1-km journey  Long term loss ME NOT USING  Short term loss my car for a  I lose twice 1-km journey  Long term gain The most rational decision at individual level is the worst at collective level (strong) incentive and / or (stringent) legislation needed !Presentation1
  5. 5. Sustainability combines 3 performance indicatorsPresentation1
  6. 6. Our current way of living is not doing well on “Planet” …Presentation1
  7. 7. … It is not doing well on “People” … The GINI index measures the dispersion of data – such as income GINI index = 0: perfect equality - all people get the same income GINI index = 1: perfect inequality - one person gets the total income 0.8 GINI index : current situation and recent evolution 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0 Sweden Austria Germany Denmark Netherlands Spain France UK Japan Russia Brazil Namibia Norway Finland Belgium Eur.Union Canada Italy Switzerland India China USA S. Africa Positive evolution (decrease) Negative evolution (increase)Presentation1
  8. 8. … and it is not even doing well on “Profit” EuroStox is back at 1997 levelPresentation1
  9. 9. Innovation and Sustainability Our current way of living is not sustainable Sustainability will not happen spontaneously, neither will Sustainable Innovation Who will act? CONSUMERS AUTHORITIES COMPANIESPresentation1
  10. 10. Innovation and Sustainability Our current way of living is not sustainable Sustainability will not happen spontaneously, Who will act? CONSUMERS AUTHORITIES COMPANIESPresentation1
  11. 11. Consumers say they are willing to pay a premium for sustainability …Presentation1
  12. 12. … But they don’t Share of “green” / “social” products = 2% max.Presentation1
  13. 13. Consumers ask the classic question: What’s in it for me ? Give me pride 2% Make me feel good Reduce price and/or improve performance 98%Presentation1
  14. 14. NB: The situation in B-2-B is different Companies, public services, … are incorporating sustainability in their list of selection criteria for suppliers Integrate sustainability in your list of benefitsPresentation1
  15. 15. Innovation and Sustainability Our current way of living is not sustainable Sustainability will not happen spontaneously, Who will act? CONSUMERS AUTHORITIES COMPANIESPresentation1
  16. 16. Authorities can be a powerful leverPresentation1
  17. 17. But Authorities are broke, short-term driven, and not united Public deficits a major issue Elections every 2 years Who is Belgium’s CEO ?Presentation1
  18. 18. Innovation and Sustainability Our current way of living is not sustainable Sustainability will not happen spontaneously, Who will act? CONSUMERS AUTHORITIES COMPANIESPresentation1
  19. 19. Companies have (mostly) consistent strategies over time, have leverage … … unity of command, …Presentation1
  20. 20. … and they care about imagePresentation1
  21. 21. Innovation and Sustainability Our current way of living is not sustainable Sustainability will not happen spontaneously, Who will act? CONSUMERS AUTHORITIES COMPANIESPresentation1
  22. 22. Marketers must take the lead Sustainability is about… Long-term Strategy Brand Image InnovationPresentation1
  23. 23. It is about satisfying Consumers and being Sustainable The C.S.M. (consumer/sustainability matrix) sustainability + Everybody likes it … … but nobody buys it Holy Grail (well, 2% actually) - + consumer Dead zone -Presentation1
  24. 24. Some are already going for the Holy Grail: “Sustainability must create economic benefits from improved environmental and social outcomes” Lee Scott, CEO, October 2005Presentation1
  25. 25. Some are already going for the Holy Grail: WHAT DID DO? 5% reduction in packaging across the company’s global supply chain  $ 3 billion savings by 2013Presentation1
  26. 26. Some are already going for the Holy Grail: HOW DID DO IT? Sustainability = source of competitive advantage Collaborated with key stakeholders Used quick wins Sustainability = normal business operations Personal Sustainability Programs for employeesPresentation1
  27. 27. Some are already going for the Holy Grail: By 2020: business size * 2 environmental impact * ½ Sustainability is also a good business model for growth Paul Polman CEOPresentation1
  28. 28. Some are already going for the Holy Grail: By 2020: 25% renewable energy, 70% of the wash loads done in cold water Consumers wont settle for trade- offs Robert Mc Donald CEOPresentation1
  29. 29. Some are already going for the Holy Grail: Belgium, 2012: 350 tons of carton weight halved in 10 years; = 423.000 showers made at 95% of raw cane-based plasticPresentation1
  30. 30. Some are already going for the Holy Grail:Presentation1
  31. 31. The House of Marketing has a Roadmap to generate Sustainable Innovation 1. Secure top management support very early on in the process 2. Integrate company culture and climate 3. Identify and acknowledge key improvement areas 4. Build relationship with all stakeholders 5. Identify the low hanging fruits 6. Communicate: why, what, when, how; and commit to update 7. Allow everyone to participate (only then !) 8. Write strategy and long term action plan 9. Communicate on the action plan 10. Make sustainability “the normal way of doing business here” 11. Communicate: resultsPresentation1
  32. 32. 1. Secure top management support very early on in the process Essential Company vision Company Innovation strategy Internal buy-inPresentation1
  33. 33. 10. Integrate sustainability into “the normal way of doing business here” Sustainability not “on top of” or “next to” the “normal” business: it is the new normal business Adapt your scorecard: add KPI’s linked to People and Planet Only Sustainable Companies generate (a lot of) Sustainable InnovationPresentation1
  34. 34. Innovation and SustainabilityPresentation1
  35. 35. Optimism is a moral duty “Weve been presented with this false choice (…) that you have to pick between great economics and great environmental performance. Our belief is it is a false choice and that through true innovation we can deliver both” Mark Vachon VP Ecomagination – General ElectricPresentation1
  36. 36. What makes The House of Marketing different?Presentation1 36
  37. 37. We have a strong vision on marketing … Marketing is a mindset throughout the whole company, and only happens through uncompromising and ruthless focus on the total process of customer engagement. Marketing is a key contributor to achieve business objectives and to optimize shareholder value. Our guiding principles are Focus, Agility, Creativity, Tangibility and Sustainability.Presentation1 37
  38. 38. … and a clear view on how marketing must evolve • Simplicity • Strategic consistency • Leadership continuity • Prioritize & making choices • Consistent brand across all channels • Seek leadership in specific category • Customer centricity • Focused team • Detect trends & act • Early warning systems & processes • Agile & up to date organization • Built around customer engagement • Innovative company culture • Willingness to change • Diversity of profiles • Flexibility & Speed • Idea generation process • Idea valuation • Porosity & open-mindedness • KPI’s & dashboards • Scenario analysis & ROMI • Connect with marketing intelligence • Analytical culture & skills • People: yours & every stakeholder • Planet: ACT on innovation, packaging, promotion... • Profit: business-minded marketersPresentation1 38
  39. 39. We are convinced that flexibility is a key asset for the future to bridge capacity gaps... Resource Demand Chart FTE (hours per month) Project 1 5,000 Project 2 Project 3 Project 4 4,000 Capacity 3,000 2,000 1,000 0 1/95 4/95 7/95 10/95 1/96 4/96 39Presentation1
  40. 40. …. and to bridge competence gaps Data cruncher Packaging E-commerce ……… Online specialist CPM specialist Performance management Project Management Shopper marketer CRM specialist Mobile marketer SocialMedia Strategist ……… Web masterPresentation1 40
  41. 41. Flexibility demands the right talent at the right place, & on going training The House of Marketing can help you develop and keep the right talents in your marketing department. Coaching on the job, one company or multi company program, more details Marketing Talent program available as from October 2012 Relevant Marketing training, from general to very specific & tailor made - product management Training - project management - communication (online, offline) - social media - email marketing -…… Personal coaching focused on marketing Coaching related skills and technical skills 41Presentation1
  42. 42. We offer help adapted to the new business context In a economical environment where turbulence is the new norm, The House of Marketing provides marketing excellence at the right moment, exceeding clients expectations by delivering higher return on investment and by making the organization more agile. We achieve this by recruiting passionate marketers for whom we create an inspiring and nurturing environment.Presentation1 42
  43. 43. How do we work?Presentation1 43
  44. 44. We work on temporary assignments…. Mostly function based Broad FMCG experience B2B and B2C environments Coordination activities of Marketing plan, go-to-market specialists in strategy & production, sales, advertising, implementation, people Brand promotion, R&D, … Marketing management, business Managers Churn analysis, churn Managers intelligence reduction Coordination of Marketing Product placement activities optimization Strong analytical and Market & competitor negotiation skills analysis Channel & Enhancing retail partnerships Business Market assessment & Category by increasing category sales Analysts quantification and aiding in fact Clustering of customers Managers based/strategic selling E-strategy definition & roll- out Extended experience in SME E-Marketers Coordination, design & and large matrix organizations implementation of e- Alignment of organization & Social Process marketing actions towards similar goals Media Website Managers Clear roles & responsibilities Specialists management, email definition, organizational marketing, social design media, mobilePresentation1 44
  45. 45. … and on strategic marketing challenges Mostly project based Client challenges THoM expertise & solutions • Attract new customers • Customer intelligence: translate data into relevant insights Volume • Increase customer spending • Segmentation driven • Reduce customer churn • Business and marketing planning • Increase Innovation success rate • Innovation Management Program • Restore customer trust • Customer intelligence: translate data into relevant insights • Capture more customer value Margin • Category assessment • Margin management driven • Marketing performance management • Doing more with less resources (ROMI, CLTV, dashboards) • Tracking of ROI • Marketing audit • Define or redefine positioning • Consumer intelligence: translate data into • Changing customer experience from relevant insights product push to relational (customer- Positioning centric) • Customer (store) experience • Positioning on the sustainability dimension • Sustainability • Positioning towards current and potential • Employer branding employees Consumer analytics and insights are crucial for each of the three challengesPresentation1 45
  46. 46. We offer a unique combination of strategic excellence and operational pragmatism Strategic excellence Operational pragmatism • Proven track record in strategic • Track record in making things happen marketing advice within international and complex • Creating relevant insights in the companies business • Applying practical knowledge of • Identifying the true leverages for successful corporate sales and significant improvements marketing organizations • Turning opportunities into structured • Turning initiatives into tangible actions and prioritized business initiatives • Helping you to successfully implement strategic recommendations We help you in realizing more from your marketing strategies and building the marketing capabilities for systematic resultsPresentation1 46
  47. 47. We deliver tangible value by bridging the knowing doing gap… Strategic excellence Operational pragmatismPresentation1 47
  48. 48. We have different meetings during an assignment PROJECT DELIVERABLES DEADLINE Internal Define MLT strategy for Market analysis End 2007 – Draft – product X RGO identification + EPR Developing targeted expansion strategy for a estimated revenues & final Luxembourg based private life insurer Strategy, organization and marketing reco + budget Brand strategy Client Build methodology and framework for country-specific go-to- Knowledge Capture Matrix Project objectives market launches based on learnings from first failure on the Italian market in private life insurance asset management Action plan 2008 EPR Client: Consultant: Project: Sodexho Pass - Apogheos Olivier Olbrechts Business Plan Date: 27/08/07 Comment: Interim (project) All documents on project saved here. Final Deliverables. Credential to follow • Analysis of the fact base and decision on targets - Life insurance business Launch Product Y Product chart (branding, …. STAKEHOLDERS Learnings from the way the client works Learnings on how THoM could work better New products or services Marketing domain/ methodology Relationship opportunity (executive Client agenda sell-on opportunity Industry trend/ insight Competitor information • Market structure and distribution options improvement contact, positioning, USP, …) idea) SALES Apogheos = - Sold as interim project Proposal in - Small No other • Cross-border revenues Account Team Business Unit that has to be integrated but could be more profitable sold as process: coaching during the independent firms with low consulting firm identified in this - Private banking business into the Group if consulting implementation of potential for part of Sodexho return sufficiently - Formal approach and the business plan consulting/ • Market structure and differentiation Launch approach attracting to Sodexho Group deliverables could have been more clarified prior to the project interim - Exceptions (potential clients ?): • Expectations of wealthy individuals BCD Group, • Off-shore business aspects Launch package DELIVERY Marketing Domain: - No THoM methodology used - Business Plan Develop a standard financial business plan Accentiv (FR) • Value and tactics of wealth managers template created spreadsheet Methodology - Bancassurance model options in private banking Organization concept test from scratch template) - Detailed geographical study on Italian potential Follow-up launch iii team: No B2B Services team - Understanding of wealthy individuals • Wealth classification • Identification of advisory circle • Trend in family offices • (Family) business activity and influence of private equity and venture capital • Positioning study and go-to-market draft Coordinate client event ….. …. • Implications for organizational and branding requirements • Organizational roadmap and risk management Deliverables • Design of go-to-market model and potential • European-wide positioning strategy and implementation200706-CBC-PresentationTHoM.ppt 2 Visit by SSO Mgr Interview Objectives Consultant(s) finalized Evaluation1st call Proposal Contract Knowledge sent signed Engagement follow-up capturing Running Project status report Product Management Platform Resources Planning Risks Scope Prepared by: Liesbet Vandenberghe Period: from 25/9 to 20/10 week 6 Activities completed this reporting period Activities planned for next reporting period Client Name or LOGO Client Name or LOGO Supplier gave demo. Didier VDH will have a meeting to fine tune the requirements Didier VDH got input to make draft of technical Title of Function/project Title of Function/project requirements Central marketing will have meeting about the next steps and how we see the current project management We have now a list of general requirements tools in this project. Proposal for Interim Management Proposal for Interim Management Month Day, 2007 Month Day, 2007 LAST MODIFIED: Task ID Week Project name Action/task Task owner Follow-up Priority Status Start date Due date Date Comments/issues Decision to take Outstanding Issues/ Main Risks(1) Decision to take(1) description persons finished Issues & Risks Actions Responsible Due Date Decision Decision Maker Due Date Need alignment Meeting Thomas DC November on the real Thomas with needed Philippe. requirements Issue description Decision Decision Due date and which taker budget we can have for it. 1 2 3 4 5 6 7 (1) Format could be simplfy for simple project 8 Project status reports Liesbet 27 December.ppt 3 9 10 11 12 13 14 15 From initial call till 2 first weeks During the engagement Closing the engagement Presentation1 48
  49. 49. You are always hiring a whole team of marketing specialistsHiring a THoM consultant isn’t just hiring a person, it’s acquiring expertise: •THoM consultant: your day to day contact Visible • Counselor, Client Manager and Mentor: first help, coaching and stretched goals for Invisible the THoM consultant • All THoM consultants with their specific skills, expertise and experience: the second resort for the THoM consultant • THoM knowledge base (training, career development plan, books, papers, former projects, experience of previous THoMers)Presentation1 49
  50. 50. We deliver Marketing expertise in four areas • Market Intelligence • Business & Marketing Planning I. Strategic • Segmentation • Employer Branding Marketing • Branding & Positioning • Sustainability • Pricing • Social Media II. Go-to- • Product/ Brand/ Category • Shopper Marketing Management Market • Customer Relationship • Communication (offline & Management online) • Customer Process Management • Marketing Audit III. Organization & Change • • Marketing Coaching & Training Organization Management capabilities • Customer Experience IV. • Marketing Dashboards Performance • Marketing Performance Management Management • Customer Lifetime Value & ROMI 50Presentation1
  51. 51. For whom do we do this?Presentation1 51
  52. 52. We have clients from many different sectors (1) ICT & Media Utilities & Resources Financial & Other Services Healthcare & Public Sector Transport & LogisticsPresentation1 52
  53. 53. We have clients from many different sectors (2) Consumer Goods & Retail Durables & Industrial GoodsPresentation1 53
  54. 54. … talking about the tangible value delivered by The House of Marketing “THoM’s pragmatic approach is to me a key differentiator, as they are able to talk the language of actual executors and to predict or foresee many operational issues we need to tackle.” “We appreciated that the THoM team supported us in (Ronald Hannet, BU Manager) the bottom up approach involving customers, prospects, sales, specialists.” (Danny Vandevyver, Head of Marketing Com Belux) “THoM succeeded in creating change thanks to their straightforward and efficient solutions and approach.” “The added value of THoM is that they do not only deliver strategic advice, but their recommendations (Michael De Koster, Segment Manager) are tangible and can be implemented.” (Luc Deflem, CEO) 54Presentation1
  55. 55. Your point of contact The House of Marketing tel: +32 (0) 15 444 000 E-Mail: The House of Marketing Kardinaal Mercierplein, 2 B-2800 Mechelen Belgium Fax +32 (0)15 444 044 Join us on LinkedIn Follow us on TwitterPresentation1 55