rethinking marketing
DESCRIPTION
Does marketing fit as just one of the functions inside organization? Or it goes further to business thinking and modelling? This is my first presentation where I try to bring a thought that marketing is more about business modelling, development and business model innovation rather than commonly attributed "advertising", "communication", "brand/marketing managment".TRANSCRIPT
Бауржан Исаев
what is marketing today, and where will it be tomorrow?
rethinking marketing
FOCUS: Help exploit the latest technological developments with right business model
FOCUS: Address unsatisfied customer needs and build new business models around them
Adizes’ PAEI management roles Ansoff’s product/market grid The balanced scorecard The BCG matrixBelbin’s team roles Benchmarking The Berenschot project management modelBusiness process redesign The capability maturity modelChange quadrantsThe chaos model Competing values of organizational effectivenessCompetitive analysis: Porter’s five forces Compliance typologyCore competencies Core quadrantsCovey’s seven habits of highly effective peopleCustomer marketing and relationship managementThe Deming cycle The EFQM model Eisenhower’s effective time managementEVA – economic value added ContentsThe fifth disciplineFour competencies of the learning organization Generic competitive strategies The gods of managementGreiner’s growth model
Hofstede’s cultural dimensions Just-in-time KaizenKay’s distinctive capabilitiesKotter’s eight phases of changeKraljic’s purchasing model Levers of control MABA analyis The Malcolm Baldrige Award The marketing mix MaslowThe 7-S framework Mintzberg’s configurationsMintzberg’s management rolesThe neurotic organization Nolan’s IT growth stagesOverhead value analysisParenting advantage The purposive change modelRisk reward analysisScenario planning (Shell)Schools of strategy synthesis The seven forces model Sociotechnical organizationSWOT analysis Value-based management The value chainValue disciplines
Adizes’ PAEI management roles Ansoff’s product/market grid The balanced scorecard The BCG matrixBelbin’s team roles Benchmarking The Berenschot project management modelBusiness process redesign The capability maturity modelChange quadrantsThe chaos model Competing values of organizational effectivenessCompetitive analysis: Porter’s five forces Compliance typologyCore competencies Core quadrantsCovey’s seven habits of highly effective peopleCustomer marketing and relationship managementThe Deming cycle The EFQM model Eisenhower’s effective time managementEVA – economic value added ContentsThe fifth disciplineFour competencies of the learning organization Generic competitive strategies The gods of managementGreiner’s growth model
Hofstede’s cultural dimensions Just-in-time KaizenKay’s distinctive capabilitiesKotter’s eight phases of changeKraljic’s purchasing model Levers of control MABA analyis The Malcolm Baldrige Award The marketing mix MaslowThe 7-S framework Mintzberg’s configurationsMintzberg’s management rolesThe neurotic organization Nolan’s IT growth stagesOverhead value analysisParenting advantage The purposive change modelRisk reward analysisScenario planning (Shell)Schools of strategy synthesis The seven forces model Sociotechnical organizationSWOT analysis Value-based management The value chainValue disciplines
WHAT
Adizes’ PAEI management roles Ansoff’s product/market grid The balanced scorecard The BCG matrixBelbin’s team roles Benchmarking The Berenschot project management modelBusiness process redesign The capability maturity modelChange quadrantsThe chaos model Competing values of organizational effectivenessCompetitive analysis: Porter’s five forces Compliance typologyCore competencies Core quadrantsCovey’s seven habits of highly effective peopleCustomer marketing and relationship managementThe Deming cycle The EFQM model Eisenhower’s effective time managementEVA – economic value added ContentsThe fifth disciplineFour competencies of the learning organization Generic competitive strategies The gods of managementGreiner’s growth model
Hofstede’s cultural dimensions Just-in-time KaizenKay’s distinctive capabilitiesKotter’s eight phases of changeKraljic’s purchasing model Levers of control MABA analyis The Malcolm Baldrige Award The marketing mix MaslowThe 7-S framework Mintzberg’s configurationsMintzberg’s management rolesThe neurotic organization Nolan’s IT growth stagesOverhead value analysisParenting advantage The purposive change modelRisk reward analysisScenario planning (Shell)Schools of strategy synthesis The seven forces model Sociotechnical organizationSWOT analysis Value-based management The value chainValue disciplines
WHATTHE
Adizes’ PAEI management roles Ansoff’s product/market grid The balanced scorecard The BCG matrixBelbin’s team roles Benchmarking The Berenschot project management modelBusiness process redesign The capability maturity modelChange quadrantsThe chaos model Competing values of organizational effectivenessCompetitive analysis: Porter’s five forces Compliance typologyCore competencies Core quadrantsCovey’s seven habits of highly effective peopleCustomer marketing and relationship managementThe Deming cycle The EFQM model Eisenhower’s effective time managementEVA – economic value added ContentsThe fifth disciplineFour competencies of the learning organization Generic competitive strategies The gods of managementGreiner’s growth model
Hofstede’s cultural dimensions Just-in-time KaizenKay’s distinctive capabilitiesKotter’s eight phases of changeKraljic’s purchasing model Levers of control MABA analyis The Malcolm Baldrige Award The marketing mix MaslowThe 7-S framework Mintzberg’s configurationsMintzberg’s management rolesThe neurotic organization Nolan’s IT growth stagesOverhead value analysisParenting advantage The purposive change modelRisk reward analysisScenario planning (Shell)Schools of strategy synthesis The seven forces model Sociotechnical organizationSWOT analysis Value-based management The value chainValue disciplines
WHATTHE
F
Adizes’ PAEI management roles Ansoff’s product/market grid The balanced scorecard The BCG matrixBelbin’s team roles Benchmarking The Berenschot project management modelBusiness process redesign The capability maturity modelChange quadrantsThe chaos model Competing values of organizational effectivenessCompetitive analysis: Porter’s five forces Compliance typologyCore competencies Core quadrantsCovey’s seven habits of highly effective peopleCustomer marketing and relationship managementThe Deming cycle The EFQM model Eisenhower’s effective time managementEVA – economic value added ContentsThe fifth disciplineFour competencies of the learning organization Generic competitive strategies The gods of managementGreiner’s growth model
Hofstede’s cultural dimensions Just-in-time KaizenKay’s distinctive capabilitiesKotter’s eight phases of changeKraljic’s purchasing model Levers of control MABA analyis The Malcolm Baldrige Award The marketing mix MaslowThe 7-S framework Mintzberg’s configurationsMintzberg’s management rolesThe neurotic organization Nolan’s IT growth stagesOverhead value analysisParenting advantage The purposive change modelRisk reward analysisScenario planning (Shell)Schools of strategy synthesis The seven forces model Sociotechnical organizationSWOT analysis Value-based management The value chainValue disciplines
Adizes’ PAEI management roles Ansoff’s product/market grid The balanced scorecard The BCG matrixBelbin’s team roles Benchmarking The Berenschot project management modelBusiness process redesign The capability maturity modelChange quadrantsThe chaos model Competing values of organizational effectivenessCompetitive analysis: Porter’s five forces Compliance typologyCore competencies Core quadrantsCovey’s seven habits of highly effective peopleCustomer marketing and relationship managementThe Deming cycle The EFQM model Eisenhower’s effective time managementEVA – economic value added ContentsThe fifth disciplineFour competencies of the learning organization Generic competitive strategies The gods of managementGreiner’s growth model
Hofstede’s cultural dimensions Just-in-time KaizenKay’s distinctive capabilitiesKotter’s eight phases of changeKraljic’s purchasing model Levers of control MABA analyis The Malcolm Baldrige Award The marketing mix MaslowThe 7-S framework Mintzberg’s configurationsMintzberg’s management rolesThe neurotic organization Nolan’s IT growth stagesOverhead value analysisParenting advantage The purposive change modelRisk reward analysisScenario planning (Shell)Schools of strategy synthesis The seven forces model Sociotechnical organizationSWOT analysis Value-based management The value chainValue disciplines
tomorrow’s organization. today.
VALUEPROPOSITION
CUSTOMERRELATIONSHIP
TARGETCUSTOMER
DISTRIBUTIONCHANNEL
gives an overall view of a company's bundle of products and services
describes the channels to communicate and
get in touch with customers
explains the relationships a
company establishes with its customers
describes the customers a company wants to offer value to
CUSTOMER
OFFER
describing a company’s business model
tomorrow’s organization. today.
VALUEPROPOSITION
CUSTOMERRELATIONSHIP
TARGETCUSTOMER
DISTRIBUTIONCHANNEL
REVENUESTREAMS
gives an overall view of a company's bundle of products and services
describes the channels to communicate and
get in touch with customers
explains the relationships a
company establishes with its customers
describes the revenue streams through which
money is earned
describes the customers a company wants to offer value to
CUSTOMER
OFFER
FINANCE
describing a company’s business model
tomorrow’s organization. today.
VALUEPROPOSITION
COSTSTRUCTURE
CUSTOMERRELATIONSHIP
TARGETCUSTOMER
DISTRIBUTIONCHANNEL
REVENUESTREAMS
gives an overall view of a company's bundle of products and services
describes the channels to communicate and
get in touch with customers
explains the relationships a
company establishes with its customers
sums up the monetary consequences to run a
business model
describes the revenue streams through which
money is earned
describes the customers a company wants to offer value to
CUSTOMER
OFFER
FINANCE
describing a company’s business model
tomorrow’s organization. today.
VALUEPROPOSITION
COSTSTRUCTURE
CUSTOMERRELATIONSHIP
TARGETCUSTOMER
DISTRIBUTIONCHANNEL
VALUECONFIGURATION
CORECAPABILITIES
PARTNERNETWORK
REVENUESTREAMS
gives an overall view of a company's bundle of products and services
portrays the network of cooperative
agreements with other companies
describes the channels to communicate and
get in touch with customers
describes the arrangement of
activities and resources
explains the relationships a
company establishes with its customers
sums up the monetary consequences to run a
business model
describes the revenue streams through which
money is earned
describes the customers a company wants to offer value to
outlines the capabilities required to run a
company's business model
INFRASTRUCTURE CUSTOMER
OFFER
FINANCE
describing a company’s business model
• Customer value proposition. The model helps customers perform a specific “job” that alternative offerings don’t address.
Example: MinuteClinics enable people to visit a doctor’s office without appointments by making nurse practitioners available to treat minor health issues.
Understand Your Current Business Model1.
• Customer value proposition. The model helps customers perform a specific “job” that alternative offerings don’t address.
Example: MinuteClinics enable people to visit a doctor’s office without appointments by making nurse practitioners available to treat minor health issues.• Profit formula. The model generates value for your company through factors such
as revenue model, cost structure, margins, and inventory turnover.Example: The Tata Group’s inexpensive car, the Nano, is profitable because the company has reduced many cost structure elements, accepted lower-than-standard gross margins, and sold the Nano in large volumes to its target market: first-time car buyers in emerging markets.
Understand Your Current Business Model1.
Understand Your Current Business Model• Customer value proposition. The model helps customers perform a specific “job”
that alternative offerings don’t address.Example: MinuteClinics enable people to visit a doctor’s office without appointments by making nurse practitioners available to treat minor health issues.• Profit formula. The model generates value for your company through factors such
as revenue model, cost structure, margins, and inventory turnover.Example: The Tata Group’s inexpensive car, the Nano, is profitable because the company has reduced many cost structure elements, accepted lower-than-standard gross margins, and sold the Nano in large volumes to its target market: first-time car buyers in emerging markets.• Key resources and processes. Your company has the people, technology, products,
facilities, equipment, and brand required to deliver the value proposition to your targeted customers. And it has processes (training, manufacturing, service) to leverage those resources.
Example: For Tata Motors to fulfill the requirements of the Nano’s profit formula, it had to reconceive how a car is designed, manufactured, and distributed. It redefined its supplier strategy, choosing to outsource a remarkable 85% of the Nano’s components and to use nearly 60% fewer vendors than normal to reduce transaction costs.
1.
2.Identify When a New Model May Be Needed
We are living in the world where one business should benchmark vs. a
business with similar business model, rather than similar company in the
same industry