A Learning experience in the Imagination Society

Antonio Fontanini 1

EOI PROGRAMS
A LEARNING EXPERIENCE
IN THE IMAGINATION SOCIETY

Antonio Fontanini OCTOBER 20TH 2009

Antonio Fontanini 2

E-commerce/Marketing en

Antonio Fontanini 3

– 50 años, Italiano

– Doctor (Cum Laude) en Informatica (Matemáticas y Física) Universidad de
Pisa, Italia

– Postgrados: Mktg, Rel. Int., MBA (Elea, JHU, Cilea)

– Executive Education: University of Chicago Booth Business School (2008)

– Executive Education: Instituto de Empresa (2008)

– Member of Simposium: "Globalization", Harvard University, (2009)

– antonio.fontanini@gmail.com

– Skype/Yahoo Mesenger/Google Talk: antoniofontanini

Experiencia profesional/docente
Actual (3.0)

– Presidente de Erasmus Equities (Venture Capital, Hong Kong)

– Presidente de Informalia Consulting (Strategist Boutique)

– Consejero de Fonytel (Business Development) e IP Sistemas (Indra)

– Consejero de Planet Capital (Holland)

TEACHING EXPERIENCE

– Director y Profesor Asociado, EOI: Masters en “Mktg y gestión com.”

Perú, Venezuela y Tical y CME en México

– Profesor Asociado y Coach: IE Business School, Esade.

1989-2001 (2.0)

VP & Director General Amper, International Division

1986-1989 (1.0)

Director General Mktg Olivetti Systems & Networks

Antonio Fontanini 4

(proposed) Agenda

1. We live hard times (but great)

2. The best Institution
the best professors/colleagues
a 360º vision

3. To be excellent managers and
entrepeneurs

4. … and even better persons.

Antonio Fontanini 5
THE 26 CORE GLOBAL RISKS

Antonio Fontanini 6
SOCIAL NET OF GLOBAL RISKS

Note: The sizes of the nodes in the social networking diagram indicate the assessment of the risk itself. The thickness of lines represent strength of correlation, while proximity
of the nodes represents similarity of correlations. Source: Witold Henisz, Associate Professor of Management, The Wharton School, University of Pennsylvania, USA, based on
expert assessments of correlation (October 2007).

Antonio Fontanini 7
8 CORE GEOPOLITICAL RISKS

GLOBAL CRISIS
FOOD PRICES
 DEMOGRAPHY
 THE “DECLINE” OF THE US
 THE MIDDLE EAST
 ENERGY
THE ENVIRONMENT
 THE UNFORSEABLE

FOOD PRICES Antonio Fontanini 9

Antonio Fontanini 10
D AND JAPAN: FISCAL CRISIS


IN 2002
HOW MANY
AMERICANS
IN TOP 10?

9
IN 2008
HOW MANY
AMERICANS
IN TOP 10?

2

US CURRENT ACCOUNT DEFICIT

THE BURDEN OF NATIONAL DEBT

THE END OF THE UP ESCALATOR


US HOPE

REUTERS/Jim Young

THE “HEART” OF GLOBAL TERROR

AFGHANISTAN

HAMID KARZAI


NAWAZ SHARIFF ASAF ALI ZARDARI

PML PARTY LEADER ACTUAL PRESIDENT (PPP)

PRIME MINISTER NURI AL MALIKI

AYATOLLAH ALI KHAMENÉI

P 1981-89

IRAN’S NUCLEAR REACTOR

THE STRAIT OF HORMUZ

40% OF WORLD OIL IS CARRIED BY THE STRAIT

OIL: DISCOVERY AND PRODUCTION


CHINA ENERGY DEMAND

“THE INCREASE IN CHINA
ENERGY DEMAND
BETWEEN 2002 AND 2005
WAS EQUIVALENT TO
JAPAN´S CURRENT
ANNUAL ENERGY USE”
NOVEMBER 13TH, 2007

HIGHEST CAR OWNERSHIP, 2007

LOWEST CAR OWNERSHIP

ENVIRONMENTAL DOOMSDAY

THE UNFORSEABLE


CRISIS MANAGEMENT


Agenda

a 360º vision

entrepeneurs



ImaginationS
ociety


Thomas L.
Friedman


Globalización 1.0


Globalización 2.0


1750 Revolución
Industrial


Globalización 3.0


GLOBAL ECONOMY


Larry Lessig


Comunidades

THE IMAGINATION SOCIETY Antonio Fontanini 51


CROWDSOURCING ADV

¿Who did produce
the DORITOS
last golden
minute ad of the
SuperBowl
2007?


CROWDSOURCING ADV
A couple of
Doritos
consumers,
selected among
1000 spots in
the Internet

http://www.youtube.com/watch?v=HUFvJNQ0bnM


Ubicuos Society


Mobile2.0 Conference


GOOGLE ANDROID G1

DIGITAL MARKETING TOOLS

Marketing Móvil: Códigos BIDI


E-commerce/Nuevos Medios


US ADV AND MKTG SHARE 02-12



El nuevo consumo de medios…


BLENDED MKTG CAMPAIGNS

1. NESTLE KIT KAT NEW RECIPE
2. CARS: THE NEW FIAT 500
3. FAGOR PIROLISIS
4. VW AND BOURNE: PRODUCT PLACEMENT +
5. DESALIA: RON BARCELO WISH WORLD
6. ACCENTURE LOOKS FOR NEW CVS
7. AXE3 AND ITS CANNES GRAND PRIX
8. MAHOU AND SPAIN FOOTBALL ARMADA CONQUER E
9. FIGHT FOR KISSES BY WILKINSON
10. RELAX AND ENJOY WITH CAJAMADRID
11. COCA-COLA DREAMS FACTORY


Campañas Blended

Campaña blended premiada en Cannes


7. AXE 3 CANNES AD GRAND PRIX
UNILEVER GOT THE GRAN PRIX TO THE BEST
INTEGRATED CAMPAIGN FOR ITS AXE3 “CHOQUES”
SPOT
COMBINING TWO SPRAY FRAGRANCES (AND TWO
WOMEN)

AXE3 CAME AS A PACK WITH 2 FRAGRANCIES FOR 10
DAYS ONLY AFTER THE CAMPAIGN

IN THE STREET BY THE MOBILE AND IN THE WEB SITE:
PEOPLE HAVE TO VOTE ABOUT THE IDEAL MIX

INCREASE OF 50% IN SALES


WOMM MARKETING


700 US$M in donations: 3M people


“YES, INTERNET COULD”


BARAK OBAMA AND BUDWEISER
“WASSAP 2008 ” CAMPAIGN: 30M downloads in youtube

IN 2000 BUDWEISER LAUNCHED A VIRAL TV SPOT BASED
ON A GROUP OF BLACK BUDDIES, HAPPY, LAZY, HAVING
FUN, WATCHING TV AND HAVING A BUDWEISER BEER

IN 2008 AMERICA HAS CHANGED AND SO THE BUDDIES
GROUP: IRAK, THE FINANCIAL CRACK, KATRINA,
UNEMPLOYEMENT HAS HIT THE US STRONGLY.
CHANGE IS THE WORD THAT COUNTS NOW.
THIS VIRAL WAS USED BY OBAMA FINANCIAL
SUPPORTERS TO COLLECT MONEY FROM PEOPLE.

http://www.youtube.com/watch?v=L38wthA4Ld0
http://www.youtube.com/watch?v=Qq8Uc5BFogE


Blogging as a Business Tool


GLOBAL ECONOMY


GUERRILLA MARKETING


MINI


DUREX


CONSUMERING (*)
STRATEGIES
INTENSIVE IN EXPERIENCES

ABERCROMBIE & FITCH
APPLE
NESPRESSO
THE SAMSUNG CONCEPT
NIKE-ID-STUDIO

(*) by Javier Rovira


GLOBAL ECONOMY


Agenda

a 360º vision

entrepeneurs


EOI: 50+ YEARS CREATING LEADERS


The best teachers
DIVERSITY

MULTI-CULTURAL

MULTI-SECTORS

MANAGERIAL/CONSULTING PROFILES

"LEARNING BY DOING” FOCUS


Interdisciplinary Learning


The Case method
Taking decisions on real businesses


Multi-Sectors


Business decisions


Break-through businesses


GENETICALLY MODIFIED SEEDS
CARBON CREDITS TRADING (KYOTO)


Blogs as
learning tools


Creatingsustainablecompetitiveadvantage

You can ownsomethingthat'shardtocopy (like
real estate).
You can racedownthepricingandscale curve.
You can createswitchingcosts.
You can build a network.
You can build a brand.
Seth Blog post
You can create a
constantlyinnovatingorganizationwheree
xtraordinaryemployeesthrive.


Agenda

a 360º vision

entrepeneurs


Coaching great managers


the big picture (business model)


Business Modelling

NFRASTRUCTURE PARTNER OFFER CUSTOMER CUSTOMER
NETWORK RELATIONSHIP
CORE VALUE TARGET
CAPABILITIES PROPOSITION CUSTOMER
VALUE DISTRIBUTION
CONFIGURATION CHANNEL

COST REVENUE
STRUCTURE
FINANCE STREAMS

a business model describes the value an organization offers
to various customers and portrays the capabilities and
partners required for creating, marketing, and delivering this
value and relationship capital with the goal of generating
profitable and sustainable revenue streams


the big picture
Partner Network Customer Relationship

• food & beverages • personalized web profile
• ticketing services • newsletter
• promoters • team blog (RSS)
• ad placement • VIP events with team
• telecom operator •…
• TV operator
•…

Core Capability Activity Configuration Value Proposition Distribution Channel Target Customer

• play attractive & win • team management • attractive soccer • stadium • fans (families, etc.)
games • event management • 360º event (match, • POS networks • fan groups
• brand management • venue management dining, shopping) • club website (+online TV) • companies
• video images • ticketing • exclusive VIP lounges • club cable TV channel • event/concert organizers
• channel management • VIP relationship • merchandising • mobile phone TV channel • advertisers
management • renting out stadium •… •…
• video crew •…
•…

Cost Structure Revenue Model

• team & maintenance • Ticket fees & season tickets
• infrastructure management • online TV subscription revenues
• marketing • revenue sharing cable & mobile phone TV
• video • renting out stadium for events
• advertising revenues
• merchandising revenues


Management tools


Balanced Scorecard
#1 Financial performance
Financial Perspective
measures the tangible outcomes
Sustained
Shareholder
Value
from the strategy (Revenues,
Costs, …).
Productivity Revenue Growth

Customer Perspective
#2. The customer value proposition
Product/Service Attributes Relationship Image

Price Quality Time Function Relation Brand
defines the source of value
(Customer Satisfaction/Loyalty).
Internal Business Perspective
#3. Strategic processes create
Operations Customer
Management
Processes
Management
Processes
Innovation
Processes
Regulatory and
Social Processes
value for customers and
shareholders (Quality).
Learning & Innovation Perspective
#4. Aligned intangible assets drive
Human Capital
improvement in the strategic
Information Capital
processes.
Organization Capital

EMPOWERMENT

Beliefs systems Boundary systems
Getting Commitment on big goals Staking out the territory

Core values 1 2 Risks to be
avoided

Business
strategy
Positioning for tomorrow Getting the job done

Strategic Critical
uncertainties 4 3 performance
variables
Internal controls

Interactive control systems Diagnostic control systems


Metrics


Metrics
INDICES
ECONOMICOS
FINANCIEROS

R.O.E. (Return BDI (Beneficio después de impuestos) / Patrimonio
on equity) Neto
R.O.I. (Return on EBIT (Beneficio Operativo) / (Patrimonio Neto +
investment) Deuda Financiera)
R.O.A. (Return
EBIT (Beneficio Operativo) / Activos
on assets)
LEVERAGE Activos / Patrimonio Neto
R.O.S. (Return
EBIT (Beneficio Operativo) / Facturación
on sales)
TURNOVER Facturación / Activos
EVA
BDI-(Coste Cap*Fondos Propios)

WACC WD*KD*(1-T)+WE*KE


Metrics


Marketing Strategy Planning Process
Narrowing down to focused strategy with quantitative and qualitative screening criteria

Customers
Needs and other
Segmenting
Dimensions
Targeting &
S. Segmentati
on
Company
Mission, Objectives, W.
& Resources O.
T. Positioning
&
Competitors
Current & Differentiatio
n
Prospective

External Market Environment
Technology, Political & Legal, Social & Cultural, Economic

21/10/2009


Strategic fit


DOING THE RIGHT THING
(EFFECTIVENESS)

AND/OR

DOING THE THING RIGHT
(EFFICIENCY)


Strategic External
Environment
The Strategic
Inputs
Strategic Intent
Strategic Mission
Management
Internal Process
Environment

Strategy Formulation Strategy Implementation

Business-Level Competitive Corporate-Level Corporate Structure
Strategic
Actions

Strategy Dynamics Strategy Governance & Control

Acquisitions & Global Cooperative Strategic Entrepreneurship
Restructuring Strategy Strategies Leadership & Innovation
Outcomes
Strategic

Strategic
Competitiveness
Above Average
Feedback
Returns


think outside-of-the box


Innovation

business model innovation
product & service innovation
process innovation
technology innovation


business model innovation


product & service
innovation


process innovation


technology innovation


Learn!

personalization

New stakeholders

Customers

Customers
Customers
Government, Regulators, Environmentalists
Partners, Suppliers, Financiers, Trade Unions
Employees, Shareholders, Internet (Karma)
Customers
Customers


Getting stakeholders trust


Transparency GLOBAL ECONOMY


Products custom centered


Agenda

a 360º vision

entrepeneurs



Leadership


BRANDson

LEADERS? Antonio Fontanini 174

GLOBAL ENVIRONMENTALISM

WangariMaathai
Kenia, NP 2004

Arundhati Roy

Al Gore

What have in
common?

LEADERS? Antonio Fontanini 176


change is the process by which the future
invades our lives
-> Alvin Toffler

FAILURE AS A LEARNING TOOL

Thomas Watson, IBM story

- A young Manager decidedaninvestmentof
100M$ whichwentwrong;

- He wrote a letterofresignation he
handedto Mr. Watson;

- He askedfor: “Why do youwanttoleave?
Wehavejustinvested 100M$ in
youreducation!”

THE IDEO BUSINESS CASE

FAIL OFTEN TO SUCCEED SOONER

- Innovativeorganization
- Playfulexperimentation
- Todeveloptrulyinnovativeproducts
- Culture aroundprototyping:
rough, rapidandright (3 R`s)
- Enlightenedtrialand error
- Celebratefailure as learningopportunities
(like in 3M)
- Playfulatmospherewith flat hierarchies
and no fear.


Our People are our strategy


There is a story beyond any person


Imagine you got your EOI title
Are you going to look for a job?
Do you have a good CV?
Do you have a rich uncle?
Are you in Linkedin?
Are you married with a very rich
buddy?
OR
do you want …


+ 42.000 videosfrom201countries

4,5 millionpeoplevoted

Theygenerated6.000news

Worldwide Media coverageof80 million
USD


DOING WELL
BY
DOING GOOD

PLAYING FOR CHANGE

ConnecttheHumanitythrough music by
providingresourcestomusiciansandtheircommunitiesallaroundthe
World.
Theymake film series
andsongstopromotetheirmessageandfoundation,
thankstoitsuniquenessand universal values.

-Theytakesomething universal andattractive: The Music. -
Theyasktheirend-userstoperformwell-knownsongs. -
Theymakeanoutstandingand original productwithit. - They use
viralityand digital media topromoteit. - Theyget a lotoftraffic in
theirwebpage

http://www.playingforchange.com/
http://www.youtube.com/watch?v=YC-LBpqa9EY


Unlearn


ERIC SCHMIDT, GOOGLE CEO AT CARNEGIE MELLON
MAY 17TH, 2009 112TH COMMENCEMENT CEREMONY

"Wegotournewsfromnewspapers,
yourgenerationgetsitfrom blogs andtweets, andforthoseofyouwhodon‟t
know, that‟snotwhatyouhear in zoos".

“Wethought „friend‟ is a noun, youthinkit‟s a verb.”

“Youcannot plan innovation. Youcannot plan invention.
Allyou can do istryveryhardto be at theright place and be ready"

“How shouldyoubehave? Well, do things in a group. Don‟t do things by
yourself. Groups are stronger, groups are faster. Noneofusis as smart as
allofus.”

“You‟llfindtodayisthe best chance youhavetostartbeingunreasonable,
todemandexcellence, to drive change, tomakeeverythinghappen.”


antonio.fontanini@gmail.com


THANKS
Images, slides, Inspiration, etc.
Flickr, Youtube
Slideshare.net
Blog de Enrique Dans
Manuel Alonso Coto “BlendedMktg”
IE Blog multimedia
Blog de Seth Godin
Techcrunch


¿ANY QUESTION?

A Learning experience in the Imagination Society

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A Learning experience in the Imagination Society