1. Innovation Sales Deck
“A person who walks in another man’s track leaves no footprint”

2. Agenda
1. The importance of innovation to your organization
2. Helping you to boost your innovation capabilities
3. Why The House of Marketing?
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3. Innovation remains a major challenge for Belgian
marketers in 2012
4 out of 10 marketers indicate innovation as a Top challenge for 2012
What are your main challenges for 2012?
Making products and services more relevant for customers 45.0%
Creating a dialogue with customers 41.1%
Innovating to create new markets and get the attention of
customers 38.2%
Do more with less due to budget constraints 37.7%
Differentiating from competition 37.0%
Proving the added value of the marketing efforts (ROI) 29.3%
Better integrating online and offline communication 28.2%
Improve your customer insights through the use of data 28.0%
Tightening the collaboration with other departments 12.3%
Other 3.2%
N = 436 % indicating this challenge as one of their top 3 challenges
Source: 2012 Yearly Marketing Survey performed by The House of Marketing
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4. Some industry leaders confirming the importance of
innovation to your company’s success
“If I had asked people what they wanted,
they would have said faster horses.”
“Innovation is not the product of logical
thought, although the result is tied to logical
structure.”
Henry Ford
“Innovation distinguishes between a
leader and a follower.” Albert
Einstein
“Innovation is the central issue in economic prosperity”
Steve Jobs
Michael
Porter
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5. Few companies sustain their competitive edge as they
lack innovation capabilities
Most companies aspire sustainable and But find it hard to keep their competitive
profitable growth edge over competition
In order to maximize shareholder value and No less than 37 NASDAQ100 companies from
create sustainable and profitable December 2007 are no longer listed in the
growth, companies aspire to NASDAQ100 index.
• Increase their market share; This means that 37% of leading companies cannot
• Increase the customer lifetime; sustain their competitive position for more than 5
• Increase their share of wallet of a customer. years
Lifetime
• Undetected changes in market dynamics
• Failure to recognize emerging trends
• Complacant attitude after a disruptive innovation
• Slow translation of insights in innovations
• Lack of proper screening of innovative ideas
Lifetime
Value
Profitability
Number of customers
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6. While companies who embrace innovation outperform
their competitors in the long run
Customer centric innovation requires
you to ‘think consumer’
• Customer centric innovation requires the same
activities to be performed by your marketing
department
• Identifying latent customer needs
• Understanding the potential impact of
emerging trends
• Scanning of technological evolutions
• …
• True innovative companies are capable to
translate these findings in relevant innovations
to the consumer
• This requires state-of-the art customer insights
and understanding of market dynamics
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7. Yet despite the importance of innovation, it is often only
considered after a market disruption
• new players enter the market who
Bargaining
power of change the „rules of the game‟
customers
• low margins put a burden on the
Competitive
required investments in future
Bargaining Threat of
power of rivalry substitute growth
suppliers within an products
industry
• there is a lack of growth
perspectives in the existing
Threat of
Bargaining product/market portfolio
new
power of new
entrants
entrants
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8. A lot of companies face difficulties in effectively
managing their innovation efforts
Frequently encountered innovation deficiencies
Lack of customer insights and Slow or inefficient innovation
market understanding processes
• The pace is determined by looking at • Many new ideas, but few new
competitors businesses
• Focus of innovation is limited to • Caught in a trade-off between speed
product specifications and new and quality, leading to miss innovation
Symptoms of services windows
underdeveloped
innovation • innovation is regarded as applying a • Inappropriate evaluation resulting in
new technology killing many ideas too early
capabilities
• organizations are caught in a trade-off • Slow innovation process due to
between speed and quality, leading unclear attribution of roles &
to miss innovation windows responsibilities
• Product/service innovations irrelevant
to consumers after launch
1 2 3
THoM’s answer to Voice of the
5 lenses (Re-)defintion of your innovation
overcome your customer
methodology roadmap
challenges analysis
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9. So what’s in it for you???
“For every year that we’ve tracked the most innovative
companies, they have outperformed their regional
peers in the stock market somewhere north of 200
basis points year after year.”
Source: Bloomberg BusinessWeek/Boston Consulting Group 2010
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10. Agenda
1. The importance of innovation to your organization
2. Helping you to boost your innovation capabilities
3. Why The House of Marketing?
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11. Our current innovation offering
1 2
(Re-)definition of your roadmapping
Voice of the customer analysis
process
Gain Customer Insights Improving innovation capabilities & increasing succes rate
• Identify current and future needs and satisfaction of product/service introductions
Objectives
drivers, especially unmet needs. Understand value and • Shortening the innovation cycle
pain points of current offering • Improving integration of market needs in innovation
• Identify the target / ideal customer profile and quantify processes
Willingness To Pay (WTP) • Ensuring alignment of innovation resources with business
objectives
VOC through qualitative research Defining roles & responsibilities :
• Understand current & future customer needs and • Interviews documenting all tasks
satisfaction drivers, especially unmet needs • Training with all stakeholders to consolidate all tasks
• Identify key and non key product features & benefits • List all day-to-day operations (RACI)
• Understand value of current offering • Refreshment workshop
Activities
• Identify the target / ideal customer profile • Established „good‟ practice time spending on day-to-
• Calculate expected value and growth of the new day PM tasks
offerings Developing the optimized processes in a 4 step approach
• Analyze AS-IS (desk research & int.)
• Workshops to describe the AS-IS & identify improvement
area‟s
• Workshops defining & validating TO-BE processes
• Clear understanding of value to the customer • Documented custom and optimized roadmap process
• Shortlist of consumer driven innovations • Clear RACI attribution
Benefits
• Supporting templates & documents
• Improved customer orientation
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12. Agenda
1. The importance of innovation to your organization
2. Helping you to boost your innovation capabilities
a. Voice of the Customer Analysis
b. 5 lenses methodology
c. (Re-)defining your roadmap process
3. Why The House of Marketing?
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13. A Voice of the Customer analysis is a tool that boosts your
innovation funnel with new projects
Without innovation your competitive edge is Idea gathering is the first step of every
eroded by constant competitive pressure innovation funnel
Focus of Voice of Customer analysis
Idea gathering
Competitive
advantage
Concept
development
Time since market launch Product / Service
development
Product Competitive Innovative
competitive edge pressure capability G2M
Post
launch
A Voice of the Customer analysis is aimed at boosting your innovation funnel
sufficiently to generate value adding innovations that allow you to counter
commoditizing market dynamics
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14. The VoC methodology should boost your innovation
funnel with viable NPD projects
1 2 3
Preparation & Set-up Voice of the Customer Analysis
Agreeing on scope & objectives Performing VOC Analysis
• Workshop/meeting to define Product- • Execution of in-depth interviews • Desk-research complementing the
Market Combinations (PMC) and scope • Fine-tuning of sample composition ifo customer insights generated by VOC
maturity of the generated findings • In-depth analysis of the interviews
Preparation of interview guides • Workshop with your marketing team to
• Understanding your business and Intermediate reporting & discussion sanity check main findings
customers through desk research and • Detailed documentation of all interviews
internal interviews • Workshops: debriefing of interviews on Reporting and recommendations
• Drafting interview guides in function of regular intervals to maximize in-depth • Detailed report providing deep insight in
your business question understanding of customer feedback the value drivers and latent customer
• Initial testing of the interview guides • Adapt interview guides and/or sample to needs
• Intermediary of the interview guides test the first VOC findings • Recommendations
Planning of interviews
• Internal communication in your M&S
department and obtain buy-in for
interviews
• Validation of contact list, sample size and
composition
2 weeks 3 weeks 1 week
• Agreement on scope and objectives • All interviews performed
• Validated interview guide per PMC • Completed debriefing document per
• Interview scheduling in-depth interview
• Documented initial VOC findings
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15. A typical qualitative Voice of the Customer analysis
requires 6 weeks
Week
Key Activities Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Phase 1: Preparation
• Briefing on projects by PM
• Project scope & timing
validation
• Prepare and finalize int. guides
• Delivery of qualified contact list
• Conduct desk/internal analysis
Phase 2: External analysis
• Plan interviews
• Conduct external interviews
Phase 3: Analysis
• Interview output analysis and
preparation of report
Final
report
Key Meetings Status Status Status
Status
Kick-Off Meeting Meeting Meeting
Meeting
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16. VOC Sample output
The interview guides will help to capture
needs and drivers from a qualitative perspective
Introduction & Purchasing process &
Needs identification Interview conclusion
icebrakers Competition
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17. VOC Sample output
Key insights will be reported through a grid format allowing
for actionable follow-through
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18. VOC Sample output
Customer profiling and needs assessment allows
prioritization, segmentation & focus of NPD efforts
Customer profiling and needs assessment Prioritisation of NPD efforts
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19. Agenda
1. The importance of innovation to your organization
2. Helping you to boost your innovation capabilities
a. Voice of the Customer Analysis
b. 5 lenses methodology
c. (Re-)defining your roadmap process
3. Why The House of Marketing?
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20. Agenda
1. The importance of innovation to your organization
2. Helping you to boost your innovation capabilities
a. Voice of the Customer Analysis
b. 5 lenses methodology
c. (Re-)defining your roadmap process
3. Why The House of Marketing?
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21. Our process to reshape your roadmapping process
1 2 3 4
Workshops to define Align process with Workshop to validate &
Prepare “Roadmap
the AS-IS & TO-BE EREA, individual stakeholders implement the
workshop”
STEPS
“Roadmap Process” & document processes Roadmap process
• Collect all existing Workshop to align with all • Align defined TO-BE process with • Present final roadmap
information concerning involved parties on the EREA business line to verify process to involved
the Roadmap process • AS-IS roadmap process feasibility of defined process & stakeholders with defined
• Perform focused F2F • Define TO-BE process templates templates, timelines, roles
expert interviews to get • Perform conference call with & tasks
• Input/output
TASKS
input for workshop templates sales country mgrs & Senior PM‟s • Incorporate final
• Desk research & analysis to discuss defined to-be feedback into the
• Timelines templates
to incorporate customer documentation
• Roles & Tasks • Discuss defined to-be templates
dimension • Prepare & deliver process
• Refine defined TO-BE with involved stakeholders: 3 results to MT
• Document AS-IS &
process steps after sessions: PM/R&D/Sales
proposals for TO-BE • Organize implementation
workshop • Fine-tune documented defined
process as input for kick (WS)
off WS TO-BE process
TIME
4 weeks 1-3 days 1 week 2 weeks
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22. The workshops will focus on reshaping your roadmap
process by concentrating on 4 steps
1 2
FOCUS ON THE AS-IS ROADMAP PROCESSES IDENTIFY
STRENGHTS/WEAKNESSES
4 3
DESCRIBE TO-BE ROADMAP DESCRIBE IMPROVEMENTS
PROCESSES
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23. Evaluation of your current roadmapping process
RACI analysis documenting roles & RACI analysis documenting roles &
responsibilities of all internal stakeholders responsibilities of all internal stakeholders
Strengths
Strengths Weaknesses
Weaknesses
Strengths Weaknesses
• Alignment on roles and responsibilities • Identify missing activities
• Identify missing links • Identify strengths & weaknesses of AS-IS process
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24. The evaluation of the AS-IS roadmap process will be input
to streamline the process
Evaluation AS-IS roadmap process Optimized roadmap process
• Identify missing activities
• Identify strengths & weaknesses of AS-IS process
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25. We will agree on an implementation plan that will close the
gap after validation of the TO-BE process
Validation of TO-BE process Implementation plan
• Agree on implementation deadline
• Overview of all necessary change mgt actions
• Identify process owners per action
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26. Agenda
1. The importance of innovation to your organization
2. Helping you to boost your innovation capabilities
3. Why The House of Marketing?
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27. What makes The House of Marketing different?
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28. 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.
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29. … 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 marketers
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30. 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
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31. …. 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 master
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32. 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
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33. 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.
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34. How do we work?
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35. 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, mobile
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36. … 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 challenges
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37. 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 results
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38. We deliver tangible value by bridging the knowing
doing gap…
Strategic excellence
Operational pragmatism
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