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How to build a marketing plan 2015

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A different view on how to build a Marketing plan in a more volatile and chaotic period based on the experience as CMO and Academic Director.

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How to build a marketing plan 2015

  1. 1. ADVANCED MASTER IN INNOVATION AND MANAGEMENT - STRATEGIC MARKETING- © Prof. L. Bouty 2015 1 STRATEGIC MARKETING Advance Master in Innovation and Management 
 Professor Laurent Bouty Brussels, 2015 © JEN COLLINS @ Flickr v1.1 This document is work in progress and I am waiting to improve it based on your feedbacks
  2. 2. LAURENT BOUTY © 2015 2 WHO IS BUILDING THE PLAN?
  3. 3. LAURENT BOUTY © 2015 3 CMO a strange specie today
  4. 4. LAURENT BOUTY © 2015 4 SOPHISTICATED STRATEGIST ENTREPRENEURIAL TRAILBLAZER VS.
  5. 5. LAURENT BOUTY © 2015 5 BUSINESS LEADER MARKETING GURU VS.
  6. 6. LAURENT BOUTY © 2015 6 SECTOR SPECIALIST VERSATILE PARTNER VS.
  7. 7. LAURENT BOUTY © 2015 7 INNOVATION CHAMPION VS. SHOPPER EXPERT
  8. 8. LAURENT BOUTY © 2015 8 DIGITAL EXPERT VS. MARKETING TRADITIONALIST
  9. 9. LAURENT BOUTY © 2015 9 MARKETING PLANNING IS A COMBINATION OF ART & SCIENCE
  10. 10. LAURENT BOUTY © 2015 10
  11. 11. LAURENT BOUTY © 2015 11 MARKETING PLANNING IS A DISCIPLINE
  12. 12. LAURENT BOUTY © 2015 12 Intended Strategy Deliberate StrategyUnrealized Strategy Realized Strategy Strategy is a plan: they are made in advance of the actions to which they apply and they are developed consciously and purposefully Em ergentStrategy Source: Mintzberg H., The strategy concept I: Five Ps for Strategy, California Management Review 1987 Strategy is a pattern: the successful approaches merge into a pattern of action that becomes our strategy. DIFFERENT APPROACHES FOR BUILDING A STRATEGY
  13. 13. LAURENT BOUTY © 2015 13 TODAY, WE ARE IN A VUCA WORLD VUCA: Volatile, Uncertain, Complex and Ambiguous
  14. 14. LAURENT BOUTY © 2015 14 WE ARE IN A NEW ERA
  15. 15. LAURENT BOUTY © 2015 15 STRATEGIC PROCESS HAS BEEN SIMPLIFIED
  16. 16. LAURENT BOUTY © 2015 16 DESIGN PROCESS IS NOW USED IN BUSINESS SCHOOL
  17. 17. LAURENT BOUTY © 2015 17 TODAY, WE SHOULD BE LEAN & AGILE
  18. 18. LAURENT BOUTY © 2015 18 WHY DO YOU NEED A PLAN?
  19. 19. ADVANCED MASTER IN INNOVATION AND MANAGEMENT - STRATEGIC MARKETING- © Prof. L. Bouty 2015 REMEMBER… 19
  20. 20. LAURENT BOUTY © 2015 20
  21. 21. LAURENT BOUTY © 2015 21 Money MONEY!
  22. 22. LAURENT BOUTY © 2015 22 MARKETING IS A DEDICATED MIX OF ART AND SCIENCE BUT THE ULTIMATE FOCUS MUST ALWAYS BE THE BUSINESS CMO.com (http://www.cmo.com/articles/2011/6/14/10-great-expectations-what-ceos-want-from-their-cmos.html)
  23. 23. LAURENT BOUTY © 2015 23 MAIN ASSUMPTION OF THE METHODOLOGY THE MARKETING PLANNING EXERCISE SHOULD START FROM THE MAIN REASON WE DO IT: DELIVERING THE FINANCIAL OBJECTIVES THUS ALL ELEMENTS OF THIS STRATEGIC PROCESS SHOULD BE STRONGLY LINKED WITH THESE FINANCIAL OBJECTIVES.
  24. 24. LAURENT BOUTY © 2015 24 FINANCIAL OBJECTIVES THE FINANCIAL OBJECTIVES ARE DETAILED IN THE P&L: REVENUE COGS OPEX EBITDA CAPEX FCF
  25. 25. LAURENT BOUTY © 2015 25 THE PROCESS STEP 1 - START FROM COMPANY FINANCIAL OBJECTIVES TOPICS ACTIONS Group/Company objectives (Constraints) Revenue, Gross Margin, OPEX (People, Marketing budget, …), EBITDA, CAPEX, FCF Current Situation (The Game) WHO (Brand) WHAT (Value Proposition + Price) WHERE (Channels) HOW (Cx, Conversations, Advocacy) FOR (Financial Equation) Find Growth (Investigation) What are the Brakes and Accelerators for growing users, transactions and/or Prices? Define Options (Scenarios) Option 1 - Generate Growth with the current situation Continue As-Is Option 2 - Generate Growth through improvement of current situation (improve the game) Improve VP, Price, Channels, Brand, Cx, Conversation Option 3 - Generate Growth through extension of current situation (extend the game) Extend VP, Price, Channels, Brand, Cx, Conversation Option 4 - Generate Growth through innovation (change the game) Innovate VP, Price, Channels, Brand, Cx, Conversation Build Roadmap Consolidate actions identified in Options in a consistent roadmap: GET (New Revenue), KEEP (Existing Revenue), USE (New Transactions)
  26. 26. LAURENT BOUTY © 2015 26 THE PROCESS STEP 1 - START FROM COMPANY FINANCIAL OBJECTIVES When you build your Marketing Plan, You need to know what you are expected to deliver at the end.
  27. 27. LAURENT BOUTY © 2015 27 HOW TO PLAY THE GAME?
  28. 28. LAURENT BOUTY © 2015 28 How do you make the link between Company Objectives and Marketing Initiatives? QUESTION
  29. 29. LAURENT BOUTY © 2015 29 PROFIT = PRICE - COST SHAREHOLDER VALUE CREATION IS ABOUT THE FUNDAMENTAL EQUATION
  30. 30. LAURENT BOUTY © 2015 30 STEP 1 - CONSTRAINTS & OBJECTIVES UNDERSTAND WHERE YOU PLAY AND YOUR OBJECTIVES PRICE - COST = Profit Substitutes Threat of entry Buyer power -- Supplier power Rivalry - -+-
  31. 31. LAURENT BOUTY © 2015 31 Good Marketing Analysis ties the details of strategy to the financial implications Source: Barwise, P., Marsh, P., & Wensley, R. (1989). Must finance and strategy clash. Harvard Business Review, (September-October), 85.
  32. 32. LAURENT BOUTY © 2015 32 YOU NEED AN EQUATION!!
  33. 33. LAURENT BOUTY © 2015 33 !"# = % &'"!×)!*+'*,)-.+×/!-," AVG PRICE PER TRANSACTION # TRANSACTION PER YEAR PER CUSTOMER # CUSTOMERS (or Users) MY PROPOSAL
  34. 34. LAURENT BOUTY © 2015 34 MY PROPOSAL Revenue Y0 U0,T0,P0 Users Transactions Price Revenue Y1 U1,T1,P1 Incremental revenue due to user increase ∆UxT0xP0 Incremental revenue due to transaction increase U0x∆TxP0 Incremental revenue due to price increase U0xT0x∆P Assumption: Second degree factors are considered not relevant
  35. 35. LAURENT BOUTY © 2015 35 SO
  36. 36. LAURENT BOUTY © 2015 36 Marketers are focused on being the GROWTH engine for the firm source: Forbes CEO/CMO dilemma
  37. 37. LAURENT BOUTY © 2015 37 MORE USERS
  38. 38. LAURENT BOUTY © 2015 38 USERS ARE IMPACTED BY DIFFERENT FACTORS QUESTION TO ASK: How is the evolution of our Customer Base? Flat, (Rapid) Growth, (Rapid) Decrease How can we get more users? How can we loose less users?
  39. 39. LAURENT BOUTY © 2015 39 MORE TRANSACTIONS
  40. 40. LAURENT BOUTY © 2015 40 TRANSACTIONS ARE IMPACTED BY DIFFERENT FACTORS UP-SELL CROSS-SELL ELASTICITY
  41. 41. LAURENT BOUTY © 2015 41 HIGHER PRICES
  42. 42. LAURENT BOUTY © 2015 42 504 BRAND VALUATION Price Without a strong brand Volume premium Price premium Volume With a strong brand Figure 18.1 What is ‘brand equity’? PRICES ARE IMPACTED BY DIFFERENT FACTORS OPTIONS Be Honest, Thank you Customers, Explain Your Costs, Add Features, Give a Lower- Priced Option, Over-Delivered First, Add More Value, Raide Prices for Reasons Other Than Profitability, Explain But Don’t Apologise, Inform Your Customers
  43. 43. LAURENT BOUTY © 2015 43 BUT THE BUDGET IS NOT UNLIMITED!
  44. 44. LAURENT BOUTY © 2015 44 !"#$%& = ( )*!+×$+&-*&.$#/-×0+#.!1 − ./3*1 − /0!4 SO! MAXIMIZEMore Users, More Transaction, Higher (Margin on) Price MINIMIZEAutomation, Purchasing power, Channel efficiency, Acquisition cost, Retention cost
  45. 45. LAURENT BOUTY © 2015 45 HOW TO MAXIMIZE THE EQUATION?
  46. 46. LAURENT BOUTY © 2015 46 You (BRAND) ARE PROPOSING Something (VP) At a (PRICE) To Someone (PERSONA)
  47. 47. LAURENT BOUTY © 2015 47 You (BRAND) ARE INTERACTING Across (TOUCHPOINTS) And having (CONVERSATIONS) With Someone (PERSONA)
  48. 48. LAURENT BOUTY © 2015 48 YOU MARKETING NEEDS FOUNDATION BRAND VALUE PROPOSITION PRICE
  49. 49. LAURENT BOUTY © 2015 49 YOU MARKETING NEEDS INTERACTIONS TOUCH- POINTS CONVER- SATIONS BRAND
  50. 50. LAURENT BOUTY © 2015 50 THE PROCESS STEP 2 - WHAT IS THE CURRENT SITUATION? TOPICS ACTIONS Group/Company objectives (Constraints) Revenue, Gross Margin, OPEX (People, Marketing budget, …), EBITDA, CAPEX, FCF Current Situation (The Game) WHO (Brand) WHAT (Value Proposition + Price) WHERE (Touchpoints) HOW (Cx, Conversations, Advocacy) FOR (Financial Equation) Find Growth (Investigation) What are the Brakes and Accelerators for growing users, transactions and/or Prices? Define Options (Scenarios) Option 1 - Generate Growth with the current situation Continue As-Is Option 2 - Generate Growth through improvement of current situation (improve the game) Improve VP, Price, Channels, Brand, Cx, Conversation Option 3 - Generate Growth through extension of current situation (extend the game) Extend VP, Price, Channels, Brand, Cx, Conversation Option 4 - Generate Growth through innovation (change the game) Innovate VP, Price, Channels, Brand, Cx, Conversation Build Roadmap Consolidate actions identified in Options in a consistent roadmap: GET (New Revenue), KEEP (Existing Revenue), USE (New Transactions)
  51. 51. LAURENT BOUTY © 2015 51 SO THE GAME IS ?
  52. 52. LAURENT BOUTY © 2015 52 WHO (Brand) WHAT (Value Proposition + Prices) WHERE (Touchpoints) HOW (Cx, Conversations, Advocacy) FOR (Financial Equation)
  53. 53. LAURENT BOUTY © 2015 53 BRAND TOUCH- POINTS DESIGN PAID EARNED OWNED SHARED PRODUCTS & SERVICES GAIN CREATORS FOUNDATIONSINTERACTIONS DESIGN CONVER- SATIONS VALUE PROPOSITION PRICES PAIN RELIEVERS PRICING MECHANISMS COST STRUCTURES MOMENT OF TRUTH OMNICHANNEL MICRO-MOMENTS EXPERIENCES PERSONAS GROWTH HACKING RETENTION REVENUESOPEX, CAPEX
  54. 54. LAURENT BOUTY © 2015 54 YOU NEED SOME MODELS
  55. 55. LAURENT BOUTY © 2015 55 YOU MARKETING NEEDS FOUNDATION BRAND VALUE PROPOSITION PRICE
  56. 56. LAURENT BOUTY © 2015 56
  57. 57. LAURENT BOUTY © 2015 57 “New exciting ideas and perspectives on brand building are offered that have been absent from our literature.” Philip Kotler, S C Johnson & Sons Distinguished Professor of International Marketing, Northwestern University, Kellogg School of Management, USA “Kapferer continues to be on the leading edge.” Earl N Powell, President, Design Management Institute, Boston, USA “Managing a brand without reading this book is like driving a car without your license.” Haesun Lee, Senior Vice President of Marketing,AMOREPACIFIC Co, Korea “The best book on brands!” Design Magazine “One of the definitive resources on branding for marketing professionals worldwide.” The Economic Times, India “One of the best books on brand management. Kapferer is thought-provoking and always able to create new insights on various brand-related topics.” Rik Riezebos, CEO Brand Capital and director of the European Institute for Brand Management Adopted by leading international business schools, MBA programmes and marketing practitioners alike, The New Strategic Brand Management is simply the reference source for senior strategists, positioning professionals and postgraduate students. Over the years it has not only established a reputation as one of the leading works on brand strategy but has also become synonymous with the topic itself. This new edition builds on its impressive reputation and keeps the book at the forefront of strategic brand thinking. Revealing and explaining the latest models used by companies worldwide, author Jean-Noël Kapferer covers all the leading issues faced by brand strategists today, supported by an array of international case studies.With both gravitas and intelligent insight, this book reveals new thinking on crucial topics including: Moving beyond marketing, The New Strategic Brand Management addresses the bigger picture, integrating other components such as business models, HR and finance into brand building. It analyses the specifics of brands in B2B, services, distribution, the internet and the luxury sector. It extends the brand concept to celebrities, universities, towns and nations. Jean-Noël Kapferer is one of the very few worldwide experts on brands. His book stands out from others with its unique insights, its style of exhaustive analysis and its original perspectives, stemming from his strategic vision, and his international background and experience. A professor of marketing strategy at HEC Paris, he holds a PhD from Northwestern University (USA) and is an active consultant to many European, US and Asian corporations. He also gives executive seminars in the US, China, Japan, Korea and India. He is the author of six books on branding, advertising and communication, including Reinventing the Brand, also published by Kogan Page.You can contact him at www.kapferer.com. • growth in saturated markets; • decommoditisation; • innovation in emerging markets; • brand rejuvenation and turn around; • managing brand consistency and diversity; • positioning private labels and store brands; • globalisation and market adaptation; • co-branding strategies; • internal branding and corporate branding; • financial evaluation of brands. Kogan Page 120 Pentonville Road London N1 9JN United Kingdom www.kogan-page.co.uk Kogan Page US 525 South 4th Street, #241 Philadelphia PA 19147 USA £35.00 US $70.00 Branding / Business and management THE NEW STRATEGIC BRAND MANAGEMENT Creating and sustaining brand equity long term “New exciting ideas and perspectives on brand building!” Philip Kotler J N KAPFERER KAPFERER THENEWSTRATEGIC BRANDMANAGEMENT 4TH EDITION 4TH EDITION ISBN: 978-0-7494-5085-4 new_strategic_brand_aw:Layout 1 6/12/07 16:25 Page 1
  58. 58. LAURENT BOUTY © 2015 58
  59. 59. LAURENT BOUTY © 2015 59 PERSONAS, VP, BRAND AND PRICING BRAND VP The Value Proposition Canvas Customer (Segment) Profile: copyright: Strategyzer AG The makers of Business Model Generation and Strategyzer strategyzer.com Pains Gains Customer Job(s) copyright: Strategyzer AG The makers of Business Model Generation and Strategyzer strategyzer.com The Value Proposition Canvas Gain Creators Pain Relievers Products & Services Value (Proposition) Map: appearance is important but it is not all. Nevertheless, the first step in developing a brand is to define its physical aspect: What is it concretely? What does it do? What does it look like? The physical facet also comprises the brand’s prototype: the flagship product that is representative of the brand’s qualities. That is why the small round bottle is so important each time Orangina is launched in a new country. The bottle used today is the same as it has always been. From the beginning, it has served to position Orangina, thanks to its unique shape and to the orange pulp that we can actually see. Only later was it marketed in standard family-size PET bottles and in cans. In this respect, it is also quite signif- icant that there used to be a picture of the famous Coca-Cola bottle on all Coke cans. It is true that modern packaging tends to standardise brands, making them all clones of one another. Thus, in using the image of its traditional bottle, Coca-Cola aims to remind us of its roots. There are several delicate issues regarding Coke’s physical facet. For example, is the dark colour part of its identity? It is certainly a key contributor to the mystery of the brand. If it belongs to the brand’s kernel, key identity traits, then there could never be any such thing as colourless Crystal Coke, even though there is such a thing as Crystal Pepsi. Likewise, would grapefruit Orangina in the classic round bottle be possible? Many brands have problems with their physical facet because their functional added value is weak. Even an image-based brand must deliver material benefits. Brands are two-legged value-adding systems. 2. A brand has a personality. By communi- cating, it gradually builds up character. The way in which it speaks of its products or services shows what kind of person it would be if it were human. ‘Brand personality’ has been the main focus of brand advertising since 1970. BRAND IDENTITY AND POSITIONING 183 PICTURE OF SENDER PICTURE OF RECIPIENT Relationship Culture Reflection Physique Personality Self-image EXTERNALISATION INTERNALISATION gure 7.4 Brand identity prism FIT PERSONASFOUNDATIONS
  60. 60. LAURENT BOUTY © 2015 60 YOU MARKETING NEEDS INTERACTIONS TOUCH- POINTS CONVER- SATIONS BRAND
  61. 61. LAURENT BOUTY © 2015 61 CHANNELS BECOME EXPERIENCES (CX) COMMUNICATION BECOMES CONVERSATION (POSE) POE stands for Paid, Owned and Earned ExperiencingPre-Arrival Post-Check Out PLANNING BOOKING TRAVELING CHECK IN DINING GAMING SHOPPING ENTERTAINMENT RELAXING IN ROOM CHECK OUT TRAVELING SHARING PLANNING EXCITEMENT SURPRISE EMPOWERED OVERWHELMING FRUSTRATION INTENSITY
  62. 62. LAURENT BOUTY © 2015 62 Touch points copyright: Strategyzer AG The makers of Business Model Generation and Strategyzer strategyzer.com Pains Gains Customer Job(s) Brand Experience Channels Conversations Pains, Gains, Jobs Alternatives (Competition, Substitution) Brand Proposition (Externalisation, Internalisation) Service Level Agreement vs Competition Doing, Thinking, Feeling On-line, Off-line Static, Mobile Direct & Indirect Human, Automated Paid, Owned, Earned, Shared Stories Von Restorff effect Advocacies
  63. 63. LAURENT BOUTY © 2015 63 @ia The New Consumer Decision Journey via Google ZMOT 2012
  64. 64. LAURENT BOUTY © 2015 64
  65. 65. LAURENT BOUTY © 2015 65 morville@semanticstudios.com 60
  66. 66. LAURENT BOUTY © 2015 66
  67. 67. LAURENT BOUTY © 2015 67
  68. 68. LAURENT BOUTY © 2015 68
  69. 69. LAURENT BOUTY © 2015 69 QUESTION Can I deliver growth with the current situation?
  70. 70. LAURENT BOUTY © 2015 70 STEP 3 - INVESTIGATION UNDERSTAND CONTRIBUTION OF EACH ELEMENTS REV USER TRANSACTION REV/TRANS. BRAND VP PRICE CHANNELS CONVERSATION FOUNDATIONS INTERACTIONS { { Accelerators Brakes
  71. 71. LAURENT BOUTY © 2015 71 STEP 3 - SCENARIOS FOUNDATIONS WHAT SHOULD BE CHANGED IN THE FOUNDATIONS? BRAND VP The Value Proposition Canvas Customer (Segment) Profile: copyright: Strategyzer AG The makers of Business Model Generation and Strategyzer strategyzer.com Pains Gains Customer Job(s) copyright: Strategyzer AG The makers of Business Model Generation and Strategyzer strategyzer.com The Value Proposition Canvas Gain Creators Pain Relievers Products & Services Value (Proposition) Map: appearance is important but it is not all. Nevertheless, the first step in developing a brand is to define its physical aspect: What is it concretely? What does it do? What does it look like? The physical facet also comprises the brand’s prototype: the flagship product that is representative of the brand’s qualities. That is why the small round bottle is so important each time Orangina is launched in a new country. The bottle used today is the same as it has always been. From the beginning, it has served to position Orangina, thanks to its unique shape and to the orange pulp that we can actually see. Only later was it marketed in standard family-size PET bottles and in cans. In this respect, it is also quite signif- icant that there used to be a picture of the famous Coca-Cola bottle on all Coke cans. It is true that modern packaging tends to standardise brands, making them all clones of one another. Thus, in using the image of its traditional bottle, Coca-Cola aims to remind us of its roots. There are several delicate issues regarding Coke’s physical facet. For example, is the dark colour part of its identity? It is certainly a key contributor to the mystery of the brand. If it belongs to the brand’s kernel, key identity traits, then there could never be any such thing as colourless Crystal Coke, even though there is such a thing as Crystal Pepsi. Likewise, would grapefruit Orangina in the classic round bottle be possible? Many brands have problems with their physical facet because their functional added value is weak. Even an image-based brand must deliver material benefits. Brands are two-legged value-adding systems. 2. A brand has a personality. By communi- cating, it gradually builds up character. The way in which it speaks of its products or services shows what kind of person it would be if it were human. ‘Brand personality’ has been the main focus of brand advertising since 1970. BRAND IDENTITY AND POSITIONING 183 PICTURE OF SENDER PICTURE OF RECIPIENT Relationship Culture Reflection Physique Personality Self-image EXTERNALISATION INTERNALISATION gure 7.4 Brand identity prism 1. OBSERVATION OF PERSONAS 2. FIT BETWEEN PERSONAS AND FOUNDATIONS 3. CONSISTENCY BETWEEN ELEMENTS 4. SIMPLICITY (Ockham’s razor) 5. MAXIMIZATION OF FINANCIAL EQUATION (U,T, P) FIT PERSONASFOUNDATIONS External environment is a constraint
  72. 72. LAURENT BOUTY © 2015 72 STEP 4 - SCENARIOS AMPLIFICATIONS WHAT SHOULD BE CHANGED IN THE INTERACTIONS? McKinsey Quarterly 2009 Number 32 and more complicated than the funnel suggests. We call this approach the consumer decision journey. Our thinking is applicable to any geographic market that has different kinds of media, Internet access, and wide product choice, including big cities in emerging markets such as China and India. We developed this approach by examining the purchase decisions of almost 20,000 consumers across five industries and three continents. Our research showed that the proliferation of media and products requires marketers to find new ways to get their brands included in the initial-consideration set that consumers develop as they begin their decision journey. We also found that because of the shift away from one-way communication—from marketers to consumers— Exhibit 1 of 4 Glance: In the traditional funnel metaphor, consumers start with a set of potential brands and methodically reduce that number to make a purchase. Exhibit title: The traditional funnel Awareness Familiarity Consideration Purchase Loyalty Exhibit 1 The traditional funnel ExperiencingPre-Arrival Post-Check Out PLANNING BOOKING TRAVELING CHECK IN DINING GAMING SHOPPING ENTERTAINMENT RELAXING IN ROOM CHECK OUT TRAVELING SHARING PLANNING EXCITEMENT SURPRISE EMPOWERED OVERWHELMING FRUSTRATION INTENSITY 1. JOURNEY MAPPING 2. YOUR BRAND SLA AT EACH TOUCHPOINT 3. CHANNEL EXECUTION AT EACH TOUCHPOINT 4. CONVERSATIONS AT EACH TOUCHPOINTS 5. OMNI-CHANNEL (ALIGNMENT) 6. CONVERSION BETWEEN CHANNELS
  73. 73. LAURENT BOUTY © 2015 73 THE PROCESS STEP 3 - INVESTIGATION TOPICS ACTIONS Group/Company objectives (Constraints) Revenue, Gross Margin, OPEX (People, Marketing budget, …), EBITDA, CAPEX, FCF Current Situation (The Game) WHO (Brand) WHAT (Value Proposition + Price) WHERE (Touchpoints) HOW (Cx, Conversations, Advocacy) FOR (Financial Equation) Find Growth (Investigation) What are the Brakes and Accelerators for growing users, transactions and/or Prices? Define Options (Scenarios) Option 1 - Generate Growth with the current situation Continue As-Is Option 2 - Generate Growth through improvement of current situation (improve the game) Improve VP, Price, Channels, Brand, Cx, Conversation Option 3 - Generate Growth through extension of current situation (extend the game) Extend VP, Price, Channels, Brand, Cx, Conversation Option 4 - Generate Growth through innovation (change the game) Innovate VP, Price, Channels, Brand, Cx, Conversation Build Roadmap Consolidate actions identified in Options in a consistent roadmap: GET (New Revenue), KEEP (Existing Revenue), USE (New Transactions)
  74. 74. LAURENT BOUTY © 2015 74 4 OPTIONS As Is Improve Extend Innovate
  75. 75. LAURENT BOUTY © 2015 75 STEP 3 - OPTIONS FIND GROWTH REV AS IS IMPROVE EXTEND INNOVATE BRAND Reach Objectives with current game Reach Objectives by improving current game Reach Objectives by extending current game Reach Objectives by changing the game VP PRICE CHANNELS CONVERSATION
  76. 76. LAURENT BOUTY © 2015 IMPROVEMENT EXTENSION INNOVATION 76 EXAMPLE
  77. 77. LAURENT BOUTY © 2015 IMPROVEMENT EXTENSION INNOVATION 77 EXAMPLE
  78. 78. LAURENT BOUTY © 2015 78 THE PROCESS STEP 4 - OPTIONS TOPICS ACTIONS Group/Company objectives (Constraints) Revenue, Gross Margin, OPEX (People, Marketing budget, …), EBITDA, CAPEX, FCF Current Situation (The Game) WHO (Brand) WHAT (Value Proposition + Price) WHERE (Touchpoints) HOW (Cx, Conversations, Advocacy) FOR (Financial Equation) Find Growth (Investigation) What are the Brakes and Accelerators for growing users, transactions and/or Prices? Define Options (Scenarios) Option 1 - Generate Growth with the current situation Continue As-Is Option 2 - Generate Growth through improvement of current situation (improve the game) Improve VP, Price, Channels, Brand, Cx, Conversation Option 3 - Generate Growth through extension of current situation (extend the game) Extend VP, Price, Channels, Brand, Cx, Conversation Option 4 - Generate Growth through innovation (change the game) Innovate VP, Price, Channels, Brand, Cx, Conversation Build Roadmap Consolidate actions identified in Options in a consistent roadmap: GET (New Revenue), KEEP (Existing Revenue), USE (New Transactions)
  79. 79. LAURENT BOUTY © 2015 79 BUILD a plan with your actions
  80. 80. LAURENT BOUTY © 2015 Strategies Targets Business Measures Initiatives Continue Strong Growth Increase Sales 500 million by 2008 • Conduct on-line training for every rep (Q1) • Change compensation System (Q3) Description of your strategic choice How this will be measured and tracked Expected performance / Improvement Level What We Will Do to Achieve This Performance / Improvement Level 80 STEP 5 - ROADMAP DEFINE YOUR ROADMAP AND BUDGET
  81. 81. LAURENT BOUTY © 2015 Strategies Targets Business Measures Continue Strong Growth Increase Sales Report Annualised Profits Gain Market share 500 million by 2012 50 million by 2012 33% of Our Market Segment by End of 2012 81 STEP 5 - ROADMAP DEFINE YOUR ROADMAP AND BUDGET
  82. 82. LAURENT BOUTY © 2015 82 THE PROCESS STEP 5 - ROADMAP TOPICS ACTIONS Group/Company objectives (Constraints) Revenue, Gross Margin, OPEX (People, Marketing budget, …), EBITDA, CAPEX, FCF Current Situation (The Game) WHO (Brand) WHAT (Value Proposition + Price) WHERE (Touchpoints) HOW (Cx, Conversations, Advocacy) FOR (Financial Equation) Find Growth (Investigation) What are the Brakes and Accelerators for growing users, transactions and/or Prices? Define Options (Scenarios) Option 1 - Generate Growth with the current situation Continue As-Is Option 2 - Generate Growth through improvement of current situation (improve the game) Improve VP, Price, Channels, Brand, Cx, Conversation Option 3 - Generate Growth through extension of current situation (extend the game) Extend VP, Price, Channels, Brand, Cx, Conversation Option 4 - Generate Growth through innovation (change the game) Innovate VP, Price, Channels, Brand, Cx, Conversation Build Roadmap Consolidate actions identified in Options in a consistent roadmap: GET (New Revenue), KEEP (Existing Revenue), USE (New Transactions)
  83. 83. LAURENT BOUTY © 2015 83 DIGITAL is not a strategy!
  84. 84. LAURENT BOUTY © 2015 84 DIGITAL FOR BUSINESS IS LIKE WATER FOR FISH! YOU CAN’T SURVIVE WITHOUT IT
  85. 85. LAURENT BOUTY © 2015 85 THE PROCESS
  86. 86. LAURENT BOUTY © 2015 86 BRAND TOUCH- POINTS DESIGN PAID EARNED OWNED SHARED PRODUCTS & SERVICES GAIN CREATORS FOUNDATIONSINTERACTIONS DESIGN CONVER- SATIONS VALUE PROPOSITION PRICES PAIN RELIEVERS PRICING MECHANISMS COST STRUCTURES MOMENT OF TRUTH OMNICHANNEL MICRO-MOMENTS EXPERIENCES PERSONAS GROWTH HACKING RETENTION REVENUESOPEX, CAPEX
  87. 87. LAURENT BOUTY © 2015 87 THE PROCESS TOPICS ACTIONS Group/Company objectives (Constraints) Revenue, Gross Margin, OPEX (People, Marketing budget, …), EBITDA, CAPEX, FCF Brand equity Current Situation (The Game) WHO (Brand) WHAT (Value Proposition + Price) WHERE (Channels) HOW (Cx, Conversations, Advocacy) FOR (Financial Equation) Find Growth (Investigation) What are the Brakes and Accelerators for growing users, transactions and/or Prices? Define Options (Scenarios) Option 1 - Generate Growth with the current situation Continue As-Is Option 2 - Generate Growth through improvement of current situation (improve the game) Improve VP, Price, Channels, Brand, Cx, Conversation Option 3 - Generate Growth through extension of current situation (extend the game) Extend VP, Price, Channels, Brand, Cx, Conversation Option 4 - Generate Growth through innovation (change the game) Innovate VP, Price, Channels, Brand, Cx, Conversation Build Roadmap Consolidate actions identified in Options in a consistent roadmap: GET (New Revenue), KEEP (Existing Revenue), USE (New Transactions)
  88. 88. LAURENT BOUTY © 2015 88 AND DON’T FORGET!
  89. 89. LAURENT BOUTY © 2015 89 DO THE BASICS,RIGHT
  90. 90. LAURENT BOUTY © 2015 90 Marketing is my passion. I am Academic Director at Solvay Brussels Schools in Belgium where I teach Strategy and Marketing. I am a CMO veteran. I have managed large teams and budgets in real life (not only academic) where I learned the hard way! I am interested in your views to make this approach better. Join me on: Twitter @lbouty Facebook: Laurent Bouty Email: laurent@bouty.net Blog: www.bouty.net
  91. 91. LAURENT BOUTY © 2015 91

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