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8/12/2019 Marketing 3.0: Values-Driven Marketing
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Marketing 3.0: Values-Driven
Marketing
Philip Kotler
Kuwait
April 03 . 2011
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Two Recent Books by Professor Kotler
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Action-Oriented Knowledge
Session One. How to deal with your companysmajor business challenges and opportunities.
Session Two. How to search for powerful new ideas
and innovate successfully.
Session Three. How to improve your brandingpower.
Session Four. How to develop a superior companyreputation through sustainability-driven thinking.
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Action-Oriented Knowledge
Session One. How to deal with your companysmajor business challenges and opportunities.
Session Two. How to search for powerful new
ideas.
Session Three. How to improve your brandingpower.
Session Four. How to develop a superior companyreputation through sustainability thinking.
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On a scale of 1 to 3 (3 = highest),
How much is this a challenge to your company?
Distrust of business
Globalization
Economic recession and turbulence
Technological advances and disruptions
Environmentalism and climate change
Customer empowerment and the new social media
Political conflict and regulatory changes
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Times Are Bad
CEOs are now playing miniature golf.
Obama met with small businesses - Chrysler, Citigroup and GM, to discuss the
Stimulus Package.
People in Africa are donating money to Americans.
The Mafia is laying off judges.
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An optimist is a person who sees an opportunity in every calamity.
A pessimist is a person who sees a calamity in every opportunity.
Winston Churchill
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Distrust of Business
In a 2009 survey, only 16% of respondents respect the integrity ofbusiness executives. And car salesmen and advertising executiveswere the least admired by the public.
Causes Business scandals: Enron, World Com, Tyco, Madoff, Goldman Sachs
High pay to the few: CEO paid 350 times average workers salary Anti-capitalist forces
Recession and falling behind
Solutions More transparency
Better boards and management Investing in corporate social responsibility
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Is Your Company Going to Fail?
Signs to Watch for
James Collins wrote in How the Mighty Fall: Stage 1. Successful companies get arrogant and think they
can do many things.
Stage 2. They pursue growth too aggressively.
Stage 3. They ignore early warning signs of failure Stage 4. Their failure becomes very public.
Stage 5. If they dont reform, they finally go bankrupt.
Companies are often blind-sighted by their eagernessto build short-term growth and ignore the risks.
Most companies are short-lived.
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Globalization Causes
Advances in information, communication, and transportationnow connect the whole world
Lowering of trade barriers
Downside
Globalization hurts as many nations as it helps Globalization increases country inequality
Globalization provokes nationalism and protectionism
Globalization threatens cultural traditions and values
Upside New market opportunities if we can offer something better
Question: Is your company sufficiently globalized?
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Economic Recession and Turbulence
Not all companies were hurt by the fiscal meltdown.
Distinguish between: Recession
Disruption
Turbulence
Risk reduction strategies Larger reserves
Shared investments
Early warning systems Scenario planning
Corporate social responsibility
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Technological Advances and
Disruptions
Scientific advances and inventions What is the impact of the birth control pill, Genome
project , digitalization, cell phones, social media, robotics,nanotechnology, biotech, bioenergy
Creative destruction Can you avoid the fate of the music industry, publishing
industry (newpapers , magazines, books), high costairlines
Theory of disruptive innovation What can happen to your industry or company?
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Disruptive Technologies
OLD
Photographic film
Wired telephones
Store retailing Classroom education
Offset printing
General hospitals
Open surgery Cardiac bypass surgery
Manned fighters
Full service stock brokerage
NEW
Digital photography
Mobile telephones
On-line retailing
Distance education
Digital printing
Outpatient clinics
Endoscopic surgery Angioplasty
Unmanned aircraft
On-line stock brokerage
Source: Clayton M. Christensen, The Innovators Dilemma, p. xxix.
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Tomorrow WillBe Different
Yesterday Today Tomorrow
Ford Toyota Cherry
Department stores Wal-Mart Internet retail
Digital Equipment Dell RIM Blackberry
Delta Southwest, Ryan Air SkyWest, Air taxis
IBM Microsoft Linux
At&T Cingular Skype
Sony DiskMan Apple iPod Cell Phones
Source: Clayton Christensen
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Environmentalism and Climate Change
Companies need to go green to reduce
waste, pollution, and water shortage.
Those companies that go green early will
establish a strong reputation and following.
They will also save money in the long run.
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Customer Empowerment
and the New Social Media
Who has the most market power? Wholesalers
Manufacturers
Retailers
Customers
What are the best new ways to communicate? Blogs
Facebook,
YouTube Chat rooms
Rating systems (Edwards, J. D. Power, Rotten Tomatoes, Craigs List)
Wikipedia
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Political and Regulatory Change
Growth of social movements Unionization
Anti-capitalist groups
Environmental groups
Religious groups
Gay rights groups
Political party shifts
Regulatory interventions Financial regulation
Anticompetitive regulation
Safety and health regulation
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MARKETINGS LOSS OF EFFECTIVENESS
MARKETING will be less
effective in the next few
years
Marketing budgets will be
lower
Companieswill want
marketers to do morewith
less
DISTRIBUTORSTRADITIONAL
MEDIACOMPETITION
SOCIAL MEDIA
NETWORKSPUBLIC
DISTRIBUTORS willdemand more TRADEPROMOTION. This willleave less money formarketing research,advertising andconsumer promotion for
brand building andultimately reduce brandequity.
Investors will thendowngrade the stock.This will leave thecompany with fewerresources to prop updemand.
This is a VICIOUSCIRCLE
Traditional mediasuch as TV 30-second spots,newspapers, etc.,are growing LESSEFFECTIVE
Categories are socrowded withcompetitors thatheavy price cuttingwill beUNAVOIDABLE
The public, in itswish to spend less,will be less inclinedto pay higherprices for top brandswhere the qualitydifferences are
minimal. There is astrong shift tostore brands andsub-brands. Thismeans that topbrands areovervalued and theremay be a brandbubble.
Social medianetworks will play anincreasinglyinfluentialrole inshaping brandevaluations
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You Need to Build Stronger Marketing
into Your Company
Old definition of marketing Act or practice of adverting and selling a product (Random
House Webster Dictionary of American English 1997)
New definition of marketing Marketing is the activity, set of institutions, and processes forcreating, communicating, delivering, and exchanging offeringsthat have value for consumers, clients, partners, and society atlarge. (American Marketing Association, 2008)
Offerings include products, services, experiences, places,persons, ideas, and causes.
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MUST MARKETING BE RE-INVENTED?
MARKETERS are
prisoners of an OLD
PARADIGM
MARKETERS are
operating in a TIME
WARP
Companies aim to maximize profits
Company investors are more important
than other stakeholders
Customers buy rationally to maximize
value
Customers get most of their information from
sellers and dont talk to each other about
products
Dont acknowledge the growing
power of the customers
Dont acknowledge the growingpower of the channels and other
stakeholders
Dont acknowledge the new social
media world and their growing
social responsibilities
WE NEED TO.
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You Need Two Marketing Departments!!
Most marketing departments are engaged in tactical brand-maintenanceinstead of brand-building.
Strategic marketing is missing in many marketingdepartments. Strategic marketing requires taking a 3-5 yearview of the business.
Downstream
Marketing
Upstream
Marketing
Markets TODAYs Product Create TOMORROWs Product
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Five shifts:
1st Shift - from creating marketingstrategies to driving business impact.2nd Shift - from controlling themessage to galvanizing your network.3rd Shift - from incrementalimprovements to pervasiveinnovation.
4th Shift - from managing marketinginvestments to inspiring marketingexcellence.5th Shift - from an operational focusto a relentless customer focus.
Company examples:GE, Wal-Mart, Charles Schwab,Procter & Gamble, Burger King,Zappos, Best Buy and Dell
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Involve Your Customers In Your Planning
Four ways to view customers: Purchasers of our product
Persons from whom we gain insight and with whom we can testour planned products
Persons who Influence others to buy our product (netpromotion score NPS)
Persons who co-create product and communication ideas
Company examples of co-creation: Lexus invites customers to build their own Lexus by going to
www.Lexus.comand drawing from a complete package ofavailable colors and options packages.
Lego and Harley Davidson have welcomed their respectiveenthusiasts to participate in improving their market offerings.
Doritos ran an online promotion urging fans to create 30-secondspots for Doritos and post them for on-line voting to be pickedto air in one of the three Super Bowl slots. The user-generatedad won the top spot at the 21st USA Today Super Bowl AdMeter defeating ads made by professional agencies.
http://www.lexus.com/http://www.lexus.com/http://www.lexus.com/8/12/2019 Marketing 3.0: Values-Driven Marketing
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Market to All Your Stakeholders
Our thinking has shifted from maximizing shareholder value to maximizingstakeholder value.
Stakeholders include customers, employees, channel members, and
investors.
Customers: They need a feeling of gaining superior value from your offering. Employees: They need to believe in their companys mission, vision and
values.
Channel members: They must believe that they are receiving equitable
reward for their contributions.
Investors: They need assurance that the company has a viable long run planfor growth and continued profitability
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MARKETING 1.0vs 2.0 vs 3.0
Product-centric
Marketing
Customer-oriented
Marketing
Value-driven
Marketing
Objective
Enabling Forces
How companies see
the market
Key marketing
concept
Company marketingguidelines
Value propositions
Interaction with
consumers
MARKETING 1.0 MARKETING 2.0 MARKETING 3.0
Sell productsSatisfy and retain the
consumers
Make the world a better
place
Industrial Revolution Information Technology New Wave Technology
Mass Buyers with
Physical Needs
Smarter Consumer with
Mind and Heart
Whole Human with
Mind, Heart, and Spirit
Product development Differentiation Values
Product specification Corporate and ProductPositioning
Corporate , Vision,Values
FunctionalFunctional and
Emotional
Functional, Emotional,
and Spiritual
One-to-Many
Transaction
One-to-One
Relationship
Many-to-Many
Collaboration
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Deliver
SATISFACTIONRealize
ASPIRATIONPractice
COMPASSION
ProfitAbility ReturnAbility SustainAbility
Be BETTER DIFFERENTIATEMake a
DIFFERENCE
Mind Heart Spirit
Mission(Why)
Vision(What)
Values(How)
INDIVIDUAL
COMPANY
Values-Based Matrix Model
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For SC Johnson, creating
sustainable economic
value means helping
communities prosper while
achieving profitable growth
for the company.
Sustaining Values:SC Johnson Public
Report
We believe our
fundamental
strength lies in our
people.
MIND HEART SPIRIT
Promotingreusable shopping
bags
Base of the Pyramid
MissionContributing to the community
wellbeing as well as
sustaining and protecting the
environment
VisionTo be a world leader in
delivering innovative solutions
to meet human needs through
sustainability principles
ValuesSustainabi l i ty
We create economic value
We strive for environmental
health
We advance social progress
S. C. JOHNSON VALUE-BASED MATRIX
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Station Break!
Are there any companies that you love or would
deeply miss if they went out of business?
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Companies Americans Love
Amazon, Best Buy, BMW, CarMax,Caterpillar, Commerce Bank,Container Store, Costco, eBay,Google, Harley-Davidson, Honda,IDEO, IKEA, JetBlue Johnson &Johnson, Jordan's Furniture, L LBean, New Balance, Patagonia,Progressive Insurance, REI,
Southwest, Starbucks, Timberland,Toyota, Trader Joe's, UPS,Wegmans, Whole Foods.
The researchers found these firms
of endearment to be highly
profitable.
They also found eightcharacteristics common to thesefirms.
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Characteristics of Firms of Endearment
They align the interests of all stakeholder groups
Their executive salaries are relatively modest
They operate an open door policy to reach top management
Their employee compensation and benefits are high for thecategory; their employee training is longer; and their employeeturnover is lower
They hire people who are passionate about customers They view suppliers as true partners who collaborate in improving
productivity and quality and lowering costs
They believe that their corporate culture is their greatest asset andprimary source of competitive advantage.
Their marketing costs are much lower than their peers whilecustomer satisfaction and retention is much higher.
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Action-Oriented Knowledge
Session One. How to deal with your companysmajor business challenges and opportunities.
Session Two. How to search for powerful new ideas
and innovate successfully.
Session Three. How to improve your brandingpower.
Session Four. How to develop a superior companyreputation through sustainability-driven thinking.
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How Are You Planning
to Grow Profitable Revenue?
Efficiency Finance and cost control become important (time and motion
studies)
Acquisition Finance becomes important
Organic growth Marketing and sales become important
Innovation R&D and technology become important
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Innovativeness is a Capability
Innovativeness is a capability; consider Sony and 3M.
Innovation requires organizing three markets within the firm:
An idea market
A capital market
A talent market
The best innovations provide solutions to customer problems,
not to the companys product problems.
Strong market-creating innovations have a long life and create
market leadership.
Companies Need an Innovation
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Companies Need an Innovation
Strategy There are four major types of innovation in business:
Product innovation Service innovation
Marketing innovation
Business model innovation
A company first needs to choose an innovation strategy.
The decision should include building an innovation cultureand providing funds for training, incentivizing, andrewarding.
Each approved innovation project must have an innovationplan, budget, time line, and deadline.
A high level executive manages the innovation projectsportfolio, updates their status, shares with the CEO, andthey make further decisions on extending or terminating.
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Business Model Innovations
Amazon and Kindle
Apple and iTunes
Barnes and Nobles bookstores
Dell computer
Ikea
Starbucks
M k ti I ti
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Marketing Innovations
Incentive innovations Credit cards
Rebates Zero-interest financing
Gift certificates
Coupons
Guarantees and warranties
Loyalty awards
Subscription selling (Book of the Month Club)
Retailing innovations Self-service stores
Self-checkout
Coupon feeds
Hypermarkets
Category killer stores
Differentiated stores with same chain (Best Buy) Exclusive lines of merchandise (Target: Michael Graves, Martha Stewart)
Selling on TV (Home Shopping Network)
Selling on the Internet
Producer innovations Brand as a platform (Virgin, iTunes)
Customization
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Source: Blue Ocean Strategy
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Station Break!
How does your company go about getting newproduct and service ideas? What are the bestsources of new ideas? Who is responsible for
collecting new ideas?
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Sources of New Ideas
Scientists and Engineers Motorola and Philips
Employees
Whirlpool,
Shell Samsung
Customers
Problems in present products Dream products
Enthusiasts
Other partners in the company network
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CUSTOMER RESEARCH
Ethnographic
Studies
In-store
Observation
Quantitative
Surveys
Focus Groups/
Consumer
Panels
NeuroScience
and ZMET
In home &
shopping trips
Orientation &
Environment
Why do you buy?
Awareness,
Attitudes, &
Behavior
Listening for
insights & trends
Customer Research
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Action-Oriented Knowledge
Session One. How to deal with your companysmajor business challenges and opportunities.
Session Two. How to search for powerful newideas and innovate successfully.
Session Three. How to improve your brandingpower.
Session Four. How to develop a superior
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There are so many brands in some categoriesthat it is difficult to stand out.
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The brand name may account for morethan half of the brand value on the balancesheet.
Almost 70% of the market capitalization of such brands as Nike and Pradalie in its intangibles, especially the brand.
The former chairman of Quaker Oats said: If the business were split up, I
would take the brands, trademarks, and goodwill, and you could have allthe bricks and mortarand I would fare better than you.
k fl
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Marketers Have Lessening Influence in
Shaping Their Brand Image Person-to-person conversations about many products can exceed the
amount of communication under the companys control.
Thus a brand can be hijacked (see Alex Wipperfrth, Brand Hijack:
Marketing without Marketing, New York: Portfolio, 2005).
Four possibilities
Everyone is talking negatively about the company.
There is no talk about the company
The talk is a mix of good and bad comments
Virtually all the talk is favorable Marketing 2.0 managers listened to the consumers voices to understand
their minds and capture market insights.
Marketing 3.0 is when consumers play the key role of creating the value
through co-creation of product and service.
Your Brand Needs to
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Your Brand Needs to
Own a Word
Mercedes- engineering
BMW- driving
Disney- family fun entertainment
Saturn- no hassle car buying
FedEx- overnight
Wal-Mart- low prices/good values
Hallmark- caring
Nike- performance 3M- innovation
Volvo- safety
Starbuck- best coffee experience
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A Brand Must be More Than a Name
A brand must trigger words or associations (featuresand benefits).
A brand should depict a process (McDonalds,
Amazon). A great brand triggers emotions (Harley-Davidson).
A great brand represents apromise of value (Sony).
The ultimate brand builders are your employeesandoperations, i.e., your performance, not your
marketing communications.
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Brand Asset Valuator Model
ENERGIZED
DIFFERENTIATION
The brands pointof difference
Relates to marginsand cultural currency
ESTEEM
How you regard thebrand
Relates to perceptionsof quality and loyalty
KNOWLEDGE
An intimateunderstandingof the brand
Relates to awareness andconsumer experience
RELEVANCE
How appropriate thebrand is to you
Relates to considerationand trial
Leading IndicatorFuture Growth Value
Current IndicatorCurrent Operating Value
BRAND STRENGTH BRAND STATURE
Figure 2: BrandAsset Valuator Model
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Score Your Brand (1 to 3)
1 2 3
Product Benefits
Distinct Identity
Emotional Values
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LEADING B2B BRANDINGCOMPANIES
DuPontSiemensBoschGeneral Electric
Saint-GobainUPSFedExTentra PakMicrosoftCaterpillarIBMDaimlerMichelinTata SteelMorgan Stanley
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The Brand Within the Brand:Ingredient Branding or InBranding
L f I di t B d
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Logos of Ingredient Brands
Find a Way to Brand These Commodities
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Find a Way to Brand These Commodities
Chicken
Cement
BricksIt is possible to brand sand, wheat, beef, bricks, metals, concrete,chemicals, corn grits, bananas, apples, aspirin, (Sam Hill, How to
Brand Sand).
CAN YOU DESIGN NEW FEATURES FOR AN AUTO INSURANCE POLICY?
Creating genuine customer value: Progressive Insurance
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Creating genuine customer value: Progressive Insurance
Name Your Priceletscustomers customize theirpolicy to fit their budget.
I want an easier way to see how I
can meet my insurance needs at a
great price.
MyRate rewards lower risk
drivers with lower rates.
I dont drive a lot of miles, Im a safe
driver, and Im not usually on the road
late at night when accidents are most
likely to happen. Since Im less likely to
be in an accident, shouldnt I pay less for
car insurance?
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Develop a Memorable Brand Slogan
BA, The Worlds Favorite Airline
American Express, The Natural Choice
AT&T, The Right Choice
Budweiser, King of Beers
WHAT DO YOU THINK OF THESE SLOGANS
Ford, Quality is #1 Job
Holiday Inn, No Surprises
Lloyds Bank,The Bank that Likes to Say Yes
Philips, From Sand to Chips
Philips Invents for You
Lets Make Things Better
HYPOTHETICAL STARBUCKS BRAND POSITIONING BULLSEYE
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HYPOTHETICAL STARBUCKS BRAND POSITIONING BULLSEYE
Consumer
TargetDiscerning
Coffee
Drinker
Consumer
InsightCoffee and the
drinking
experience is
often
unsatisfying
Consumer
Need StateDesire for
better coffee
and a better
consumption
experience
Competitive
Product SetLocal cafes
Fast food &
convenience
shops
Consumer
TakeawayStarbucks
gives me the
richest
possible
sensoryexperience
drinking
coffee
BrandMantra
Rich, Rewarding
Coffee Experience
Fairly
Priced
Relaxing,rewarding
moments
Responsible,
locally involved
Rich sensory
consumption
experience
Varied, exotic
coffee drinks
Fresh high
quality coffee
24 hourtraining of
baristas
Green &Earth Colors
Siren
logo
Caring
Contemporary
Thoughtful
Convenient,
friendlyservice
TripleFiltrated
water
Totallyintegrated
system
Stock options/health benefits
or baristas
What Should Your Measure
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What Should Your Measure
About Your Brands Standing?
Customer perceived value
Customer satisfaction
Customer loyalty
Customer advocacy
Customer co-creation
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Action-Oriented Knowledge
Session One. How to deal with your companys major businesschallenges and opportunities.
Session Two. How to search for powerful new ideas and
innovate successfully.
Session Three. How to improve your branding power.
Session Four. How to develop a superior companyreputation through sustainability-driven thinking.
How Will Your Company Be Measured?
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How Will Your Company Be Measured?
Indices now measure how well a company performs in the triple bottom
line: pro fi t , planet, andpeople.The AIM:To encourage companies to improve their economic, environmental, and
social impact on the society.
Company Approach
FTSE4Good Index Good companies work toward environmental sustainability, have
positive relationship with all stakeholders, protect universal human
rights, possess good supply chain labor standards, and counter
bribery practices
Dow Jones
Sustainability Index
Corporate sustainability as a business approach that creates long-
term shareholder value by embracing opportunities and managing
risks deriving from economic, environmental and social
developments.
Goldman Sachs Introduce the GS Sustain Focus List, which includes the list of
companies with sustainable practices
SUSTAINABILITY AND SHAREHOLDER VALUE
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SUSTAINABILITY AND SHAREHOLDER VALUE
There is a link between corporate sustainability and strongshare price performance. Companies that put more emphasis onsocial and environmental impacts reported annual profit growthof16%and share price growth of 45%while those from companiesthat did not put a lot of emphasis reported annual profit growth ofonly 7%and share price growthof only 12%. (EconomistIntelligence, 2008)
Moreover, executivesbelieve that the concept of sustainability isgood for corporations in attracting consumersand employeesandimprovingshareholdervalue.
Selling Sustainability to Investors
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Selling Sustainability to Investors
To convince shareholders, the company needs to provide tangible
evidence that the practice of sustainability will improveshareholder value by creating a competitive advantage.
?
Sustainability
Profitability Returnability
The issue is to find a
linkage of betweensustainability,
profitability, andreturnability
THREEimportant metrics that can be quantified financially:
Imp roved cost produ ct iv i ty
Higher revenue from new m arket oppo r tuni t ies
Higher corpo rate brand value
(For d etails, see Marketin g 3.0).
Serving the Bottom Third
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Serving the Bottom Third
Stretches disposable income by providing goods and services at lower
prices.
Expands disposable income by providing goods and services notpreviously availablefor the bottom of the pyramid
Increases disposable income by growing the economic activityof the
underserved society. Grameen Phone illustrates this.
Unilevers Annapurna provides low price affordable iodized salt that
is better than cheaper non-iodized salt.
House-for-Life program offering low-cost housing solutions
Nicholas Negroponte's XO and Nova netPC personal computers.
GlaxoSmithKline and Novo Nordisk providing new essentialmedicines.
Hindustan Levers Project Shakti which employs thousands of
underprivileged women as its sales force to bring its products to ruralconsumers and provides them with significant disposable income
Wal-Mart Turns Green
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Wal-Mart Turns Green
Wal-Mart announced in 2005 that it will be a good steward to theenvironment and will spend $500 million a year to increase fuel
efficiency in Wal-Marts truck fleet by 25% over three years; reducegreenhouse gasesby 20% in seven years; reduce energy use atstores by 30%; and cut solid waste from U.S. stores and Sams
Clubs by 25% in three years.
Critics see Wal-Marts move being mainly done for economicpurposesto save energy, save costs, and inc rease revenue fromincreasing demand for green products. This describes an Investor
Orientation.
Timberland has a Green DNA
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Timberland has a Green DNA
Timberland is a leaderin the design, engineering and marketing ofpremium-quality footwear, appareland accessoriesfor outdoorconsumers. It believes in doing well by doing good.
In shoes, Timberland uses recycled materials, non-chemicalsubstances as much as possible, made in energy-saving factories. Thelabel gives consumers information about the product they are purchasing,
including where it was manufactured, how it was produced, and its effect on
the environment.Timberland gives back to communities. Under the Path of Serviceprogram, its employees have contributed over 200,000 total hours ofservice that benefited over 200 community organizations in 13 countries,26 states and 73 cities.
To commemorate Earth Day, Timberland plants a tree on behalf of eachconsumer who spends $150.
Timberland has also done such things as offering $3,000 incentives toemployeeswho purchase hybrid cars.
Other companies in this category are Patagonia, Whole Foods Market,Fetzer Vineyards, andHerman Miller.
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Build a Strong Corporate Reputation:
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Build a Strong Corporate Reputation:
Why Its Important
Financial Community -> Supports Stock Value
Employees/Recruits -> A Great Place to Work
Communities -> A Good Neighbor
Public Opinion - > Good Will
Public Policy Makers -> Access/Credibility/Influence
95% of CEOs from McKinsey-surveyed global companies believe that societyhas greater expectations than it did five years ago that companies willassume public responsibilities.
The Marketing Mindset
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The Marketing Mindset
Your company and stakeholders need to embrace a market and
customer-orientation.
Your company needs a CMO who participates in formulating thecompanys growth strategy.
Your company needs to define its mission, vision and values as the startingpoint for its transformation to Marketing 3.0.
Your offerings must touch the customers mind, heart, and human spirit ifthey are to win over the customer.
Your company needs to practice the Triple Bottom-Line: Economic Value,Environmental Health, and Social Progress. This is the key to Profitability,Returnability, and Sustainability.
Within five years if you run
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Within five years, if you run
your business in the same wayas you do now, youre going
to be out of business.Philip Kotler