A Learning experience in the Imagination Society

Antonio Fontanini 1

Antonio Fontanini OCTOBER 20TH 2009

EOI PROGRAMSA LEARNING EXPERIENCE

IN THE IMAGINATION SOCIETY

Antonio Fontanini 2

E-commerce/Marketing en Nuevos Medios –

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)

– [email protected]

– 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

mailto:[email protected]

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.

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THE 26 CORE GLOBAL RISKS

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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).

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

8 CORE GEOPOLITICAL RISKS

Antonio Fontanini 8

Antonio Fontanini 9FOOD PRICES

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D AND JAPAN: FISCAL CRISIS


IN 2002HOW MANY AMERICANS IN TOP 10?

9IN 2008HOW MANY AMERICANSIN TOP 10?

2


US CURRENT ACCOUNT DEFICIT


THE BURDEN OF NATIONAL DEBT


THE END OF THE UP ESCALATOR


REUTERS/Jim Young

US HOPE


THE “HEART” OF GLOBAL TERROR


AFGHANISTAN

HAMID KARZAI


PML PARTY LEADER ACTUAL PRESIDENT (PPP)

NAWAZ SHARIFF ASAF ALI ZARDARI


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


“THE INCREASE IN CHINA ENERGY DEMAND

BETWEEN 2002 AND 2005 WAS EQUIVALENT TO

JAPAN´S CURRENT ANNUAL ENERGY USE”

NOVEMBER 13TH, 2007

CHINA ENERGY DEMAND


HIGHEST CAR OWNERSHIP, 2007


LOWEST CAR OWNERSHIP


ENVIRONMENTAL DOOMSDAY


THE UNFORSEABLE


THE UNFORSEABLE


CRISIS MANAGEMENT



Agenda





Imagination Society




Thomas L. Friedman



Globalización 1.0



Globalización 2.0


1750 Revolución Industrial

http://www.cranberrytownship.org/bicentennial/Printing%20press.jpg


Globalización 3.0


GLOBAL ECONOMY




Larry Lessig


Comunidades



Antonio Fontanini 51THE IMAGINATION SOCIETY






CROWDSOURCING ADV

¿Who did produce the DORITOS last golden

minute ad of the SuperBowl

2007?

http://www.youtube.com/watch?v=3YJbbA_4TfQ



CROWDSOURCING ADV

A couple of Doritos

consumers, selected among

1000 spots in the Internet

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

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

http://www.youtube.com/watch?v=3YJbbA_4TfQ



Ubicuos Society




Mobile2.0 Conference


GOOGLE ANDROID G1




Marketing Móvil: Códigos BIDI

DIGITAL MARKETING TOOLS

http://www.youtube.com/watch?v=ckqr9bw9B3Q








E-commerce/Nuevos Medios de Marketing –



US ADV AND MKTG SHARE 02-12


http://www.tivo.com/jump/redir.asp?main=HPNav&sub=HP_Redirect&URL=/0.0.asp




Hulu




El nuevo consumo de medios…


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

BLENDED MKTG CAMPAIGNS


Campaña blended premiada en Cannes

Campañas Blended

http://www.youtube.com/watch?v=HUYV8VbF12I


UNILEVER GOT THE GRAN PRIX TO THE BEST INTEGRATED CAMPAIGN FOR ITS AXE3 “CHOQUES” SPOTCOMBINING 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

7. AXE 3 CANNES AD GRAND PRIX



WOMM MARKETING



700 US$M in donations: 3M people



“YES, INTERNET COULD”

http://www.youtube.com/watch?v=FHkivyU0UaI

http://www.youtube.com/watch?v=c6uiwLLoO_4


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

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

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




Blogging as a Business Tool


GLOBAL ECONOMY


GLOBAL ECONOMY


GLOBAL ECONOMY




GLOBAL ECONOMY


GUERRILLA MARKETING



MINI



DUREX








CONSUMERING (*)

STRATEGIESINTENSIVE IN EXPERIENCES

ABERCROMBIE & FITCHAPPLENESPRESSOTHE SAMSUNG CONCEPTNIKE-ID-STUDIO

(*) by Javier Rovira








GLOBAL ECONOMY


Agenda





EOI: 50+ YEARS CREATING LEADERS


DIVERSITY

MULTI-CULTURAL

MULTI-SECTORS

MANAGERIAL/CONSULTING PROFILES

"LEARNING BY DOING” FOCUS

The best teachers



Interdisciplinary Learning


The Case method

Taking decisions on real businesses


Multi-Sectors


Business decisions


Break-through businesses


GENETICALLY MODIFIED SEEDSCARBON CREDITS TRADING (KYOTO)


Blogs as learning tools


Creating sustainable competitive advantage

You can own something that's hard to copy (like real estate). You can race down the pricing and scale curve. You can create switching costs. You can build a network. You can build a brand. You can create a constantly innovating organization where extraordinary employees thrive.

Seth Blog post


Agenda





Coaching great managers



the big picture (business model)


VALUEPROPOSITION

COSTSTRUCTURE

CUSTOMERRELATIONSHIP

TARGETCUSTOMER

DISTRIBUTIONCHANNEL

VALUECONFIGURATION

CORECAPABILITIES

PARTNERNETWORK

REVENUESTREAMS

INFRASTRUCTURE CUSTOMEROFFER

FINANCE

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

Business Modelling


• team management• event management• venue management

• ticketing• VIP relationship

management• video crew

• …

• attractive soccer• 360º event (match,

dining, shopping)• exclusive VIP lounges

• merchandising• renting out stadium

• …

• stadium• POS networks

• club website (+online TV)• club cable TV channel

• mobile phone TV channel• …

• play attractive & win games

• brand management• video images

• channel management

• fans (families, etc.)• fan groups• companies

• event/concert organizers• advertisers

• …

• team & maintenance• infrastructure management

• marketing• video

• Ticket fees & season tickets• online TV subscription revenues

• revenue sharing cable & mobile phone TV• renting out stadium for events

• advertising revenues• merchandising revenues

• food & beverages• ticketing services

• promoters• ad placement

• telecom operator• TV operator

• …

• personalized web profile• newsletter

• team blog (RSS)• VIP events with team

• …

Value Proposition Distribution Channel Target Customer

Customer RelationshipPartner Network

Activity ConfigurationCore Capability

Cost Structure Revenue Model

the big picture


Management tools


#1 Financial performance measures the tangible outcomes from the strategy (Revenues, Costs, …).

#2. The customer value proposition defines the source of value (Customer Satisfaction/Loyalty).

#3. Strategic processes create value for customers and shareholders (Quality).

Internal Business Perspective

Financial Perspective

Customer Perspective

SustainedShareholder

Value

Operations Management

Processes

Customer Management

Processes

Innovation Processes

Productivity Revenue Growth

Price Quality Time Function Relation Brand

Product/Service Attributes Relationship Image

Regulatory and Social Processes

Learning & Innovation Perspective

Human Capital

Information Capital

Organization Capital

#4. Aligned intangible assets drive improvement in the strategic processes.

Balanced Scorecard


EMPOWERMENT

Strategic uncertainties

Critical performance

variables

Core values Risks to be avoided

Businessstrategy

Beliefs systems Boundary systems

Interactive control systems Diagnostic control systems

1

4

2

3

Staking out the territory

Getting the job done

Getting Commitment on big goals

Positioning for tomorrow

Internal controls


Metrics


INDICES ECONOMICOS FINANCIEROS

R.O.E. (Return on equity)

BDI (Beneficio después de impuestos) / Patrimonio Neto

R.O.I. (Return on investment)

EBIT (Beneficio Operativo) / (Patrimonio Neto + Deuda Financiera)

R.O.A. (Return on assets)

EBIT (Beneficio Operativo) / Activos

LEVERAGE Activos / Patrimonio NetoR.O.S. (Return

on sales)EBIT (Beneficio Operativo) / Facturación

TURNOVER Facturación / Activos

EVABDI-(Coste Cap*Fondos Propios)

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

Metrics


Metrics


?


12/04/2023

Customers Needs and other

Segmenting Dimensions

Company Mission, Objectives,

& Resources

Competitors Current & Prospective

S. W. O. T.

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

Targeting & Segmentation

Positioning &

Differentiation

Narrowing down to focused strategy with quantitative and qualitative screening criteria

Marketing Strategy Planning Process


Strategic fit


DOING THE RIGHT THING(EFFECTIVENESS)

AND/OR

DOING THE THING RIGHT(EFFICIENCY)


InternalEnvironment

ExternalEnvironment

The StrategicManagement

Process

Strategic Intent

Strategic Mission

StrategicCompetitivenessAbove Average

ReturnsFeedback

Strategy Formulation

Business-LevelStrategy

CompetitiveDynamics

Corporate-LevelStrategy

GlobalStrategy

CooperativeStrategies

Acquisitions &Restructuring

Strategy Implementation

CorporateGovernance

Structure& Control

StrategicLeadership

Entrepreneurship & Innovation

Str

ateg

icIn

pu

tsS

trat

egic

Act

ion

sS

trat

egic

Ou

tco

mes



think outside-of-the box


Innovation

business model innovation

product & service innovation

process innovation

technology innovation


business model innovation


product & service

innovation

Antonio Fontanini 156process innovation


technology innovation


personalization

Learn!



Government, Regulators, Environmentalists

Customers

CustomersCustomers

Partners, Suppliers, Financiers, Trade UnionsEmployees, Shareholders, Internet

(Karma) CustomersCustomer

s

New stakeholders

Antonio Fontanini 161Getting stakeholders trust


GLOBAL ECONOMYTransparency



Products custom centered






Agenda






Leadership


BRANDson

Antonio Fontanini 174 LEADERS?


GLOBAL ENVIRONMENTALISM

Wangari Maathai Kenia, NP 2004

Arundhati Roy

What have in

common?

Al Gore

Antonio Fontanini 176 LEADERS?



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


Thomas Watson, IBM story

- A young Manager decided an investment of 100M$ which went wrong;

- He wrote a letter of resignation he handed to Mr. Watson;

- He asked for: “Why do you want to leave? We have just invested 100M$ in your education!”

FAILURE AS A LEARNING TOOL



FAIL OFTEN TO SUCCEED SOONER

- Innovative organization- Playful experimentation- To develop truly innovative products- Culture around prototyping: rough, rapid and right (3 R`s)- Enlightened trial and error- Celebrate failure as learning opportunities (like in 3M)- Playful atmosphere with flat hierarchies and no fear.

THE IDEO BUSINESS CASE



Our People are our strategy

Antonio Fontanini 184There 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 videos from 201 countries

4,5 million people voted

They generated 6.000 news

Worldwide Media coverage of 80 million USD


DOING WELL BY

DOING GOOD



PLAYING FOR CHANGE

Connect the Humanity through music by providing resources to musicians and their communities all around the World. They make film series and songs to promote their message and foundation, thanks to its uniqueness and universal values.

- They take something universal and attractive: The Music.- They ask their end-users to perform well-known songs.- They make an outstanding and original product with it.- They use virality and digital media to promote it.- They get a lot of traffic in their web page

http://www.playingforchange.com/

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

http://www.playingforchange.com/

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



Unlearn


MAY 17TH, 2009 112TH COMMENCEMENT CEREMONY

"We got our news from newspapers, your generation gets it from blogs and tweets, and for those of you who don’t know, that’s not what you hear in zoos".

“We thought ‘friend’ is a noun, you think it’s a verb.”

“You cannot plan innovation. You cannot plan invention. All you can do is try very hard to be at the right place and be ready"

“How should you behave? Well, do things in a group. Don’t do things by yourself. Groups are stronger, groups are faster. None of us is as smart as all of us.”

“You’ll find today is the best chance you have to start being unreasonable, to demand excellence, to drive change, to make everything happen.”

ERIC SCHMIDT, GOOGLE CEO AT CARNEGIE MELLON


[email protected]


Images, slides, Inspiration, etc.

Flickr, YoutubeSlideshare.netBlog de Enrique DansManuel Alonso Coto “Blended Mktg”IE Blog multimediaBlog de Seth GodinTechcrunch

THANKS


¿ANY QUESTION?