Бауржан Исаев

what is marketing today, and where will it be tomorrow?

rethinking marketing

FOCUS: Help exploit the latest technological developments with right business model

FOCUS: Address unsatisfied customer needs and build new business models around them

Adizes’ PAEI management roles Ansoff’s product/market grid The balanced scorecard The BCG matrixBelbin’s team roles Benchmarking The Berenschot project management modelBusiness process redesign The capability maturity modelChange quadrantsThe chaos model Competing values of organizational effectivenessCompetitive analysis: Porter’s five forces Compliance typologyCore competencies Core quadrantsCovey’s seven habits of highly effective peopleCustomer marketing and relationship managementThe Deming cycle The EFQM model Eisenhower’s effective time managementEVA – economic value added ContentsThe fifth disciplineFour competencies of the learning organization Generic competitive strategies The gods of managementGreiner’s growth model

Hofstede’s cultural dimensions Just-in-time KaizenKay’s distinctive capabilitiesKotter’s eight phases of changeKraljic’s purchasing model Levers of control MABA analyis The Malcolm Baldrige Award The marketing mix MaslowThe 7-S framework Mintzberg’s configurationsMintzberg’s management rolesThe neurotic organization Nolan’s IT growth stagesOverhead value analysisParenting advantage The purposive change modelRisk reward analysisScenario planning (Shell)Schools of strategy synthesis The seven forces model Sociotechnical organizationSWOT analysis Value-based management The value chainValue disciplines

Adizes’ PAEI management roles Ansoff’s product/market grid The balanced scorecard The BCG matrixBelbin’s team roles Benchmarking The Berenschot project management modelBusiness process redesign The capability maturity modelChange quadrantsThe chaos model Competing values of organizational effectivenessCompetitive analysis: Porter’s five forces Compliance typologyCore competencies Core quadrantsCovey’s seven habits of highly effective peopleCustomer marketing and relationship managementThe Deming cycle The EFQM model Eisenhower’s effective time managementEVA – economic value added ContentsThe fifth disciplineFour competencies of the learning organization Generic competitive strategies The gods of managementGreiner’s growth model

Hofstede’s cultural dimensions Just-in-time KaizenKay’s distinctive capabilitiesKotter’s eight phases of changeKraljic’s purchasing model Levers of control MABA analyis The Malcolm Baldrige Award The marketing mix MaslowThe 7-S framework Mintzberg’s configurationsMintzberg’s management rolesThe neurotic organization Nolan’s IT growth stagesOverhead value analysisParenting advantage The purposive change modelRisk reward analysisScenario planning (Shell)Schools of strategy synthesis The seven forces model Sociotechnical organizationSWOT analysis Value-based management The value chainValue disciplines

WHAT

Adizes’ PAEI management roles Ansoff’s product/market grid The balanced scorecard The BCG matrixBelbin’s team roles Benchmarking The Berenschot project management modelBusiness process redesign The capability maturity modelChange quadrantsThe chaos model Competing values of organizational effectivenessCompetitive analysis: Porter’s five forces Compliance typologyCore competencies Core quadrantsCovey’s seven habits of highly effective peopleCustomer marketing and relationship managementThe Deming cycle The EFQM model Eisenhower’s effective time managementEVA – economic value added ContentsThe fifth disciplineFour competencies of the learning organization Generic competitive strategies The gods of managementGreiner’s growth model

Hofstede’s cultural dimensions Just-in-time KaizenKay’s distinctive capabilitiesKotter’s eight phases of changeKraljic’s purchasing model Levers of control MABA analyis The Malcolm Baldrige Award The marketing mix MaslowThe 7-S framework Mintzberg’s configurationsMintzberg’s management rolesThe neurotic organization Nolan’s IT growth stagesOverhead value analysisParenting advantage The purposive change modelRisk reward analysisScenario planning (Shell)Schools of strategy synthesis The seven forces model Sociotechnical organizationSWOT analysis Value-based management The value chainValue disciplines

WHATTHE

Adizes’ PAEI management roles Ansoff’s product/market grid The balanced scorecard The BCG matrixBelbin’s team roles Benchmarking The Berenschot project management modelBusiness process redesign The capability maturity modelChange quadrantsThe chaos model Competing values of organizational effectivenessCompetitive analysis: Porter’s five forces Compliance typologyCore competencies Core quadrantsCovey’s seven habits of highly effective peopleCustomer marketing and relationship managementThe Deming cycle The EFQM model Eisenhower’s effective time managementEVA – economic value added ContentsThe fifth disciplineFour competencies of the learning organization Generic competitive strategies The gods of managementGreiner’s growth model

Hofstede’s cultural dimensions Just-in-time KaizenKay’s distinctive capabilitiesKotter’s eight phases of changeKraljic’s purchasing model Levers of control MABA analyis The Malcolm Baldrige Award The marketing mix MaslowThe 7-S framework Mintzberg’s configurationsMintzberg’s management rolesThe neurotic organization Nolan’s IT growth stagesOverhead value analysisParenting advantage The purposive change modelRisk reward analysisScenario planning (Shell)Schools of strategy synthesis The seven forces model Sociotechnical organizationSWOT analysis Value-based management The value chainValue disciplines

WHATTHE

F

Adizes’ PAEI management roles Ansoff’s product/market grid The balanced scorecard The BCG matrixBelbin’s team roles Benchmarking The Berenschot project management modelBusiness process redesign The capability maturity modelChange quadrantsThe chaos model Competing values of organizational effectivenessCompetitive analysis: Porter’s five forces Compliance typologyCore competencies Core quadrantsCovey’s seven habits of highly effective peopleCustomer marketing and relationship managementThe Deming cycle The EFQM model Eisenhower’s effective time managementEVA – economic value added ContentsThe fifth disciplineFour competencies of the learning organization Generic competitive strategies The gods of managementGreiner’s growth model

Hofstede’s cultural dimensions Just-in-time KaizenKay’s distinctive capabilitiesKotter’s eight phases of changeKraljic’s purchasing model Levers of control MABA analyis The Malcolm Baldrige Award The marketing mix MaslowThe 7-S framework Mintzberg’s configurationsMintzberg’s management rolesThe neurotic organization Nolan’s IT growth stagesOverhead value analysisParenting advantage The purposive change modelRisk reward analysisScenario planning (Shell)Schools of strategy synthesis The seven forces model Sociotechnical organizationSWOT analysis Value-based management The value chainValue disciplines

Adizes’ PAEI management roles Ansoff’s product/market grid The balanced scorecard The BCG matrixBelbin’s team roles Benchmarking The Berenschot project management modelBusiness process redesign The capability maturity modelChange quadrantsThe chaos model Competing values of organizational effectivenessCompetitive analysis: Porter’s five forces Compliance typologyCore competencies Core quadrantsCovey’s seven habits of highly effective peopleCustomer marketing and relationship managementThe Deming cycle The EFQM model Eisenhower’s effective time managementEVA – economic value added ContentsThe fifth disciplineFour competencies of the learning organization Generic competitive strategies The gods of managementGreiner’s growth model

Hofstede’s cultural dimensions Just-in-time KaizenKay’s distinctive capabilitiesKotter’s eight phases of changeKraljic’s purchasing model Levers of control MABA analyis The Malcolm Baldrige Award The marketing mix MaslowThe 7-S framework Mintzberg’s configurationsMintzberg’s management rolesThe neurotic organization Nolan’s IT growth stagesOverhead value analysisParenting advantage The purposive change modelRisk reward analysisScenario planning (Shell)Schools of strategy synthesis The seven forces model Sociotechnical organizationSWOT analysis Value-based management The value chainValue disciplines

tomorrow’s organization. today.

VALUEPROPOSITION

CUSTOMERRELATIONSHIP

TARGETCUSTOMER

DISTRIBUTIONCHANNEL

gives an overall view of a company's bundle of products and services

describes the channels to communicate and

get in touch with customers

explains the relationships a

company establishes with its customers

describes the customers a company wants to offer value to

CUSTOMER

OFFER

describing a company’s business model

tomorrow’s organization. today.

VALUEPROPOSITION

CUSTOMERRELATIONSHIP

TARGETCUSTOMER

DISTRIBUTIONCHANNEL

REVENUESTREAMS

gives an overall view of a company's bundle of products and services

describes the channels to communicate and

get in touch with customers

explains the relationships a

company establishes with its customers

describes the revenue streams through which

money is earned

describes the customers a company wants to offer value to

CUSTOMER

OFFER

FINANCE

describing a company’s business model

tomorrow’s organization. today.

VALUEPROPOSITION

COSTSTRUCTURE

CUSTOMERRELATIONSHIP

TARGETCUSTOMER

DISTRIBUTIONCHANNEL

REVENUESTREAMS

gives an overall view of a company's bundle of products and services

describes the channels to communicate and

get in touch with customers

explains the relationships a

company establishes with its customers

sums up the monetary consequences to run a

business model

describes the revenue streams through which

money is earned

describes the customers a company wants to offer value to

CUSTOMER

OFFER

FINANCE

describing a company’s business model

tomorrow’s organization. today.

VALUEPROPOSITION

COSTSTRUCTURE

CUSTOMERRELATIONSHIP

TARGETCUSTOMER

DISTRIBUTIONCHANNEL

VALUECONFIGURATION

CORECAPABILITIES

PARTNERNETWORK

REVENUESTREAMS

gives an overall view of a company's bundle of products and services

portrays the network of cooperative

agreements with other companies

describes the channels to communicate and

get in touch with customers

describes the arrangement of

activities and resources

explains the relationships a

company establishes with its customers

sums up the monetary consequences to run a

business model

describes the revenue streams through which

money is earned

describes the customers a company wants to offer value to

outlines the capabilities required to run a

company's business model

INFRASTRUCTURE CUSTOMER

OFFER

FINANCE

describing a company’s business model

• Customer value proposition. The model helps customers perform a specific “job” that alternative offerings don’t address.

Example: MinuteClinics enable people to visit a doctor’s office without appointments by making nurse practitioners available to treat minor health issues.

Understand Your Current Business Model1.

• Customer value proposition. The model helps customers perform a specific “job” that alternative offerings don’t address.

Example: MinuteClinics enable people to visit a doctor’s office without appointments by making nurse practitioners available to treat minor health issues.• Profit formula. The model generates value for your company through factors such

as revenue model, cost structure, margins, and inventory turnover.Example: The Tata Group’s inexpensive car, the Nano, is profitable because the company has reduced many cost structure elements, accepted lower-than-standard gross margins, and sold the Nano in large volumes to its target market: first-time car buyers in emerging markets.

Understand Your Current Business Model1.

Understand Your Current Business Model• Customer value proposition. The model helps customers perform a specific “job”

that alternative offerings don’t address.Example: MinuteClinics enable people to visit a doctor’s office without appointments by making nurse practitioners available to treat minor health issues.• Profit formula. The model generates value for your company through factors such

as revenue model, cost structure, margins, and inventory turnover.Example: The Tata Group’s inexpensive car, the Nano, is profitable because the company has reduced many cost structure elements, accepted lower-than-standard gross margins, and sold the Nano in large volumes to its target market: first-time car buyers in emerging markets.• Key resources and processes. Your company has the people, technology, products,

facilities, equipment, and brand required to deliver the value proposition to your targeted customers. And it has processes (training, manufacturing, service) to leverage those resources.

Example: For Tata Motors to fulfill the requirements of the Nano’s profit formula, it had to reconceive how a car is designed, manufactured, and distributed. It redefined its supplier strategy, choosing to outsource a remarkable 85% of the Nano’s components and to use nearly 60% fewer vendors than normal to reduce transaction costs.

1.

2.Identify When a New Model May Be Needed

We are living in the world where one business should benchmark vs. a

business with similar business model, rather than similar company in the

same industry