X-Marketing: The Next Rules of Marketing

XMARKETINGTHE NEXT RULES OF MARKETING

Professor Peter [email protected]@GeniusWorks

Markets have changed. Customers have changed. Has your marketing? Have you?

A new generation of businesses (new technologies, new business models, new leadership) is emerging to address a new generation of customers (new audiences, new geographies, new aspirations). Marketing exists to connect businesses and customers, in relevant and profitable ways.

A new approach to marketing is therefore required. Some of the new approaches, and maybe the language, will be familiar. But not all, and not joined up as a fundamental approach to driving business performance.

Together, we call it Xmarketing for experiential, expeditionary, exponential marketing. It involves a seismic shift in philosophy and practice.

It fundamentally challenges every marketer who still turns first to their strategic plan. And then to their advertising agency, or even their web developer. It is fundamentally digital in mindset, but human as well as technological. It demands analytical thinking, content and networks, but also vision and creativity.

It requires new types of leaders, and a new mindset for every marketer.

www.theGeniusWorks.com

EXPONENTIAL WORLD

THE 10X RULES

EXPONENTIAL WORLD

THE 10X RULES

EXPONENTIAL WORLD

XMARKETING

We live in an incredible time

VolatileUncertainComplex

Ambiguous

VibrantUnrealCrazyAstounding

Virtual world becomes real

Spectacles to Snap

Alibaba $28bn in one day

Uber and beyond

$85bilion to be more human

Unlimited executive jets

Xiaomi, the new AppleHyperloop redefines travel

Quarzazate Solar Farm

Your future for $99

Robot heart surgery

Driverless in Singapore

Global internet for all

Nanodegrees in the future

Anything is possible

Worldchanging decade

2010Pop 6.9BnGDP $63T

G7


E7



G7


E7

E7 = China, Malaysia, Chile, Poland, Peru, Mexico, Philippines



G7


E7

Top jobs in next 5 years

Megacities: 70% by 2030

The new silk road

Climate change: 4 degrees

New geopolitics

Tectonic shifts

+genius

EastSmall

WestBig

+genius

ProfitVolume

ConsumerPull

Individual

BusinessPushAverage

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ImaginationCapability

+genius

TalentExperienceExponentialImprovement

Exponential world

Exponential growth

FingernailNotebook

Hand

House

Earth

3 folds

Thicknessof folderpaper

7 folds 10 folds 17 folds 30 folds

Exponential growth

AgriculturalRevolution

IndustrialRevolution

Lightbulb

Moonlanding

World WideWeb

HumanGenome

8000years

120years

90years

22years

9years

Humanprogress

Exponential growth

Exponential growth

Exponential world

Exponential marketing

Ideas that spread

Networks that multiply

IDEASNETWORKS

+

Addictive Ideas + Intelligent Networks = Exponential Growth

Exponential marketing

Innovative marketing for exponential growth

Growth hacking

Market mapping

Innovative strategy

Customer solutions

Making it happen

Design thinking

Context framing

Concept fusions

Business models

Accelerating action

Page 16

Visi

on 3

Visi

on 2

Visi

on 1

Deliv

erab

les

3

Deliv

erab

les

2

Deliv

erab

les

1

Resu

lts 3

Resu

lts 2

Resu

lts 1

Horizon 1 delivers

excellence and quick wins

Horizon 2 delivers

new concepts and extensions

Horizon 3 delivers

breakthroughsand a new core

What products and services do we bring together for our customers?

Customers Communication PartnersOfferings

Channels

Relationships Processes

Revenue streams Pricing models Cost streams Investments

Who are our target segments of customers and users?

Which types of distribution channels will we use to reach customers?

What kind of relationship do customers seek with us, and each other?

Who are the external partners to help us create and deliver the offerings?

What distinctive assets do we have to use in existing or new ways?

What benefits do we enable our customers to achieve?

What are the main internal activities to create and deliver the offerings?

What are the main sources of revenue, and which could be largest?

How, when and how often will we charge customers?

What are the most significant ongoing costs to create and deliver the offerings?

How much do we need to spend before we start earning?

Proposition

ResourcesWhat are the main internal resources to create and deliver the offerings?

Assets

Products & Services

What brand do we use? What are the key messages, and how do we engage customers?

Customer BrandJobsGains

Pains

What benefits does the customer expect or desire, both rational and emotional?

What are the negatives in their current experience, bothRational and emotional?

What is the customer trying to do the job they want to do, or new goal to achieve? Gain creators

How do the products and services create customer gain, for example savings that make them happy, or deliver outcomes beyond expectations?

Pain relievers

Products and services

How do the products and services remove the negatives,eg save time and effort, make them fee better, remove negative impacts, or fears?

What are all the product and service components that enable the customer to achieve their job?

2021Where are the relevanthigh growth markets?

2018

2016

Who are the relevant high growth customers?

What are the relevanthigh growth categories?

What are the relevant high growth

products/services?

2021

2016

Idea

Create

Improve

Pivot

GeniusWorks [email protected]

+genius

Moonshot Factory

Why be 10% better?

+genius

When you could be 10x better?

Shaping the future

+genius

es

1. 23 & Me2. Aravind3. Editas4. Genentech5. Intuitive Surgical6. Narayana Hosp7. Organova8. PatientsLikeMe9. Scanadu10. Second Sight

1. Amazon2. Aussie Farmers3. Etsy4. Farfetch5. Le Pain Quotidien6. Pinterest7. Positive Luxury8. Rackuten Ichiba9. Trader Joes10. Zappos

1. Apple2. Beautyin3. DJI4. Go Pro5. Lego6. Method7. Natura8. Nike+9. Oculus Rift10. Renova

1. Alibaba2. ARM3. Bharti Airtel4. GE5. Google X6. OneWeb7. Raspberry Pi8. Samsung9. Slack10. Xiaomi

1. Aeromobil2. Air Asia3. Airbnb4. CitizenM5. Emirates6. Kulula7. RedBus8. Uber9. Virgin Galactic10. Zipcars

1. 3DHubs2. Corning3. DP World4. Dyson5. Embraer6. Local Motors7. Space X8. Syngenta9. Tata10. Tesla

1. Brewdog2. GrameenDanone3. Graze4. Juan Valdez 5. LA Organic6. Moa Beer7. Modern Meadow8. Nespresso9. Yeni Reki10. Zespri

1. Ashmei2. 1Atelier3. Desigual4. Jonny Cupcake5. Inditex6. Patagonia7. Rapha8. Shang Xai9. Threadless10. Toms

1. Aspiration2. Fidor3. First National4. Moven5. M-Pesa6. Robinhood7. Square8. TransferWise9. Umpqau10. Zidisha

1. Al Jazeera2. Buzzfeed3. Netflix4. Pledge Music5. Red Bull6. RiotGames7. Snap8. Ushahida9. ViceMedia10.WeChat

futureproduct futurefashion futurefood

futurehealth futuretech futuremakersfuturebank

futuretravel

N/S American brands European brands African/Arab brands Asia/Pacific brands

futuremedia

1. Ashoka2. AzuriTech3. Graal Bio4. IBM Watson5. IDEO6. Kickstarter7. Li & Fung8. Live Nation9. Salesforce10. Y Combinator

1. Bitcoin2. Bhutan3. City FC4. The Elders5. FanDuel6. ParkRun7. Michelle Phen8. Planetary Res9. Udacity10. You

futureservice futurebrands

Peter Fisk [email protected]


futurestore

Gamechangers shaking up every market

audacious

networked

intelligent

Change

Whyenabling

collaborative

Peter Fisk 2013Gamechangers.pro

+genius

Rockets Creative Beer

+genius

Lululemons Yoga Beer

New Zealands Moa Beer

+genius

Beer 52 by Subscription


How could you change your game?

THE 10X RULES

EXPONENTIAL WORLD

The Next Rules of Marketing

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1. Growth Hacking

Peter Fisk 2015More details in the new Gamechangers book +genius

2021

2016

1. Growth Hacking

Time

Impact

10X

10%

What is 10x not 10% in your business?


+genius

2. Customer immersion


CustomerBusiness



Design thinking. Customer insight. Brand framing.

+genius

3. Platform innovation

Make and distribute

business model

eg CocaCola

Microsoft

Spectrum retail

business model

eg Amazon

Marks & Spencer

Make and sell direct

business model

eg BMW, HSBC

Niche retail

business model

eg ToysRUs, Wiggle

License to make

business model

eg ARM, Ed Hardy

Curated retail

business model

eg Fab,

Positive Luxury

Membership club

business model

eg Costco,

Quintessentially

Crowdfunded ventures

business model

eg Kickstarter,

Zidisha

Opensourced

community

business model

eg RedHat, MySQL

Subscription payment

business model

eg FT.com, Graze

Buyer and seller

marketplace

business model

eg Etsy, NYSE

Micro payments

business model

eg Flattr

Grameen Danone

Collaborative

consumption

business model

eg Buzzcar, Regus

Regular Replacement

business model

eg Gillette,

Nespresso

Branded Consortia

business model

eg Cisco, Spar

Advertising or

Sponsorship

business model

eg Google,

Metro Newspapers

Listed or Promoted

business model

eg Monster Linkedin

Network builders

business model

eg Hotmail, Twitter

Demand then Made

business model

eg ZaoZao,

Threadless

Auction retail

business model

eg eBay, Sotheby

Knowledge and time

business model

eg McKinsey, Harvard

Franchised retail

business model

eg McDonalds,

Subway

Certification and

endorsement

business model

eg ISO, Verisign

Remainder retail

business model

Eg Saks,

Vente Privee

Multulevel

marketing

business model

eg Tupperware,

Natura

Group buying

business model

eg Groupon,

Huddlebuy

Reverse auction

business model

eg Priceline

Freemarkets

Shared rental

business model

eg Zilok, Hilton

Tradeable currency

business model

eg Bitcoin Air Miles

Freemium pay within

business model

eg Angry Bird,

Coursera

Transaction facilitator

business model

eg Paypal, Visa

Pay as you go

business model

eg AzuriTech

Techshop

Dynamic pricing

business model

eg Expedia, Uber

Reputation builders

business model

eg Tripadvisor,

PaywithaTweet

Customer data

business model

eg Facebook,

23andMe

Non-profit business

business model

eg Oxfam Wikipedia

Maker models Channel models

Crowd models Payment models

Exchange models Asset models



What products and services do we bring together for our customers?

Customers Communication PartnersOfferings

Channels

Relationships Processes

Revenue streams Pricing models Cost streams Investments

Who are our target (segments of) customers (or users), and what matters most to them?

Which types of distribution channels will we use to reach customers?

What kind of relationship do customers seek with us, and each other?

Who are the external partners to help us create and deliver the offerings?

What distinctive assets do we have to use in existing or new ways?

What benefits do we enable our customers to achieve?

What are the main internal activities to create and deliver the offerings?

What are the main sources of revenue, and which could be largest?

How, when and how often will we charge customers?

What are the most significant ongoing costs to create and deliver the offerings?

How much do we need to spend before we start earning?

Proposition

ResourcesWhat are the main internal resources to create and deliver the offerings?

Assets

Products & Services

What brand do we use? What are the key messages, and how do we engage customers?

GeniusWorks 2015 www.theGeniusWorks.com

Reinventing your business model

+genius

4. Brand storytelling

Customer BrandJobsGains

Pains

What benefits does the customer expect or desire, both rational and emotional?

What are the negatives in their current experience, bothrational and emotional?

What is the customer trying to do the job they want to do, or new goal to achieve? Gain creators

How do the products and services create customer gain, for example savings that make them happy, or deliver outcomes beyond expectations?

Pain relievers

Products and services

How do the products and services remove the negatives,eg save time and effort, make them fee better, remove negative impacts, or fears?

What are all the product and service components that enable the customer to achieve their job?

Customer solutions that enable people to do more.


+genius

5. Social influencers

Movement Collaborative

Customer

Customer Customer

CustomerCustomer

Customer

Brand-enabledcommunity

Co-enable Co-design

Co-create

Co-sellCo-support

Co-consume


Co-enable Co-design

Co-create

Co-sellCo-support

Co-consume

Collaborating with customers to achieve more.


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6. Enabling experiences

Commodityproduct

Brandedproduct

Personalservice

Brandedexperience

Customersexperience

Distinctivedesign

Empatheticdelivery

Integratedjourney

Enabling more

2c coffeebeans

20c brandedcoffee

$2 coffeein store

$20 lunchwith friends

Ad

ded

val

ue th

roug

h differentiation

Added value through relevance


+genius

7. Exponential impact

+genius


THE 10X RULES

EXPONENTIAL WORLD

XMARKETING

Exponential world

Unlimited opportunity

People want and expect more

Complex and realtime

Investors expect and want more

Time to supercharge your marketing


2021

2016

1. Growth Hacking

Experience at Starbucks Reserve


CustomerBusiness


Whats the problem?

Whats the solution?

Design thinking: solving the right problem

Design thinking: fast and evolving solution

IT support is boring, isnt it?

For the customer, its an emergency

+genius

4. Brand storytelling

Pat McGrath Labs Gold 001 Tatcha by Japanese Geisha Isamaya Ffrenchs art beauty

The Organic Pharmacy Michelle Phans social Ipsy Blow.ltd Uber of beauty

MatchCo customisation apps Zenta human-tech by Vinaya Adorn 3-d printing beauty pen

Gamechangers of Beauty

+genius

Michelle Phan

+genius

Contagious ideas

Addictive idea

Influencer

Influencer

Influencer

Advocates

Advocates

Advocates

Networks

Networks

Networks

Addictive ideas. Social influencers. Market mulipliers.


Dollar Shave Club Triangl via Instagram Methods beautiful home

Renovas sexy bathrooms Vice media for millennials Nespresso Club

Red Bull Media House Rapha Cycle Clubs Teslas Supercharger Network

Inspirations for the beauty industry

Make and distribute

business model

eg CocaCola

Microsoft

Spectrum retail

business model

eg Amazon

Marks & Spencer

Make and sell direct

business model

eg BMW, HSBC

Niche retail

business model

eg ToysRUs, Wiggle

License to make

business model

eg ARM, Ed Hardy

Curated retail

business model

eg Fab,

Positive Luxury

Membership club

business model

eg Costco,

Quintessentially

Crowdfunded ventures

business model

eg Kickstarter,

Zidisha

Opensourced

community

business model

eg RedHat, MySQL

Subscription payment

business model

eg FT.com, Graze

Buyer and seller

marketplace

business model

eg Etsy, NYSE

Micro payments

business model

eg Flattr

Grameen Danone

Collaborative

consumption

business model

eg Buzzcar, Regus

Regular Replacement

business model

eg Gillette,

Nespresso

Branded Consortia

business model

eg Cisco, Spar

Advertising or

Sponsorship

business model

eg Google,

Metro Newspapers

Listed or Promoted

business model

eg Monster Linkedin

Network builders

business model

eg Hotmail, Twitter

Demand then Made

business model

eg ZaoZao,

Threadless

Auction retail

business model

eg eBay, Sotheby

Knowledge and time

business model

eg McKinsey, Harvard

Franchised retail

business model

eg McDonalds,

Subway

Certification and

endorsement

business model

eg ISO, Verisign

Remainder retail

business model

Eg Saks,

Vente Privee

Multulevel

marketing

business model

eg Tupperware,

Natura

Group buying

business model

eg Groupon,

Huddlebuy

Reverse auction

business model

eg Priceline

Freemarkets

Shared rental

business model

eg Zilok, Hilton

Tradeable currency

business model

eg Bitcoin Air Miles

Freemium pay within

business model

eg Angry Bird,

Coursera

Transaction facilitator

business model

eg Paypal, Visa

Pay as you go

business model

eg AzuriTech

Techshop

Dynamic pricing

business model

eg Expedia, Uber

Reputation builders

business model

eg Tripadvisor,

PaywithaTweet

Customer data

business model

eg Facebook,

23andMe

Non-profit business

business model

eg Oxfam Wikipedia

Maker models Channel models

Crowd models Payment models

Exchange models Asset models



PatientsLikeMe

+genius

Nespresso

Nespresso

Movement Collaborative

Customer

Customer Customer

CustomerCustomer

Customer

Brand-enabledcommunity

Co-enable Co-design

Co-create

Co-sellCo-support

Co-consume


Urbanisation

Carbon reduction

China and India

Change drivers in the automotive market

AI and robotics

Connected cars

Supply consolidation

Fuels and charging

Car insurance

Car design

Brands to trust

Owning v sharing

Driverless cars

+genius

Tesla Motors

+genius

Tesla Motors

GE Brilliant Machines Amazon Dash instant delivery Nespresso Club

Scanadu health tracking Netflix subscription Rapha Cycle Club

3D Hubs print on demand ARM technology design Teslas Supercharger Network

Inspirations for automotive marketing

Commodityproduct

Brandedproduct

Personalservice

Brandedexperience

Customersexperience

Distinctivedesign

Empatheticdelivery

Integratedjourney

Enabling more

2c coffeebeans

20c brandedcoffee

$2 coffeein store

$20 lunchwith friends

Ad

ded

val

ue th

roug

h differentiation

Added value through relevance


+genius

Nike+ Sports not Sportswear

+genius

Movements nikewomen

+genius


Rapha is a community

The 6Ds of Exponential Thinking

Digitalise

Deceptive

Disruptive

Dematerialise

Demonitise

Democratise


Exponential vision

The 6Ds of Exponential Thinking

Digitalise

Deceptive

Disruptive

Dematerialise

Demonitise

Democratise


What will you do?

Acting with speed and agility

Connecting ideas and people

Passion to make life better

Having an audacious attitude

Shaping your own vision

Making sense of change

Persisting to make it happen


+genius

Be boldBe brave

Be brilliant

Peter Fisk helps business leaders make sense of a fast-changing world, to find the best new opportunities for growth, to embrace the best new ideas through insight and creativity, to rethink their entire vision and strategy, business model and customer experience. Being 10% better is just enough to compete in todays world, to stand still. The real question is how to be 10 times better, to get ahead, to stand out, to be the leader who helps the business create and deliver future success.

Peter works across the world, helping business leaders to develop innovative strategies for business and brands. He is a thinker, advisor and practical entrepreneur. He is Professor of Strategy, Innovation and Marketing at IE Business School, one of the worlds top ranked business schools, whilst also founder and CEO of GeniusWorks, a boutique consulting firm, helping clients across every sector to make sense of fast-changing markets, and find new ways to think, compete and win.

Having trained as a nuclear physicist, Peter moved to managing brands like Concorde at British Airways, helping Microsoft to adopt a value-based marketing model, and Virgin to launch into new markets. As a highly experienced consultant he has worked in every sector and region of the world. As CEO of the worlds largest marketing organisation, the Chartered Institute of Marketing, he became a global authority on whats best and next in business and markets.

Finding his own space, he founded GeniusWorks, with offices in London and Istanbul. He works with companies big and small, food to fashion, skincare to stock exchanges, high tech to human and brands as diverse as Aeroflot and Banyan Tree, Coca Cola and Club Med, Cooperative and Courvoisier, Davidoff and DSM, Eczacibasi and Fat Face, Fosters and GSK, Hersheys and Mars, M&S and Nestle, Microsoft and O2, Phillips and Philosophy, Red Bull and Sabre, Santander and Skanska, Shell and Tata, Telia and Turkcell, Unilever and VB Beer, Virgin and Visa, Vodafone and YapiKredi to think bigger and smarter, develop innovative strategies, bolder brands, and accelerate growth.

Peters new book Gamechangers: Are you ready to change the world? explores the next generation of business and brands, shaking up markets, innovating and winning in new ways. Based on 100 global case studies, it explores the challenges of new markets, changing customers, brand building, new business models, real-time marketing, harnessing social media, inspiring leadership and positive impact. It has been nominated for Management Book of the Year 2015.

His other books include Marketing Genius explores the left and right-brain challenges of success, and is translated into 35 languages. It was followed by five others Business Genius on leadership and strategy, Customer Genius on building a customer-centric business, People Planet Profit on sustainable innovation, and Creative Genius, the innovation handbook for business leaders, defining what it takes to be Leonardo da Vinci in the 21st Century.

Growing up in rural Northumberland, in the north of England, Peter has a love of running that has taken him from a youthful mile champion to still running every day, 35 years later. He now lives in Teddington, to the west of London, surrounded by the Royal Parks of King Henry VI and his hunting deer. He is married with two teenage daughters, who keep him real and in touch with the Snapchat, Netflix lifestyles of Gen Z.

Inspired by his first job in the airline world, he loves to travel far and wide, indulge in Asian food, together with a well chilled Sauvignon Blanc. His favourite brands range from Ashmei running gear to Rapha cycle club, Paul Smiths fashion design and House Caf in Istanbul, New Yorks MOMA to New Zealands great Moa Beer.

Peter features in the Guru Radar of Thinkers50, and was described by Business Strategy Journal as one of the best new business thinkers. His advice is sought after by business leaders around the world, he adds specialist expertise to key projects, combining new ideas with practical action, inspiration and impact. Helping you to find your own space, to be leaders of change to be bold, brave and brilliant.

Email: [email protected]

Phone: +44 7834483830

Twitter: @geniusworks

Website: theGeniusWorks.com

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Peter Fisk