Embed Size (px)
Citation preview
CFMT EXECUTIVE SEMINARSSTRATEGIC MARKETING MODELS
www.cfmt.it2017
Iveta Merlinova
ALDEHYDE MOLECULAR BUSINESS SYSTEMS®
ZOOMING
Management innovation has a unique capacity to create
a long-term advantage for your company.
Frankly, today’s best practices aren’t good enough.
Gary Hamel with Bill Breel – The Future Of Management, 2007
ALDEHYDE MOLECULAR BUSINESS SYSTEMS®
ALDEHYDE MBS® is a registered trademark that represents the CINNAM’s original approach tobusiness modeling and innovation on the international market. CINNAM treats in an integrated way theinnovation of single business elements (i.e. transactional, relational and collaborative elements), businessprocesses (i.e. ZOOMING, BRAINING, CRAFTING) and entire business models (i.e. marketing/ innovation/brand models).
ALDEHYDE MBS® ensures top performance in processes such as strategic planning, brand leadership,international product launch and life-cycle management, customer experience and relationshipimprovement, complex change management and others.
Business-to-business and business-to consumer companies, both in manufacturing and services, aswell as networks and individuals may benefit from this approach. CINNAM has a wealth of experiencerelated to the implementation of ALDEHYDE MBS® within industries such as facility management, healthcare, automotive, industrial equipment production, pharmaceutical packaging, business and consumerservices, logistics, fashion, design and others.
ALDEHYDE MOLECULAR BUSINESS SYSTEMS® SOLUTIONS
CINNAM’s consultancy and training services are structured within six modular andintegrated methodologies and consultancy packages:
1. ZOOMING for BUSINESS DEVELOPMENT AND PLANNING PROCESSES
2. COOKING for OPERATIONAL MARKETING MODELING AND COMMUNICATION
3. BRAINING for BUSINESS COLLABORATIVE CREATIVITY PROCESSES
4. CRAFTING for NEW OFFERING DEVELOPMENT PROCESSES AND LAUNCH
5. FARMING for SUSTAINABLE LIFE-CYCLE MANAGEMENT PROCESSES
6. VEECTORING for EXECUTIVE LEADERSHIP AND CHANGE MANAGEMENT
for STRATEGIC MARKETING MODELING AND BRAND BUILDING
for NETWORKING MANAGEMENT AND SALES PROCESSES
for CUSTOMER SERVICE AND RELATIONSHIP PROCESSES
IVETA MERLINOVA: MOLECULAR MARKETINGMARKET LEADERSHIP CREATIVE MODELING
The book/e-book is a referential text for the ALDEHYDE MBS® original systemic approach, and it isorganized within four main sections that are closely interrelated: MOLECULAR MARKETING DECALOGUE;MOLECULAR MARKETING ELEMENTS; MOLECULAR MARKETING PROCESSES; MOLECULARMARKETING MODELS.
FUN
CTI
ON
AL
cust
omer
exp
erie
nce
ENH
AN
CED
HO
LIS
TIC
transactional section
relationship quality
Ad
Pr Pc
Pk DePm
Pl Ec
Ti
Et
collaborative sectionrelational section
BrEx
Re
CcPe
Se
relationship quality
Kn In
Sl
Te
SmMs
Cl
Nf
Ag
relationship quality
Hn Sn
Cn
Si
Bg
MOLECULAR MARKETING
MOLECULAR MARKETING
An innovative marketing methodology based on the ten basic principles of thinking and execution: vision-driven and value-based, human-oriented, resilient and
flexible, systemic, creative, sustainable, leading and aligned, collaborative, model-based, and measurable.
MOLECULAR MARKETING
MOLECULAR MARKETING
ZOOMING
MM ZOOMING - vision-driven marketing planning processes aimed at the strategic building, positioning, and delivery of the MOLECULAR MARKETING offer.
As far as the first MM PROCESSES area is concerned, the choice of the “zooming” metaphor has been inspired by filmmaking and photography, in particular by their technical aspects, their vocabulary, their creativity, and their emotional beauty.
MOLECULAR MARKETING ZOOMING
VISION-DRIVEN MARKETING PLANNING PROCESSES
Just for a while, take your camera and look far away, trying to focus and capture some amazing, attractive particular point. Moving slightly ahead, still orienting your camera in the same direction, you can lower the depth of field, choosing precisely some new, detailed reference points. Changing some filters and/or their colors in front of the lens, all objects become clear and/or can seem different. Changing you perspective, you perceive different things. MOLECULAR MARKETING vision-driven modeling and planning processes are very similar: there is not a simple distinction between long- and short-distance perception and time, between strategic and operational activities; within the whole process, they have to be combined, managed in parallel, and reviewed, similar to some typical photographer operations carried out without any rigid linear sequence.
MM ZOOMING
STRATEGIC MARKETING MANAGEMENT
Strategic Marketing Management is a process of choosing strategic target markets
and defining strategies with the aim of building
profitable relationships with them.
This involves obtaining, retaining and developing customers
through creating, delivering and communicating superior customer value.
TO WHOM?
WHAT?
WHY?
HOW?
In the first step, a large depth of field (in photography, it means a very small diaphragm aperture) permits a relatively sharp rendering of the future and of the company vision; and in the second step, a shallow depth with a widely open camera focuses on the present.
The first aspect means that the whole MOLECULAR MARKETING planning process will start with a very clear vision or business idea, in terms of the internal company life and the external market perception (or even potential influence).
01
The second aspect of the “big picture” concerns the present and the partially past situation of a company in terms of its values, core competencies, and fundamental behaviors, as well as attitudes to which all company activities will be subordinated, from today to the distant future.
These activities delimit the company’s ethical area, its cultural and professional heritage, and the essential and long-lasting brand-identity dimensions
A “big picture” defines a first actionable management link between the future and the present, through the activation of a company’s shared behaviors that embody its values and motivational purposes and lead to the declared vision.
A BIG PICTURE; WIDE ANGLE ON THE PRESENT, DEEP DEPTH OF THE FUTURE FIELD
TIME = FOCUS DISTANCE
BEHAVIORS, PURPOSE
I WORKING FIELD
PR
ESEN
T /
PA
ST
FUTU
RE
VALUESCORE COMPETENCES
(HERITAGE)
MM ZOOMING
In the first step, a large depth of field (in photography, it means a very small diaphragm aperture) permits a relatively sharp rendering of the future and of the company vision; and in the second step, a shallow depth with a widely open camera focuses on the present.
The first aspect means that the whole MOLECULAR MARKETING planning process will start with a very clear vision or business idea, in terms of the internal company life and the external market perception (or even potential influence).
01
The second aspect of the “big picture” concerns the present and the partially past situation of a company in terms of its values, core competencies, and fundamental behaviors, as well as attitudes to which all company activities will be subordinated, from today to the distant future.
These activities delimit the company’s ethical area, its cultural and professional heritage, and the essential and long-lasting brand-identity dimensions
A “big picture” defines a first actionable management link between the future and the present, through the activation of a company’s shared behaviors that embody its values and motivational purposes and lead to the declared vision.
A BIG PICTURE; WIDE ANGLE ON THE PRESENT, DEEP DEPTH OF THE FUTURE FIELD
TIME = FOCUS DISTANCE
BEHAVIORS, PURPOSE
I WORKING FIELD
PR
ES
EN
T /
PA
ST
FU
TU
RE
VALUESCORE COMPETENCES
(HERITAGE)
MM ZOOMING
In this step, following the company vision and respecting its defined values and shared behaviors (having been previously specified), concrete and measurable business objectives are defined (process concretization and focusing). This is the moment when a transparent formulation of the “value for company” is given and expected results are expressed.
The MM ZOOMING approach is “future-driven” and its clear focus influences the whole analytical and intelligence process at present: the actual internal and external “as is” situation analysis is strictly functional to the next value-creation process.
At this point, the company’s strategic preferences are formulated as well. The common and shared behaviors, defined in the first step, are not sufficiently precise for the company’s strategic planning, and additional business guidelines are necessary to design a distinct way that will bring the company from today’s performance to tomorrow’s results and vision, overwhelming previously recognized gaps. These preferences may concern ethical, financial, or technological aspects or market preferences and partnerships, and they are usually strongly influenced by the company’s main shareholders.
02
STRATEGIC FIELD DEPTH
STRATEGIC PREFERENCES
I WORKING FIELD
“AS IS” GENERAL
ASSESSMENT
OBJECTIVES/VALUE FOR COMPANY
II WORKING FIELD
MM ZOOMING
When all marketing efforts are aligned and create a unique bundled set, unprecedented system quality, efficiency, flexibility, and speed could become new competitive advantages for the company.
The best convergent lenses that offer such a “unified” effect and eventually exclude from the set (next defined as MARKETING MOLECULE) some improbable elements are: the brand, its positioning, and the mission statement. For this kind of filtering, the brand is perceived as an “umbrella” brand, a company brand that represents and integrates all selected MM ELEMENTS through its essence, personality, and tangible manifestations.
Correct brand management creates incredible economies of scale along with promotion and selling processes, and it accelerates and simplifies the introduction of new MM ELEMENTS into the offering.
Subsequently, a desired future positioning of the branded offering is specified. The main assumed competitors and benchmarking brands are identified and their potential impact and performance are evaluated.
A clear brand identity and its positioning, a company’s vision, purposes, values, heritage, and core competencies, are integrated (and reviewed) and allow for the formulation of a company (or project) mission statement.
05
STRATEGIC ALIGNMENT LENSES
I WORKING FIELD
COMPETITIVE ANALYSISII TARGETING
II WORKING FIELD
VALUE PROPOSITIONMISSIONPOSITIONING
III WORKING FIELD
M2
MM ZOOMING
Management, unlike science, is entirely FUTURE-ORIENTED.
Case-study evaluation, planning, organizational change, project activation, and monitoring add the execution area (the Grey area) to the marketing model. Within the Grey area, MOLECULAR MARKETING operational processes are defined, and altogether with green, blue, red, and orange areas, they define an MM MANAGEMENT MODEL.
The output of MM ZOOMING processes differs in many aspects from the “classic” result of traditional linear and hierarchical planning:
• First, it defines an MM MANAGEMENT MODEL and not simply a marketing plan; • Second, a modular structure of the MARKETING MOLECULE and project system allows higher flexibility within turbulent markets;• Third, an MM MODEL building process is not objective-driven, but vision-driven; • Fourth, there is no rigid distinction between strategic and operational levels.
MM ZOOMING DISTINGUISHED BENEFITS
FUTURE
VALUE
PRESENT
EXEC
UTI
ON
AC
TIO
N
MM ZOOMING
STRATEGIC MARKETING MANAGEMENT META-MODEL
STRATEGIC MARKETING MODELS
Strategic Marketing Models just don’t last as long as they used to ….
1908 1940 1932
INTEGRATED SOLUTIONS
ILLY
STARBUCKS
NESPRESSO
ADAPT
IMPROVE
ADOPT
YOUR COMPANY STRATEGIC MARKETING MODEL DEPLOYMENT
§ BUSINESS DEVELOPMENT
§ INNOVATION
§ MARKET/MARKETING RESEARCH
§ PROPOSAL MANAGEMENT
§ BRAND MANAGEMENT
§ CHANGE MANAGEMENT
§ OTHER
WHAT IF …?
“There is NOTHING about a caterpillar that tells you it’s going to be a butterfly.”
Buckminster Fuller
INSPIRATIONAL BIBLIOGRAPHY
INSPIRATIONAL BIBLIOGRAPHY
