Flipping the Marketing Models Don Schultz, Ph.D. Professor Emeritus-in-Service Medill Integrated Marketing Communications Dept. Northwestern University AMA Western Michigan 11 November, 2015 Everything We Ever Learned About Marketing and Branding Is Now Obsolete! A Rather Strong Statement But, One I Believe Can Be Supported And, Even If It Can’t, I Already Have a Return Ticket to Chicago So, Let’s Press On! The World of Marketing and Marketing Communication Is in Turmoil….. What We’ve Always Done Before Doesn’t Seem to Work Use of supply chain models Focus on economies-of-scale Continuous product improvement Bigger marketer spend More “feet-on-the-street” sales models “Good enough” competitors Our Conundrum: We Continue to Spend More With Unknown or Unmeasurable Returns I Guess That’s Why I’m Here! I’m a radical thinker A futurist An explorer A data-weenie And, I’m a Tenured Professor in a Private University – about as much security as professors ever get Today, At NU, We Find We’re in the Same Boat as You My Current NU Assignment: What Should We Be Teaching Students in 2020? What We Teach Now Marketing Mgmt Content Mgmt Data Analytics Brands/ Branding Financial Analysis Core IMC Concepts Internal Mkt. Comm. Media Mgmt Consumer Insights Market Research Comm Strategy Other Units in Our Program Applied Neuromarketing Consortium – interdisciplinary research center Retail Analytics Council – research on intersection of online and offline retailing Omni-Channel Initiative – using software to identify, understand and communicate with consumers Spiegel Research Center – cooperative research with industry to improve marketing results One Over-riding Theme: Everything Starts With the Customer! Because They Are the Only Ones with Money….. Everything Else Is a Cost! Here’s Our Current Model 1. Customer Identification From Behavioral Data 5. Budgeting, Allocation, Evaluation & Recycling IMC 4. Estimating Returnon-Customer- Investment 2. Valuation of Customers/ Prospects 3. Creating & Delivering Messages & Incentives It Assumes Marketers Decide What to Say, When to Say It, the Volume Level It Should be Said….. Although Circular, It’s Still All Linear and Outbound! What Should We Do? We’ve Identified Four Global Challenges to Current Marketing Methods 1. Digitalization 2. Financial planning models 3. Business models 4. Organizational and structural challenges 1. Digitalization Is -- and Isn’t -- an Issue Isn’t an Issue: For consumers, users, viewers, buyers, etc. it isn’t an issue It just happens – if I like it and it’s fun, I use it They adapt and adjust easily and quickly Digitalization is now part of the landscape Is an Issue: It’s the marketers who have digitalization problems It doesn’t fit the current structural or management sets, suites or planning models Digitalization requires substantial organizational change That’s the most difficult task for any manager Marketers No Longer Lead Customers …….. We Follow Them And, in Too Many Cases They Are Much More Agile and Adaptive The Challenge? How Can Marketers Keep Up? One Way…… Listen to Them! Less Talking, More Listening! 2. Financial Planning Models Stop looking backward……accounting ROI Start looking forward…..forecasting actuarial returns Think of Customers as Income Flows to the Firm Build customer risk and value models Build based on Internal Rates of Return – invest to meet IRR, not control spending Measure and manage customer income flows…..those are the “lifeblood” of the firm Determining Customer Financial Value Share of Total Customers Annual Demand per Customer Brand X Our Brand Consumers X Contribution to Brand Purchases (%) Units/ X Revenue/ Gross Margin X Brand Y Penetration $ C-BV = P Buying Rate x BR Share x SOP Margin x M If We Know the Value of a Customer, We Can Invest Appropriately More Forecasting, Less ROI 3. Most Companies Have the Wrong Business Model Marketers Have Inherited a Mass of Often Irrelevant Planning Concepts and Approaches 4Ps and product management Supply-chains Internal KPIs Hierarchy of Effects and funnels Customer attitudinal models of success Traditional 4Ps Supply-Chain Model Final Packaging Assembly Batch/line/Continuous process Raw material Suppliers Distributors Agents & Brokers Retailers Manufacturer Customers/End Users We Put “Value” Into the Product…. Assuming Customers Would Extract It…… With a Profit for Us! But, We Don’t Know If What We Put In Is the “Value” Customers Want That’s Why Supply Chains Are All “Sales Based Models”…. Sell What We Have Made! What We Really Need … Wants/ Needs/ Desires Recognized/ Unrecognized Appropriateness of Solution Knowledge of Solution Value/Sacrifice to Obtain Access to Solution Market Planning Solution Seeking: Considerations Customer-Driven Demand-Chain Model Marketing/ Marketing/ Sales Sales Production R&D Admin Customers/End Users Intermediaries Based on What Customers Want and Need….. Relying on What They Are “Saying” and “Doing” Using Data Customers and the Marketplace Have Created The Data Flood Network #1: Customers Network #5: Communication Delivery Network #2: Data Network #3: Analytics Network #4: Marketing Planning Creating Customer Focus With a “SIVA” Model Solutions – what problems, issues, wants and needs customers have? Information – what knowledge, experience, background, details customers need? Value – what value will customers receive and what will the have to give up? Access – where do customers want to buy, how do they want to learn, how do they want to acquire Recognizing Marketing Must Be Networked, Dynamic and Non-Linear Recognizing Customer Patterns as the Critical Ingredients We Must Become Collaborative Marketers and Communicators and Share That Value With Customers More on Research and Understanding, Less on Campaigns and Short-Term Incentives 4. A Major Internal Challenge: Organizational Structures Most Organizations Are Still Based on “Command and Control” Lines and Boxes We Still Look Like This CEO Marketing Marketing Sales Sales Source: Adapted from Cranfield School of Management Human Country C Resources IT/Digital Region X Operations Where Are the Customers? We Must Put Customers at the Center of the Organization? We May Have to Change the Content of All the Bubbles Customer Centric Model Needed: Horizontal Planning Processes That Focus on Customers CEO Marketing Finance Sales Information Technology Value Creation Process Channel Management Process Information Management Process Performance Management Process Source: Adapted from Cranfield University Customers Strategy Development Process Operations Final Thought If We “Flip the Marketing Models”, Will Companies be Ready for Our Students When They Graduate? Our Goal… A Data-Driven, Real-Time Business Model Network #1: Customers Network #5: Communication Delivery Network #2: Data Network #3: Analytics Network #4: Marketing Planning Based on a Customer-Focused Response Model S I V A Solution(s) – Customer Pain Relief Information – Sorted and Supplied Values – Input and Outcomes Access – Client’s Where and When Can We Reach Our Goals? I’m Betting We Can Adapt and Adjust If We Don’t, I’m Out of a Job! If you want to discuss, contact me at Don E. Schultz Ph.D. dschultz@northwestern.edu