The Future of Marketing
Dipak Jain
Kellogg School of Management
Northwestern University
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1. What Challenges?

“Nano-second” Culture
2
1. What Challenges?

“Nano-second” Culture

“Hyper” Competition
3
1. What Challenges?

“Nano-second” Culture

“Hyper” Competition

Demanding Customers
4
2. Meeting the Challenges:
A Customer-Centric Approach

Doing business the way the customer wants
to do it
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2. Meeting the Challenges:
A Customer-Centric Approach

Doing business the way the customer wants
to do it

Being close to customers and ahead of
competition
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2. Meeting the Challenges:
A Customer-Centric Approach

Doing business the way the customer wants
to do it

Being close to customers and ahead of
competition

Developing capabilities in attracting and
retaining valuable customers
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3. Customer Centricity:
Major Shifts in Thinking
Realize
Marketing is:
Product/
Service
Total Customer
Experience
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3. Customer Centricity:
Major Shifts in Thinking
Realize
Marketing is:
Product/
Service
Total Customer
Experience
Focus
On:
Product
Life Cycle
Customer
Life Cycle
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3. Customer Centricity:
Major Shifts in Thinking
Realize
Marketing is:
Product/
Service
Total Customer
Experience
Focus
On:
Product
Life Cycle
Customer
Life Cycle
Anticipate
Customer’s:
Articulated
Needs
Unarticulated
Needs
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3A. Customer Life-Cycle

Customer Well-Being
(Health care and Wealth care)
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3A. Customer Life-Cycle

Customer Well-Being
(Health care and Wealth care)

Media and Entertainment
(Customer Engagement)
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3A. Customer Life-Cycle

Customer Well-Being
(Health care and Wealth care)

Media and Entertainment
(Customer Engagement)

Hospitality Services
(Tourism-Travel & Hotels, Restaurants)
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3B. Unarticulated Customer
Needs
CUSTOMER NEEDS
EXISTING
(Current, Articulated)
LATENT
(Future, Unarticulated)
Objective:
Serve Current Markets
Critical Issues:
Customer Expectations
Create New markets
Customer Education/Trials
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3C. Total Customer
Experience: Value Disciplines
PSYCHOLOGICAL
FUNCTIONAL
ECONOMIC
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3C. Sustaining Customer Value
Maximize Customer Value = customer cost of switching
customer cost of thinking


Reduce customer cost of thinking
Increase customer cost of switching
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4. Branding
For Customers there should be a “clear” message
1.
2.
3.
4.
5.
FedEx
Nike
Gap
Singapore Airlines
Star Alliance
NUS
Singapore
“Reliability”
“The athlete in you”
“Affordable fashion”
“Warm genuine attention & friendliness”
“Global Access”
“
“
“
“
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Branding: The Kellogg School

Why the Kellogg School?
L earning
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Branding: The Kellogg School

Why the Kellogg School?
L earning
O pportunities
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Branding: The Kellogg School

Why the Kellogg School?
L earning
O pportunities
V alues
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Branding: The Kellogg School

Why the Kellogg School?
L earning
O pportunities
V alues
E thics
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Branding: The Kellogg School

Why the Kellogg School?
L earning
O pportunities
V alues
E thics
Feel the LOVE@Kellogg
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5. Summary
Customer Centricity requires:





Anticipating customers unarticulated needs
Enhancing customers’ total experience
Simplifying customer purchasing process
Building customer loyalty
Realizing customers (internal & external) as true
assets
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