Ai iiredA more insp d
aapproachpproach ttoo
customers
innovation
andd growthth
Peter Fisk, Appril 2008
Peter Fisk. All Rights Reserved,
© The Genius Works 20071. Seeing things differently
Outside in
Customer view
EnergiserEnergiser ppyramidsyramids
Customer propositions
2. Thinking different things
Future back
Parallel players
EmergingEmerging marketsmarkets
Innovative solutions
3. Delivering extraordinary results
Radical action
Growth drivers
BusinessBusiness lifestageslifestages
Inspirational leadership
Peter Fisk. All Rights Reserved,
© The Genius Works 2007The future is not ggyuided by the ppast
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Possibilities
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Networks
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Limitless
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Desire
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Virtual
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Partners
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Every year
We destroy 44 million acres of forest
We lose 100 million acres of farmland
We create 15 million acres of new desert
We use 160 billion tons of water
Our population rise towards 9 billion
The rich get richer
We want more
We can't ggo on like this
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Einstein and Picasso
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Right
brain
LeftLeft
brain
ThinkingThinking ddifferentifferent
Peter Fisk. All Rights Reserved,
© The Genius Works 20071. Seeing things differently
Outside in
Customer view
EnergiserEnergiser ppyramidsyramids
Customer propositions
2. Thinking different things
Future back
Parallel players
EmergingEmerging marketsmarkets
Innovative solutions
3. Delivering extraordinary results
Radical action
Growth drivers
BusinessBusiness lifestageslifestages
Inspirational leadership
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Outside in
Inside out
Outside in + Inside out
OutsideOutside iinn
Peter Fisk. All Rights Reserved,
© The Genius Works 2007WWomen
Luxury
South
Communities Youth
Entertainment
HeritageHeritage GayGay
Boomers
Green
East Travel
Emerggging markets
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Customer
broader
view
Business
Customer
Business
Business
narrow
narrow
view
view
Customer context
Peter Fisk. All Rights Reserved,
© The Genius Works 2007YYourour M&S M&S
Peter Fisk. All Rights Reserved,
© The Genius Works 2007ppirations" Energgisers"As "Distingguishers"
"WWantsants" "DifDiffferentiatorserentiators"
EnablersEnablers
"N"Needds"" "M"Mustt DDos""
EtEssentiialls
Source: Marketing Genius
Energgpiser pyyramid
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Sales £m
Rapid growth from £9.3m
50
to £51.5m in 4 years, as
reputation spreads by
word of mouth. Investment
byyy Cadbury Schweppppes
funds innovation whilst
40
retaining focus.
30 Brand repositioned
in 2002 from worthy
organic to luxury ,,,
intense and dark
at a premium price
GreenGreen && BBlackslacks
2020
launched in 1991.
Rich, bittersweet,
organic chocolate Demand driven by new
with niche appeal. luxurious packaging,
10 exoticexotic rangerange extensionsextensions,
affinity brand partners,
broader distribution and
targeted sampling.
0
1991 2000 2001 2002 2003 2004 2005 2006
GreenGreen && BBlackslacks fromfrom goodgood toto luxury luxury
Peter Fisk. All Rights Reserved,
© The Genius Works 2007PersonalPersonal valuevalue
"Value for
of benefits Money"
to customer
Perceived value
relative to
Price paid
alternatives
by the
consumer
Profitability
Source: Marketing Genius
Perceived value
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Customer Proposition
Explanations
SWho?
Identify the target audience
you are seeking to engage
CWhCWhat? ?
Describe the audience's context,
their issues, needs and wants
QWhQ yy?
Select two unique benefits which are
compelling and differentiate you
A
How?
ExplainExplain howhow youyou ccanan ofofferfer tthesehese benefitsbenefits
better than anyone else, ie the features
How much?
How much will you charge for this
%% muchh more/l/less ththan competittitors? ?
What not?
What are the trade-offs for customers ie
they could get elsewhere? (for internal use)
Customer pppropositions
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Tate Modern
Source: Marketing Genius
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Geek Sqquad
Peter Fisk. All Rights Reserved,
© The Genius Works 2007… jjpust call their special aggents,, or come down the pprecinct
Peter Fisk. All Rights Reserved,
© The Genius Works 20071. Seeing things differently
Outside in
Customer view
EnergiserEnergiser ppyramidsyramids
Customer propositions
2. Thinking different things
Future back
Parallel players
EmergingEmerging marketsmarkets
Innovative solutions
3. Delivering extraordinary results
Radical action
Growth drivers
BusinessBusiness lifestageslifestages
Inspirational leadership
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Future back
Now forward
Outside in + Inside out
FutureFuture bbackack
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Spppaceport America
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Source: Marketing Genius
Changge
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Bulk water
Sports drinks
rowth rate
Retail water
Ready-to-drink
average g Juice drinks teatea
rr
5 yea
JuicesJuices andand nectarsnectars
Ready-to-drink
coffee
Bubble size reflects estimated
global beverage profits Carbonated
Soft-drinks
The Coca-Cola Company
Other brands
Industry unit margins ($)
Coca-Cola
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Purified
2. Grow margins
water
tegic fit 1. Build cappyability
aa
and accelerate
Str
3. Participate selectively
Fruit RTD Sports
drinks tea drinks
RTD Mineral Juices and
coffee water nectars
Energy
drinks
4A4. Approachh ddififfferenttll y
Bulk water Powders
5. De-emphasise
Market attractiveness
Coca-Cola
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Where next?
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Source: Marketing Genius
Disney
Peter Fisk. All Rights Reserved,
© The Genius Works 2007AppleApple
Peter Fisk. All Rights Reserved,
© The Genius Works 20071. Business model 5. Product performance
how the enterprise makes basic features, performance and functionality
money
2. Networking 6. Product system
enterprise's structure/ extended system that surrounds an offering
value chain
77. SServiceervice
how you service your customers
Finance Process Offering Delivery
Business Networking Enabling Core Product Product Service Channel Brand Customer
model process process performance system experience
8. Channel
how you connect your offerings
3. Enabling process
to your customers
assembled capabilities
9. Brand
howhow yyouou expressexpress yyourour oofffferingering'ss
4C4. Core process
benefit to customers
proprietary processes
that add value
10. Customer experience how
yyououc createreatea anno overallverall
experience for customers
Business innovation
Peter Fisk. All Rights Reserved,
© The Genius Works 2007DesperateDesperate
Video
Housewives
iPod
Motorola Photo
Phone
(RED)
Nano
Podcasting
60G
Shuffle
Mini
Legalising Music Iconic
iTunes
Filesharing Store design
White Imitation Ad
cables And buzz GGraphics
Exclusive U2 iPod
Releases Vertigo Brand
Success
Story
Special
Edition
Apple iMac Steve Jobs
Molecular solutions
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Jones Soda
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Jones Soda"Nobodyyy actually needs our s**t"
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Hillside
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Border crossing g
Peter Fisk. All Rights Reserved,
© The Genius Works 20071. Seeing things differently
Outside in
Customer view
EnergiserEnergiser ppyramidsyramids
Customer propositions
2. Thinking different things
Future back
Parallel players
EmergingEmerging marketsmarkets
Innovative solutions
3. Delivering extraordinary results
Radical action
Growth drivers
BusinessBusiness lifestageslifestages
Inspirational leadership
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Radical ideas
Practical action
Outside in + Inside out
RadicalRadical action action
Peter Fisk. All Rights Reserved,
© The Genius Works 2007$354.7m
Revenue
$108.8m
$64$64.44mm
$17.0m
$13.5m
$1.2m Profit
2003 2004 2005 2006
Crocs
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Source: Marketing Genius
Seggyway
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Strategic
Growth
Innovative
Growth
Operational
GtGrowthh
Growing through stronger Growing by redefining Growing by transforming
difdiffferentiationerentiation andand deeperdeeper contextcontext andand developingdeveloping marketsmarkets wwithith ddisruptionisruption
customer engagement: new concepts: and breakthrough ideas:
• New customers • New concepts • New ventures
• New channels •New apppplications •New categgories
• New propositions • New markets • New businesses
• New products • New partners • New acquisitions
• New communication • New processes • New capabilities
• New pricing • New structures • New business models
Growth platforms
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Strategic growth
Impact
initiatives
• HiHighh iimpactt
• High risk
•Slow
Operational growth
initiatives
• Low impact
• Low risk
•Fast
Innovative growth
initiatives
• Medium impact
• Medium risk
• SlSlower
Time
Growth portfolio
Peter Fisk. All Rights Reserved,
© The Genius Works 2007LeadershiLeadership ppp
ManagementManagementManagementManagement
Inspiring peopleInspiring people Providing focusProviding focus
CreatingCreatingCreatingCreating dddirectiondirectionirectionirection MakingMakingMakingMaking decisionsdecisionsdecisionsdecisions
Encouraging actionEncouraging action Delivering resultsDelivering results
Source: Marketing Genius
Insppgiring leadership p
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Haier
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Create Launch Stabilise Extend Mature Evolve Exit
RevenuRevenuee ggrowsrows rapidlrapidlyy
with new and distinctive
proposition in high
growth markets
Revenue ggprows rapidly y
with new and distinctive
proposition in high
growth markets
Revenue grows rapidly
withwith newnew andand distinctivedistinctive RevenuRevenuee ggrowsrows rapidlrapidlyy
proposition in high with new and distinctive
growth markets Revenue grows rapidly proposition in high
with new and distinctive growth markets
proposition in high
ggorowth maarkeetss
Revenue grows rapidly
with new and distinctive
proposition in high
growth markets
The 7 Lives of Business
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Googgle's Brin and Pagge
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Create Enter Stabilise Expand Optimise Extend Evolve
• Evaluate best • Building awareness • Consolidate and • Enter new markets • Focus on best • Extend growth into • Evaluate options
marktket opporttuniititiesandand initialinitial ssalesales.growgrow bestbest ccustomerustomerssandand categoriescategoriesmarketsmarkets, ccustomerustomerssnewnew marketsmarketsforfor eexitxit andand renewalrenewal
• Articulate business • Delivering on the • New strategy for • Drive innovation • Manage/rationalise • Drive strategic • IPO, trade sale or
purpose and strategy promise. secondary growth and service delivery product portfolio innovation break up
Priorities
• Develop initial • Maximising impact • Improve process • Find more partners •Fully exploit key • Venturing and new • Or continue to next
concept for launch of brand launch efficiency to extend reach business assets partnerships phase of growth
• Getting the • Marketing on a • Getting beyond • Managing complex, • Dispose of non • Rethink what is the • Evaluate all options
business set up limited budget steady revenues diverse activities value creating areas core business independently
• Developing an • Limited resources, • Tension between • Maintain focus on • Simplifying internal • Drive fundamental • Maximise value of
llengesinitial business planeveryone hands on founders and staff best opportunities structure, strategies change business assets
aa
• Securing start-up • Managing cashflow • Retain customers • Consider mergers • Transparent KPIs • Reenergise people • Consider best form
Ch
funding if needed closely and best people and acquisitions and management and leaders and timing of exit
• Identifying first • Build awareness of • Identify new market • International, multi • Rationalise portfolio • Emerging markets • Innovative brands
audience to target new brand and product options segmented CVPs of customers and whitespaces and propositions
ion
• Articulating brand • Use affinity and • New propositions • Portfolio of quality •Rationalise portfolio • Innovation of • Strong customer
and proposition channel partners for new segments products/services of products business model relationships
Proposit• Developing initial • Deliver initial • Partner with • Licensing through • Refresh brand and •Customised • Well protected
product(s)/service(s) product(s)/service(s) established brands third parties propositions solutions, channels rights and patents
• Expense of start-up • Cost of marketing • Cost of new • Cost of entering • Cost of brand and • Cost of significant • Cost of
and personal time and sales product development new markets web refresh business change professional advice
• Cost of R&D and • Cost of outsourcing • Cost of outsourcing • Recruit more • Cost of databases • Cost of ventures
prototyping back office back office people to support and analytics and partnerships
nvestment• DesignDesign ofof brandbrand , • CostCost ofof loansloans toto
I
website, materials support growth
The 7 Lives of Business
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Red Bull's Dietmar Mateschitz
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Create Launch Stabilise Extend Mature Evolve Exit
• VirtualVirtual andand informalinformal • SmallSmall tteam,eam, wwoorkrk • MoreMore sstrtrucucturtureded • StructuredStructured teamsteams • ClearlyClearly managemanagedd • RefreshRefresh lleadershipeadership • GovGoveernarnannccee
founder(s) only together, collectivism and directed and management business units team if jaded ensures right action
• Funded by • Maybe some • New managers, • New investors and • Formalise /clarify • Corporate ventures • Fast, positive and
founders and grants private seed funding and staff gain equity bank lending governance model to drive innovation collaboratively
Leadership• Typically 100% • Typically 80-100% • Typically 70-90% • Typically 49-90% • Typically 0-50% • Typically 0-30% • Typically 0% owned
owned byy founders owned byy founders owned byy founders owned byy founders owned byy founders owned byy founders byy founders
The 7 Lives of Leaders
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Diesel's Renzo Rosso
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Thinking
Individual Organisational
Doing
The dimensions of business ggenius
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Seeing things differently
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Thinking different Thinking different things things
Peter Fisk. All Rights Reserved,
© The Genius Works 2007A better vision.
Achieving extraordinary results
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Here's to the crazy ones.
TheThe mmisfitsisfits. TheThe rebelsrebels.
The troublemakers.
The round pegs in the square holes.
The ones who see things differently.
TheyThey inventinvent. TheyThey imagineimagine. TheyThey healheal.
They explore. They create.They inspire.
They're not fond of rules.
They push the human race forward.
And they have no respect for the status quo.
MaybeMaybe ttheyhey havehave ttoo bbee ccrazyrazy.
YYoouu ccanan praisepraise themthem, disagreedisagree withwith themthem,
How else can you stare at an empty canvas
quote them, disbelieve them,
and see a work of art?
glorify or vilify them.
OrOr sitsit iinn ssilenceilence andand hearhear aa ssongong thatthat'ss nevernever beenbeen written?written?
AboutAbout thethe onlyonly tthinghing youyou ccanan'tdt dooi iss
Or gaze at a red planet and see a laboratory on wheels?
ignore them.
Because they change things.
While some see them as the crazy ones,
wewe seesee genius.genius.
Because the people who are crazy enough to think
they can change the world,
areare thethe onesones whowho do.do.
The crazyy ones
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Ai iiredA more insp d
aapproachpproach ttoo
customers
innovation
andd growthth
peterfisk@peterfisk.com
www.theGeniusWorks.com/downloads
Peter Fisk. All Rights Reserved,
© The Genius Works 2007Peter Fisk is an experienced strategist and marketer, having spent many years working
with the likes of American Exppyress and British Airways, Coca Cola and Marks & Sppencer,
BT and Cable & Wireless, Microsoft and Philips, O2 and Vodafone.
He is author of the new best-selling book Marketing Geniuswhich explores the left and
right-brain opportunities for marketing to deliver extraordinary results in today's complex
marktkets. ((www.MMarktketiingGGeniiusLLiive.com)). HHe iis allso tthhe autthhor off BiBusiness GGeniius, an
inspirational guide to entrepreneurial growth, to be published on 15 March 2008.
Peter is founder of The Genius Works (www.thegeniusworks.com) , which creates and
deliversdelivers iinspirationalnspirational eventsevents, executiveexecutive ddevelopmentevelopment andand cconsultingonsulting solutionssolutions.
Marketing Geniushas sold over 20000 copies since its launch in Spring 2006, and is
being translated into 26 different languages. He is now writing two new books - Business
Geniuson how accelerate more pp,rofitable, sustainable ggrowth ;; and Green Businesson
how to achieve commercial success by doing the right thing ethically and environmentally
He was previously the CEO of the world's largest marketing organisation, the Chartered
Institute of Marketing, Partner at strategic innovation firm The Foundation, Managing
DDiirecttor off BBrandd FFiinance, ldled tthhe glbllobal markkettiing consulltiting tteam off PPAA CConsulltiting
Group, and managed brands and strategy at British Airways.
He is an international speaker on all aspects of strategy, marketing and innovation, and
continuescontinues ttoo aadvisedvise ssomeome tthehe worldworld'ss lleadingeading bbrandsrands. BusinessBusiness StrategyStrategy ReviewReview recentlyrecently
described him as "one of the most important new business thinkers".
peterfisk@peterfisk.com
www.theggeniusworks.com
.
Peter Fisk. All Rights Reserved,
© The Genius Works 2007