iab - itesm módulo 2 - estrategia e innovación
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Estrategia de Marketing !!Gustavo Ross Quaas @gustavo_ross [email protected] !!Tec de Monterrey - CSF Mayo 2014
Simon Sinek www.startwithwhy.com
2
WHY?
HOW?
WHAT?
¿En qué creo?
Cuando las compañías se enfocan en lo que las personas necesitamos y valoramos, grandes cosas suceden para todos.
Activ@Mente
Aquí hay una oportunidad de negocio…
Activ@Mente
Activ@Mente
Las empresas y las marcas pueden hacer un mundo mejor. !
Si lo haces bien, te va a ir bien. !
Haz lo que más te guste, hazlo activamente.
Grupo ActivaMente®
Agencia de publicidad integral
CREATIVE & MEDIA
Comunicación para la industria farmacéutica
bluelabHEALTHCARE COMMUNICATIONS
Innovación y transformaciónpara la era digital
ActivaMenteDIGITAL ERA BUSINESS TRANSFORMATION
Objetivos
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1. CREAR estrategias de marketing efectivas.
2. CAMBIAR nuestra forma de pensar acerca de la mercadotecnia para construir futuro para las marcas.
3. ENTENDER la innovación como motor de la generación de valor.
4. CONCIENTIZARNOS acerca de las principales tendencias tecnológicas y culturales del sector.
Dónde estamos ¿parados?
¿Qué es lo VIRTUAL?
¿Qué es INTERACTIVO?
¿Qué es lo DIGITAL?
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Activ@Mente
Evolución de medios
Cortesía Thomas Baekdal
Activ@Mente
"Alguien avísele a TV Azteca que ya bajaron los pasajeros del avión"
Tweet de un usuario en Chile, durante el falso secuestro del avión de AeroMéxico en 2009
Activ@Mente
El problema del Realtime
"Getting it first is cheap. Getting it right is expensive."
New York Times haciendo referencia a TechCrunch y otros blogs
¿Qué es “Social”?
¿Qué es una “Estrategia”?
¿Qué es Interactivo?
¿Qué es Marketing?
Crear productos, servicios y experiencias que satisfagan las necesidades de un mercado con
mayor efectividad.
“La clave del marketing es la diferenciación”. !
Philip Kotler
“What helps people, helps business.”
Leo Burnett(1891-1971)
Energía Potencial !
Energía Cinética
CONSTRUCCIÓN !
EJECUCIÓN
¿Qué es Integración?
La Famosa “Línea”
VISIÓN CORPORATIVA
ESTRATEGIA
NEGOCIO
ESTRATEGIA
MARKETING
TÁCTICAS
MÉTRICAS
IMPLEMENTACIÓN
TRANSACCIÓN
OBJETIVOS
NEGOCIO
3D strategic alignment - ActivaMente
1.3 La Paleta del Marketing Interactivo*
Bluetooth
Online TV channels
Sponsorhips
Branded gaming
Events
Shopper Mktg
Loyalty / Affiliate Programs
Contextual
Search (SEO/SEM)
Info Sites
Brand Sites
Social media
Advertising
CRM / Loyalty
Inverse Response
Direct
Social
Brand Experience
On/Off TV
On/Off RadioOut of Home
Graphic / Banners
Social Ads
Public relations
Answers
Viralcasting
Newsletters / Podcasts
Street / Guerrilla
SMS & MMS
Direct eMail
Call centers
Direct to home
Community mgmt.
Promotion
Group buying
Raffles
In Store innovation
Contests
Couponing
Support tools
Geo. Inf. Syst.(foto/video) blogs
Packaging
Polls
Panels
Focus groups
Analytics
RSSAd Words
Listening
Viral actions
*cortesía Activ@Mente
Call centers
47
¿Cuál es tu combinación?
48
¿Cuál es tu combinación?
49
¿Cuál es tu combinación?
50
¿Cuál es tu combinación?
http://www.activamente.com/los-remedios/
Los Remedios: #Pretextos
Conversación
RESPUESTA INVERSA
www.activamente.com
ONLINEBTL RADIO PRENSA
MENSAJE
TV
TRADICIONALANTES
COMUNICACIÓN
CC
C
C
M
MARCA
EXPERIENCIAOPINIÓN
MENSAJE
www.activamente.com
PB
B
B
B
B
B
ConversaciónComunicación / REACH
CC
C
C
M
www.activamente.com
CONVERSACIÓN
ESCUCHAR
TV
PROMOS
RADIO PRENSA
DIRECTA
WOM RRPP
INTERACTIVO
www.activamente.com
MARKETING BETA
ESCUCHAR
OPTIMIZAR
ENTENDER
PLANEAR
DEFINIR MÉTRICAS
MEDIR
IMPLEMENTAR
Funnel
2.1 Plan Estratégico de Comunicación…ActivaMente - The Conversational Funnel®
Consumidor Categoría / Negocio Canales Marca
CON
TEXT
O
¿Qué queremos
lograr?
¿Hasta dónde queremos
llegar?¿Bajo qué
condiciones?
OBJ
ETIV
OS
ESTR
ATEG
IATÁ
CTIC
AS
Propuesta de dirección
¿En cuánto tiempo?
Descripción de las acciones
Contenido de un plan estratégico
Pres
upue
sto
Tiem
pos
Line
amie
ntos
y m
anda
tori
os
CASE STUDY !
!!!!!Campaign lgxat.cl Launch of the GT360 Client: LG Chile
Agengy: Activ@Mente
August 2009
During the second half of 2009 we launched LG's GT360 qwerty phone in Chile, gaining the category's absolute leadership in just a few weeks - using mainly social media.
Objective In a category filled by new touch & qwerty phone launches every day, position the GT360 as the preferred device among online savvy users and create a strong community of fans and evangelists about its features and benefits. !Soon over 2.000 fans registered through Facebook Connect and started helping us. !Additionaly, 142000 visitors to the site got to know the new phone during the display ad campaign (Aug-Oct) Google Analytics
Meet the GT360 !Users could try the phone's features through simulators with real interfaces to it's most differentiating applications. Apart from viewing the device in rotating 3D views, visitors could contact and invite their friends through facebook, chat with them or try the videocall feature using their computer's webcam. !!
How fast can you type? !We gave away 15 weekly phones among fastest writers that would dominate "Xat" language, relating the concept to the singular way youngsters write online. !18,000 participants during 2 weeks.
Evangelist agents wall !Three important opinion leaders interacted with the brand site's visitors through an application that simultaneously updated Facebook, Twitter and the lgxat wall.
Fan Page Red360 !The page soon had thousands of fans and interacciones (posts, comments, likes). !84% of content was published by users, who started answering their questions and evangelizing others. !Growth continues daily and organically.
Twitter !Today LgXat is the brand with most followers in Chile, with over 3000 during peaks in September.
RESULTSOver 900% net increase in sales (after 3 months flat sales). !We gained 80% of the national retail market in the category (and growing). !LG has decided to focus its long term strategy on digital and social media, integrating traditional or offline media afterwards. !LG has already won its first prize at the annual IAB Awards :-)
HERRAMIENTAS Para crear una estrategia de marketing integrado
¿Hay colas largas en tu mercado?
INNOVACIÓN
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Innovación como estrategia
¿Por qué una marca puede dominar un mercado sin invertir en publicidad?
œš‘“›⁸Peers trust peers. Top down
messaging is loosing power.’”⁹
Chris
¿Cómo puede llegar otra marca a arrebatarle
participación al líder?
Clayton Christensen
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Innovación Disruptiva Vs Sostenedora
103
AM 105
Digital ≠ Innovación
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Innovación ≠ Modernidad
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Creatividad ☛
107
InventarInnovar
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InvenciónInvento o invención (del latín invenire, "encontrar") es un objeto, técnica o proceso que posee características novedosas transformadoras.
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Innovación vs. invenciónInnovación se refiere al uso de una nueva idea o método, mientras invención se refiere a su creación.
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Oceanos rojos Océanos azules
Enfoque en compradores Enfoque en no-compradores
Reglas establecidas Juego diferente
Ganar participación Crear mercados
Ganar a la competencia Competencia es irrelevante
Mejora continua Reconstrucción total
Commodity > Precio Innovación > Valor
Atayde Hermanos Cirque du Soleil
Antes fueron azules... También se volverán rojos...
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Innovación Disruptiva Vs
111
Gain CreatorsDescribe how your products and services create customer gains.
How do they create benefits your customer expects, desires or would be surprised by, including functional utility, social gains, positive emotions, and cost savings?
Do they…Create savings that make your customer happy?(e.g. in terms of time, money and effort, …)
Produce outcomes your customer expects or that go beyond their expectations?(e.g. better quality level, more of something, less of something, …)
Pain Relievers
Copy or outperform current solutions that delight your customer?(e.g. regarding specific features, performance, quality, …)
Make your customer’s job or life easier?(e.g. flatter learning curve, usability, accessibility, more services, lower cost of ownership, …)
Create positive social consequences that your customer desires?(e.g. makes them look good, produces an increase in power, status, …)
Do something customers are looking for?(e.g. good design, guarantees, specific or more features, …)
Fulfill something customers are dreaming about?(e.g. help big achievements, produce big reliefs, …)
Produce positive outcomes matching your customers success and failure criteria?(e.g. better performance, lower cost, …)
Help make adoption easier?(e.g. lower cost, less investments, lower risk, better quality, performance, design, …)
Rank each gain your products and services create according to its relevance to your customer. Is it substantial or insignificant? For each gain indicate how often it occurs.
Describe how your products and services alleviate customer pains. How do they eliminate or reduce negative emotions, undesired costs and situations, and risks your customer experiences or could experience before, during, and after getting the job done?
Do they…Produce savings?(e.g. in terms of time, money, or efforts, …)
Make your customers feel better?(e.g. kills frustrations, annoyances, things that give them a headache, …)
Fix underperforming solutions?(e.g. new features, better performance, better quality, …)
Put an end to difficulties and challenges your customers encounter?(e.g. make things easier, helping them get done, eliminate resistance, …)
Wipe out negative social consequences your customers encounter or fear?(e.g. loss of face, power, trust, or status, …)
Eliminate risks your customers fear?(e.g. financial, social, technical risks, or what could go awfully wrong, …)
Help your customers better sleep at night?(e.g. by helping with big issues, diminishing concerns, or eliminating worries, …)
Limit or eradicate common mistakes customers make?(e.g. usage mistakes, …)
Get rid of barriers that are keeping your customer from adopting solutions?(e.g. lower or no upfront investment costs, flatter learning curve, less resistance to change, …)
Rank each pain your products and services kill according to their intensity for your customer. Is it very intense or very light? For each pain indicate how often it occurs. Risks your customer experiences or could experience before, during, and after getting the job done?
Products & ServicesList all the products and services your value proposition is built around.Which products and services do you offer that help your customer get either a functional, social, or emotional job done, or help him/her satisfy basic needs?
Which ancillary products and services help your customer perform the roles of:
Buyer(e.g. products and services that help customers compare offers, decide, buy, take delivery of a product or service, …)
Co-creator(e.g. products and services that help customers co-design solutions, otherwise contribute value to the solution, …)
Transferrer(e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …)
Products and services may either by tangible (e.g. manufac-tured goods, face-to-face customer service), digital/virtual (e.g. downloads, online recommendations), intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds, financing services).Rank all products and services according to their importance to your customer.
Are they crucial or trivial to your customer?
GainsDescribe the benefits your customer expects, desires or would be surprised by. This includes functional utility, social gains, positive emotions, and cost savings.
Which savings would make your customer happy?(e.g. in terms of time, money and effort, …)
What outcomes does your customer expect and what would go beyond his/her expectations?(e.g. quality level, more of something, less of something, …)
How do current solutions delight your customer?(e.g. specific features, performance, quality, …)
Pains
Customer Job(s)
Describe negative emotions, undesired costs and situations, and risks that your customer experiences or could experience before, during, and after getting the job done.
What does your customer find too costly?(e.g. takes a lot of time, costs too much money, requires substantial efforts, …)
What makes your customer feel bad?(e.g. frustrations, annoyances, things that give them a headache, …)
How are current solutions underperforming for your customer?(e.g. lack of features, performance, malfunctioning, …)
What are the main difficulties and challenges your customer encounters?(e.g. understanding how things work, difficulties getting things done, resistance, …)
What negative social consequences does your customer encounter or fear? (e.g. loss of face, power, trust, or status, …)
What risks does your customer fear?(e.g. financial, social, technical risks, or what could go awfully wrong, …)
What’s keeping your customer awake at night?(e.g. big issues, concerns, worries, …)
What common mistakes does your customer make?(e.g. usage mistakes, …)
What barriers are keeping your customer from adopting solutions? (e.g. upfront investment costs, learning curve, resistance to change, …)
Rank each pain according to the intensity it represents for your customer.Is it very intense or is it very light.? For each pain indicate how often it occurs.
Describe what a specific customer segment is trying to get done. It could be the tasks they are trying to perform and complete, the problems they are trying to solve, or the needs they are trying to satisfy.
What functional jobs are you helping your customer get done? (e.g. perform or complete a specific task, solve a specific problem, …)
What social jobs are you helping your customer get done? (e.g. trying to look good, gain power or status, …)
What emotional jobs are you helping your customer get done? (e.g. esthetics, feel good, security, …)
What basic needs are you helping your customer satisfy? (e.g. communication, sex, …)
Besides trying to get a core job done, your customer performs ancillary jobs in different roles. Describe the jobs your customer is trying to get done as:
Buyer (e.g. trying to look good, gain power or status, …)
Co-creator (e.g. esthetics, feel good, security, …)
Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …)
Rank each job according to its significance to your customer. Is it crucial or is it trivial? For each job
indicate how often it occurs.Outline in which specific context a job
is done, because that may impose constraints or limitations.
(e.g. while driving, outside, …)
What would make your customer’s job or life easier?(e.g. flatter learning curve, more services, lower cost of ownership, …)
What positive social consequences does your customer desire?(e.g. makes them look good, increase in power, status, …)
What are customers looking for?(e.g. good design, guarantees, specific or more features, …)
What do customers dream about?(e.g. big achievements, big reliefs, …)
How does your customer measure success and failure?(e.g. performance, cost, …)
What would increase the likelihood of adopting a solution?(e.g. lower cost, less investments, lower risk, better quality, performance, design, …)
Rank each gain according to its relevance to your customer. Is it substantial or is it insignificant? For each gain indicate how often it occurs.
strategyzer.com
The Value Proposition Canvas
Value Proposition Customer Segment
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Produced by: www.stattys.com
AM
CASO: FREITAG
115
EL FUTURO
La brecha digital
Enrique
1989
Kayom
1989
KayomEnrique
Internet
¿Hacia dónde vamos?
Integración multicanal y multipantalla
Movilización...
Activ@MenteMR
"Apps are the new media" - Martin Sorrell
160
Hacedores
Implantes y biónica
Vida sintética y reprogamación
genética
Impresión de órganos
Singularidad
?
“El futuro está aquí, pero está mal distribuido.”
!!!!!!
William Gibson
10 RECOMENDACIONES
#1 Respétalos
Provee orientación, no los satures con mensajes no deseados.
#2 Ajusta la mezcla
Recuerda que Internet no es otro medio, sino el ecosistema de todos los medios
digitales.
#3 Escucha
Y responde con las respuestas correctas, en la forma, lugar y tiempo que tus
públicos las buscan.
#4 Sé creativo y relevante
Creatividad y relevancia. Ambas son importantes, pero más importante son
ambas.
#5 Optimiza
Mide > Analiza > Aprende > Optimiza.
#6 Pertenece a SU comunidad
Tus públicos controlan su relación con tu marca. Aceptarlo te acercará un poco
más a ellos.
#7 Honestidad ante todo
De lo contrario no te creerán y buscarán respuestas en otro lado.
#8 Deja que te ayuden
Los públicos de tu marca podrían ser el mejor asistente de marca.
#9 Interésate verdaderamente
Entiéndelos profundamente para saber en qué puedes satisfacer una necesidad
y encontrar los mejores momentos y canales de interacción con ellos.
#10 Evoluciona
¡¡Innova!! adáptate a sus necesidades, cambia tus paradigmas y aprende cada
vez más rápido a satisfacerlas.
