reboot your mindset

REBOOT YOURMINDSET

Prof. Peter FiskCoty Professional BeautyGeneva, 2 November 2016www.theGeniusWorks.com

1

2

3

4

5

Reboot your Mindset

The New Coty: Change your Game

Disruptive Ideas for Pro Beauty

The Innovation Compass

Be the Gamechanger

We live in an incredible time

Virtual world becomes real

Spectacles to Snap

Fashion by Amazon

Rethinking experiences

$85bilion to be human

Unlimited executive jets

Uber beyond Eats

Driverless in Singapore

Nanodegrees in the future

Anything is possible

Megacities: 70% by 2030

The new silk road

Climate change: 4 degrees

New geopolitics

THE NEW COTYCHANGEYOUR GAME

+genius

What does it mean to be a …

CHALLENGER

+genius

CHALLENGER

• They have a cause and mission• They are bold, disruptive, play “judo”• They out-think more than out-spend

+genius

+genius

What does it mean to be an …

ENTREPRENEUR

+genius

ENTREPRENEUR• They are fast and lean, agile and intuitive• They are collaborative and experimental• They are digital in mindset

+genius

+genius

What does it mean to be a …

PARTNER

© Peter Fisk 2015More details in the new “Gamechangers” book

PARTNER• They do more for each other• They share success and failure• They take a long-term perspective

+genius

Dollar Shave Club Triangl via Instagram Method’s beautiful home

Renova’s sexy bathrooms Vice media for millennials Nespresso Club

Red Bull Media House Rapha Cycle Clubs Tesla’s Supercharger Network

Inspirations for the beauty industry

Pat McGrath Labs Gold 001 Tatcha by Japanese Geisha Isamaya Ffrench’s art beauty

The Organic Pharmacy Michelle Phan’s social Ipsy Blow.ltd “Uber of beauty”

MatchCo customisation apps Zenta human-tech by Vinaya Adorn 3-d printing beauty pen

Gamechangers of Beauty

+genius

Assort Salons, Japan

+genius

Scar Hair, South Africa

+genius

Beauty Friend

© Peter Fisk 2013Gamechangers.pro

© Peter Fisk 2013Gamechangers.pro

+genius

Rocket’s Creative Beer

© Peter Fisk 2013Gamechangers.pro

+genius

Lululemon’s Yoga Beer

© Peter Fisk 2013Gamechangers.pro

New Zealand’s Moa Beer

© Peter Fisk 2013Gamechangers.pro

+genius

Beer 52 by Subscription

Change the game of professional beauty

IDEASDISRUPTIVE

1. Experience at Starbucks Reserve

© Peter Fisk 2015More details in the new “Gamechangers” book +genius

2. American Express “Shop Small”

© Peter Fisk 2015More details in the new “Gamechangers” book +genius

3. Red Bull beyond a drink

© Peter Fisk 2015More details in the new “Gamechangers” book +genius

4. CVS Pharmacy to CVS Health

+genius

5. Nike+ Sports not Sportswear

+genius

Movements– nikewomen

6. Rapha is a community

+genius

7. Michelle Phan and Ipsy

+genius

COMPASSINNOVATION

Stretch your mindset

+genius

+genius

Why be 10% better?

+genius

When you could be 10x better?

© Peter Fisk 2015More details in the new “Gamechangers” book +genius

Innovation Compass

FUTURE

CUSTOMER PARALLELS

BUSINESS

BACK

WORLDS WORLDS

MODELS

+genius

Innovation Compass

CUSTOMERWORLDS

© Peter Fisk 2015More details in the new “Gamechangers” book +genius

CustomerBusiness

Innovating the customer world

The elements of customer value

• Choose your core value• Plus two supporting values• What ideas does it spark?

+genius

© Peter Fisk 2015More details in the new “Gamechangers” book +genius

Innovation Compass

FUTUREBACK

© Peter Fisk 2015More details in the new “Gamechangers” book +genius

2021

2016

Innovating “future back”

© Peter Fisk 2015More details in the new “Gamechangers” book +genius

10x

10%

Innovating “future back”

• What is 10x more in our world?• Consumers, revenues, salons?• How could we achieve it?

+genius

Innovation Compass

PARALLELSWORLDS

Fashion Retail

Food

Innovating from parallels

• Define adjacent markets• Choose the best innovations• Copy Adapt Paste

+genius

+genius

Innovating from parallels

© Peter Fisk 2015More details in the new “Gamechangers” book +genius

Innovation Compass

BUSINESSMODELS

Donutselling

Low priced core than sell

extrasRyanairSAP

Affiliateselling

Helping others to sell productsAmazonPinterest

Auctionplatform

Selling other products to highest bidEbayElance

Bartergoods

Exchange goods, no money

Pay/TweetBarterbook

Cash advanceCustomer

pays before goods made

DellGroupon

Cross selling

Sell adjacent products to sell moreTchiboShell

Crowd funding

Financed by fans as first consumersPebbleBrainpool

Crowd sourcingIdeas from

customers for reward

ThreadlessP&G

DigitalFormats

Turning physical into digital goodsNetflixDropbox

Directselling

Brand sold direct to customerFirstDirectAussieFarm

sellingCustomer buys more

than productHarley Dav

Red Bull

Flat rate pricing

Single fee or subscrip. for unlimited useNetflixSandals

FractionalOwnership

Customers each own sharesNetjetsHomebuy

Franchise brand

Licensing format for a fee and %Spar

Lufthansa

FreemiumpaymentFree basic

then charge for premiumSkypeSpotify

Guarantee avaiiableAvailability

becomes key promiseNetjetsHilti

Guaranteereplace

Builds trust in quality and loyalty

TimberlandTumi

revenueAlternative sources, egadvertisingGoogleMetro

Ingredientbranding

Branded part other brand proposition GoretexIntel

Integrated supplyEfficiency through

supplychainZara

ExxonMobil

BrandCuratorBringing

together best brandsFab

Pos.Luxury

FunctionalspecialistAdding one

expert step to othersPayPalTrust-e

DataLeverage Reselling

aggregated customer dataFacebook23andMe

License brandLicense

brand, patent or other IPREd HardyARM

UniqueFormatLock-in to compatible formatsHP

iTunes

Long tail range

Offer huge range to many

nichesAmazoniTunes

MassCustomise

Make it personal for each person

DellBMW

NoFrills

Simple and minimal spec at lower costSouthwestAccor

Open SourceMake IP

available to everyoneAndroidTesla

Solution Integrator

Connecting all sources and partners Li &

FungAccenture

Pay per use

Payment metered by use or timeZipcars

Azuri Tech

Pay what you wantCustomer

choose the price

RadioheadPanera

Shareduse

Customers buy same productAirbnb

RelayRides

Peer to Peer

Customers buy from customersCraigslistZopa

Resultsbased

Price based on agreed outcomes

Rolls RoyceXerox

Razor and Blade

Low price core, high price refillsGillette

Nespresso

Rent don’t buy

Time based fee for period

of useXeroxRegus

RevenuesharingShare with

others to inccustom baseAA/BA

App Store

ReverseInnovateSell simple products in mainstreamHaier

OneLaptop

One forOne

Charge the rich to fund

the poorToms

Narayana

Self service

Customers do more

themselvesIKEA

McDonalds

Quality assuranceCertification and trusted endorsement

ISOVerisign

Multilevel marketingPyramid of customer selling

TupperwareAvon

Subscribe to it

Customer pays regular

feeTime

DollarShave

Bottom of pyramid

Tailor offer to less wealthy customersTata NanoWalmart

Trash to cash

Turn waster into new productsBraskomEkocycle

Dynamic pricing

Prices changes by demandPricelineWallSt Bar

Co-createDesign

Customers are co-

designers of productsThreadless

Local Motors

WhitelabelMake

products for another brand

CottMcBride

Doing good

Benefits society or environmentOxfamEcotricity

Experience

Advertising

©GeniusWorks2015 www.theGeniusWorks.com

Innovating the business model

+genius

Innovating the business model• What if its free?• What if its subscription?• What if its dynamic pricing?

What products and services do

we bring together for our

customers?

Customer

s

Communi

cation

Partners

Offerings

Channels

Relations

hips

Processe

s

Revenue streams

Pricing models

Cost streams

Investment

s

Who are our target (segments

of) customers (or users), and

what matters most to them?

Which types of distribution

channels will we use to reach

customers

?

What kind of relationship

do customers seek with

us, and each other?

Who are the external partners to

help us create and deliver the

offerings?

What distinctive assets do we

have to use in existing or new

ways?

What benefits do we enable our

customers to achieve?

What are the main internal

activities to create and deliver

the offerings?

What are the main sources of revenue,

and which could be largest?

How, when and how often will we charge

customers

?

What are the most significant ongoing

costs to create and deliver the offerings?

How much do we need to spend before

we start earning?

Propositi

on

Resource

s

What are the main internal

resources to create and deliver

the offerings?

Assets

Products & Services

What brand do we use? What are

the key messages, and how do

we engage customers?

© GeniusWorks 2015

www.the

GeniusW

orks.com

REBOOT YOURMINDSET

Prof. Peter FiskCoty Professional BeautyGeneva, 2 November 2016www.theGeniusWorks.com

+genius

Are you ready to change your game?

Acting with speed and agility

Connecting ideas and people

Passion to make life better

Having an audacious attitude

Shaping your own vision

Making sense of change

Persisting to make it happen

© Peter Fisk 2014Gamechangers.pro

ß

ß

ß

ßß

Future back

Focus on growth

Create disruption

Define proposition

Make it happen

ß

ßß

ß

ß

Design thinking

Reframe purpose

Make connections

Redefine business

Accelerate action

Creativity is about“opening up”

to explore new ideasand possibilities

Innovation is about“closing down”

to make the best ideashappen profitably

Page 16

Visi

on 3

Visi

on 2

Visi

on 1

Deliv

erab

les

3

Deliv

erab

les

2

Deliv

erab

les

1

Resu

lts 3

Resu

lts 2

Resu

lts 1

Horizon 1 delivers

excellence and quick wins

Horizon 2 delivers

new concepts and extensions

Horizon 3 delivers

breakthroughsand a new core

What products and services do we bring together for our customers?

Customers Communication PartnersOfferings

Channels

Relationships Processes

Revenue streams Pricing models Cost streams Investments

Who are our target segments of customers and users?

Which types of distribution channels will we use to reach customers?

What kind of relationship do customers seek with us, and each other?

Who are the external partners to help us create and deliver the offerings?

What distinctive assets do we have to use in existing or new ways?

What benefits do we enable our customers to achieve?

What are the main internal activities to create and deliver the offerings?

What are the main sources of revenue, and which could be largest?

How, when and how often will we charge customers?

What are the most significant ongoing costs to create and deliver the offerings?

How much do we need to spend before we start earning?

Proposition

ResourcesWhat are the main internal resources to create and deliver the offerings?

Assets

Products & Services

What brand do we use? What are the key messages, and how do we engage customers?

Customer BrandJobsGains

Pains

What benefits does the customer expect or desire, both rational and emotional?

What are the negatives in their current experience, bothRational and emotional?

What is the customer trying to do – the job they want to do, or new goal to achieve? Gain creators

How do the products and services create customer gain, for example savings that make them happy, or deliver outcomes beyond expectations?

Pain relievers

Products and services

How do the products and services remove the negatives,eg save time and effort, make them fee better, remove negative impacts, or fears?

What are all the product and service components that enable the customer to achieve their job?

2021Where are the relevanthigh growth markets?

2018

2016

Who are the relevant high growth customers?

What are the relevanthigh growth categories?

What are the relevant high growth

products/services?

2021

2016

Idea

Create

Improve

Pivot

Are you ready to change your game?

+genius

+genius

Coty “Gamechanger” WorkshopsCreative Insights: Understanding customers more deeply and practically

• Consumer and customer insight• Ideas, parallels and creativity• Design and concept thinking

Brand Blueprints: Storytelling brands and social experiences• Brand visions• Propositions and pillars• Storytelling and socializing

Growth Strategies: New approaches to brand and business growth• Opportunity maps• Innovative strategies and plans• Turning strategies into marketing programs

Disruptive Innovation: Developing more innovative solutions• Rethinking customer experiences• Reinventing business models• Redesigning products and services

Accelerating Action: How to make your best ideas happen faster• Horizon planning• Lean development and delivery• Delivering faster consumer and commercial impact

1

2

3

4

5

Be boldBe brave

Be brilliant

peterfisk@peterfisk.comwww.theGeniusWorks.com