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Dealing with crisis.
Spotting the red thread of our near future.
PIM Marketing Trend Report 2010
May 25th , 2010
Price per report 95,- euro incl. VAT
Free copy for PIM Members
By Peter Gouw
Publisher: Platform Innovatie in Marketing
Editors:
Egbert Jan van Bel
Prof. dr. Rudy Moeneart
Prof. dr. Henry Robben
Hans Molenaar
Arend-Jan Nijhuis
Jan Havermans
3
No detailed or hot lists
No interviews of visionaries
No good feeling story
What’s not…
Fact based realism
3x Trends 1x Case
Setting the Scene
Market
Marketing
Burning / freezing
Joint translation of trends
into a Business Case
With help from many
Trend Watching friends!
Who offers Value for money
to their customers?
5SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
Give me a reason to
buy!
6
Apple Tablet
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
Vague marketing goals
7
Old school marketing
Reforming marketing
Beautiful crisis
When is the crisis over?
Marketing vision 2010
Customers power
Crisis challenge
Outperform competition
Marketing 101
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
The same customer has utterly different
profiles for different needs.
NO WHAT
NO €OMPROMISE
Winning Marketing Strategy 2010
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9
The future is always too late
Is progress always too late or too early?
TOO EARLY
Added value
Innovation
New applications
Sense for trends & timing
Old vs. new school marketing
Trail or research?
JUST DO IT (customer interaction)
Crisis is Greek for CHOICE (they have to make some bold ones!!).
We are now at our best!
Egbert Jan van Bel
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10
‘By gones’ are ‘by gones’
Learn from the past
Tapping the right source
Extract trend knowledge
Fact based
Translate (CUSTOMER & YOU)
Real customer needs oriented
Big can be good
Strong is always good
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11
Huge crisis
£¥€$ 4x > World War II
‘Outperforming’ all other trends
Will stay dominate in 2010
Finding the Red Thread
Focus – Make Choices
Result of you!
Multiply
&
FUN
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
12
The current crisis is
our own Real Life Soap
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
Big & small in trouble
Will you be next?
Why not?
Sense of urgency trends
There will always be crises
Huge coaching responsibility
Opportunities 2010
13
0 10 20 30 40
> -10%
-10 - 0%
0%
0 - 10%
>10%
Moenaert, Robben & Gouw
Growth
level
% of
companies
2009/2010
vs. 2008
king features syndicate Mike Smith
Even banks
Cash is King
Private funding
Investment – ‘sit on it’
30% households feel the crisis
70% households not
>50% companies -10% or more
sales loss
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14
Emotional (over)reactions
Why so sensitive?
Hard facts
Willingness to buy
‘Of course’ better than 2009
Follow which
leader?
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
-80
-60
-40
-20
0
20
40
Jan 2000
Jul 2000
Jan 2001
Jul 2001
Jan 2002
Jul 2002
Jan 2003
Jul 2003
Jan 2004
Jul 2004
Jan 2005
Jul 2005
Jan 2006
Jul 2006
Jan 2007
Jul 2007
Jan 2008
Jul 2008
Jan 2009
Jul 2009
Jan 2010
Jul 2010
Consumer Key Indicators2000 - 2010
Consumer Confidence Economic Climate Willingness to Buy
Consumer Confidence forecast Economic Climate forecast Willingness to Buy forecast
-40.0
-30.0
-20.0
-10.0
0.0
10.0
20.0
30.0
Manufacturer Confidence2000 - 2010
Manufacturer Confidence Manufacturer Confidence mutation i.c.w. 1 year earlier
Manufacturer Confidence forecast Manufacturer Confidence mutation i.c.w. 1 year earlier forecast
0
20
40
60
80
100
120
140
160
2006-1 2006-27 2007-1 2007-27 2008-1 2008-27 2009-01 2009-27 2010-01 2010-27
Oil (North Sea Brent) dollar per barrel 2006 - 2010
Oil forecast Oil (North Sea Brent) dollar per barrel
15DNB – CBS
Oilnergy – GfK
Unemployment & Oil
Euro – Dollar – Pound
Greece + Spain + …
Total American Debt
= 57 Trillion
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
1.8
2006-1 2006-27 2007-1 2007-27 2008-1 2008-27 2009-01 2009-27 2010-01 2010-27
Dollar versus Euro2006 - 2010
Koers Dollar-Euro Koers Dollar-Euro (high) Koers Dollar-Euro (low)
0
1
2
3
4
5
6
7
8
Jan 2000
Jul 2000
Jan 2001
Jul 2001
Jan 2002
Jul 2002
Jan 2003
Jul 2003
Jan 2004
Jul 2004
Jan 2005
Jul 2005
Jan 2006
Jul 2006
Jan 2007
Jul 2007
Jan 2008
Jul 2008
Jan 2009
Jul 2009
Jan 2010
Jul 2010
Unemployment Rate2000 - 2010
Unemployment rate Unemployment rate forecast
16
Square root development
2007 2008 2009 2010
After shock effects
Investing in the economy?
Lack of money!
Just survive good enough?
Mediocrity
Break the pattern, dare
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
-
20,000
40,000
60,000
80,000
100,000
120,000
140,000
W 1 2006 W 27 2006 W 1 2007 W 27 2007 W 1 2008 W 27 2008 W 1 2009 W 27 2009 W 1 2010 W 27 2010
Supermarket SalesAldi / Lidl (2006 - 2010)
Aldi / Lidl Aldi / Lidl forecast
-
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
W 1 2006 W 27 2006 W 1 2007 W 27 2007 W 1 2008 W 27 2008 W 1 2009 W 27 2009 W 1 2010 W 27 2010
Supermarket SalesTotal Market (2006 - 2010)
Total supermarkets Total supermarkets forecast
-
50,000
100,000
150,000
200,000
250,000
300,000
350,000
W 1 2006 W 27 2006 W 1 2007 W 27 2007 W 1 2008 W 27 2008 W 1 2009 W 27 2009 W 1 2010 W 27 2010
Supermarket SalesPrivate Label (2006 - 2010)
Private Label Private Label forecast
17GfK
Learn from other markets
FMCG +3% 2010: +1-1,5%
Discounters +2,5%
Private Label +3%
A-Brands -1%
Is cheaper BETTER?
NOT HAPPY: TAKE ACTION
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
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INDUSTRY OVERVIEW
Will grow in 2010 Feel pressure in 2010
1. Chemicals 1. Agriculture
2. FMCG 2. Automotive, transport & storage
3. Health care 3. Banks & Insurance
4. Military 4. Culture, art and entertainment
5. Minerals, natural resources 5. Housing and building construction
6. Native tourism 6. Out-of-Home sector (incl. conventions)
7. Online shopping 7. Print media
8. Pharmacy 8. Ministry of Finance
9. Road construction 9. Service and consultancy
10. Software (gaming, e-Learning) 10. Travelling (business), foreign tourism
ZZP pain
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19
255
19
215
97
120
5
116
35
116
64
108
33
76
10
Financial crisis:
value in billion 2007 vs. 2009
Bloomberg
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20
We all make mistakes
Construction companies
Sales
Workforce
Dumping competitors
Commissioners risk
Road construction
Think ahead (2012)
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Regulations
Model citizen – companies
(Joop Goos - VVN)
Cradle to cradle
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Moenaert, Robben & Gouw
0% 10% 20% 30% 40% 50%
1st half of 2010
2nd half of 2010
1st half of 2011
2nd half of 2011
2012
2013
2014
After 2015
More than 50% of the managers think that
by the end of 2010 the crisis will be over.
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Which processes require the most change?
CRM change focus grows from 41% in 2007 to 53% in 2009 due to the crisis.
0% 20% 40% 60%
Finance/resource allocationControl
Procurement/vendor selectionChannel design
Order fulfillmentLogistics
Channel relationship managementPricing
Selecting target marketsOperations/Manufacturing
Technology developmentICT-implementation
Managing brand equityHuman resource management
Service deliveryStrategic planning
Selling and communicationsCustomer relationship …
Market sensing and intelligenceStrategic partnering and alliances
New product/service …
Moenaert, Robben & Gouw
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
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Moenaert, Robben & Gouw
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
Customer intimacy 2009
Real Customer Focus
CARE
25
Find new fields to play on!
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60% investment
Cost before innovation
Small is more successful
70% incremental
30% strategic
26
World top brands
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
Company
Value
27
CEO of the year 1999
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
Customer driven
Bigger: human limits
9 minutes!
Downsizing
Being powerful
28SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
Co-operations (real deal – no fake)
We customers love it
Red ocean – rat (flies) race
Be first in your market
Sustainable
29SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
50% live in cities
Must be smarter
IT driven solutions
Energy
e-Learning
30
Kotler
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
Customer at the centre (KOTLER!)
Understanding
Segmenting
Value proposition
Delivering value
Promise
Growth AGENDA
CLAIM marketing position
31SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
Gartner, Forrester, McKinsey, IBM,
my boss or my friend told me I need it
FACT BASED
Attitude change
Serious marketing
Non-value adding costs
Stable metrics
Simple
Get taken serious
32
Kotler
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
Unprofitable customers
Screaming for sales
New customers – demanding customers
Dare to cut costs
Unprofitable segments
Unprofitable locations
Unprofitable products / services
Return on Marketing (ROM)
33
SUSTAINABILITY
Business Roadmapping
Translating customer needs!
Moenaert, Robben & Gouw
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
Big issues world wide
Time for sustainability
Balanced world
Costs & Benefits new level
Don’t grow for the sake of growth
Cancer
Consumption with borders
Business roadmap
34SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
It’s there
Younger generation
Recruit them
Power networks
Get pushed
Or push yourself
35
Born: Age
Baby Boomers ’46 – ’60 50+
Generation X ’65 – ’76 34+
The Net Generation ’77 – ’97 13+
Generation Next ’98 – present 0+
The Generation C ’90 – Present 0-19
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
Traditional vs. new school marketing
Generations
New brains
Generation C = digital natives
Future of shopping
36SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
Eight Net
Generation
Norms
Free-
dom
Scrutinize
Entertain
-ment &
fun
Speed
Customi-
zation
IntegrityCollabo-
ration
Innova-
tion
It does
change
things…
Choice:
more is
better
Check
before
you buy!
Edutain-
ment
iPhone
can read
bar
codes
Godzilla,
tuner
cars
Be
honest
Lego
designs
Give me
the
latest
LOOK POSITIVE TO THIS GENERATION – TRY TO UNDERSTAND THEM
37
Financial 1 Bankruptcy
2 Cash flow rules
3 Consolidation (bargains in the market for sale)
4 Instantaneous gratification
5 Lack of investment willingness
6 Lay-offs (hidden unemployment)
7 Losses
8 Profitability
9 Reduce operating costs (enabling new strategies)
10 Stock picking instead of index stock investments
Commercial 1 Accessible exclusive design (Jimmy Choo – H&M)
2 Customer focus (retention – churn – loyalty – new)
3 Desperate for sales
4 Heavy discounts (less than half price)
5 Joint promotions
6 Price sensitivity (consumer conditioning)
7 Response time
8 Saving on media expenditures
9 Store loyalty
10 Survival, very short term focus
Others 1 Government investments
2 Downsizing
3 Education
4 Hybrid
5 Intelligent stick for blind people
6 Knick ice skate
7 Low employee switching
8 Physical appearance
9 Property rent based on fixed and sales part
10 World cup 2010 South Africa
All red items are relevant to the Albert Heijn case
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38
Strategy 1 Analytical culture (competing on analytics) Social 1 Age less, time less and peer less
2 Board whisperer Environment 2 Crime due to bad economy
3 Core competence 3 Culture & religious issues / distrust
4 Everything with ‘integrating’ (data, intelligence) 4 Fair trade
5 Everything with ‘multi’ (channel, tasking) 5 Government regulations (cradle to cradle)
6 Mergers & acquisitions 6 Pensions - retirement age
7 No €ompromise (new business models) 7 Population: green vs. working vs. gray balance
8 Partnering 8 Restless young people
9 Sensible growth 9 Security
10 Sustainable business executing 10 Sustainability (environment, logistics, production)
Marketing 1 Brand activation Market 1 24/7 openings (e-tailers)
2 Growing diversity of consumer groups 2 A-Brands loosing territory (only nr 1 and 2 is OK)
3 Marketing Metrics (accountability) 3 Fresh & chilled products (image and volume)
4 Passion, passion to serve 4 Going out to eat ‘at home’
5 Permission based direct marketing 5 Private Label and Discounters gaining territory
6 Personal touch (CRM people) 6 Professional interim management
7 Real customer focus (virtual guardian angel) 7 Real food, lesser big portions and more vegetables
8 Sharp Customer Value Propositions 8 Resource issues
9 Social media 9 Simplicity
10 There is No Such Thing as a Commodity 10 Trade down of channels, assortment and brands
Consumers 1 Co-creation (for you, by you ) Internet 1 Cloud Computing
Employees 2 Consume less 2 Crowd sourcing
3 Convenience 3 e-book and e-readers grow
4 Customer experience 4 e-Software (e-Learning & e-Gaming)
5 Customer pull 5 Internet TV
6 Involving customers in decision process 6 SEA Search Engine Advertising
7 Social networking 7 Sensitive technology
8 The essence 8 Virtual shopping, wherever, whenever and whatever
9 Where do I belong? 9 Web n+1
10 Working at your 'home office’ 10 Windows 7
All red items are relevant to the Albert Heijn case
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
39All red items are relevant to the Albert Heijn case
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
Totally 1 Bonus
Not 2 Business cards
3 Car roadmaps
4 Consultancy
5 Criminals visiting home
6 Fast growth (unless you are China)
7 Fax machine
8 Flip flops
9 Growth for the sake of growth
10 Happy few
11 Home phone / ADSL
12 Lover boys
13 Manager holding back on change
14 Mass production
15 Old school advertising
16 One size fits all
17 Paper based voting (but…)
18 See and be seen
19 Shop ‘til you drop
20 Single use batteries
21 Space shuttle ($30 mil.)
22 SUV's
23 Telephone boxes
24 Twitter
25 Window dressing
40All red items are relevant to the Albert Heijn case
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
Keep 1 Strong growth of bio products
on 2 Bankers and 'normal' bonuses
Dreaming 3 Bio products become as cheap as regular products
4 Fair trade
5 No more across the board cost cuts
6 No more illegal (music) downloads
7 One trade mark logo for health products
8 The end to obesities
9 Transparency, real trust in bankers
10 World cup goes to the Dutch
And also not:
Men understanding women
All around women friendly companies
41
1 Akio Morita Sony
2 Anita Roddick Body Shop
3 Bill Gates Microsoft
4 Charles Lazarus Toys R Us
5 Charles Schwab Charles Schwab
6 Colonel Saunder Kentucky Fried Chicken
7 Frank Purdue Purdue Chicken
8 Fred Smith Federal Express
9 Gilbert Trigano Club Mediterranee
10 Honda Honda
11 Howard Schultz Starbucks
12 Ingvard Kampard IKEA
13 Karl-Johan Persson Hennes & Mauritz
14 Les Wexner The Limited
15 Luciano Bennetton Benetton
16 Michael Dell Dell Computer
17 Moynihan Domino’s Pizza
18 Ray Kroc McDonald’s
19 Richard Branson Virgin
20 Sam Walton Wal*Mart
21 Simon Marks Marks & Spencer
22 Steve Jobs Apple
23 Ted Turner CNN
24 Thomke/Sprecher Swatch Watch Company
25 Robert A. Iger Disneyworld
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
42
If you hang in the back of the group,
than you don’t see what is happening
up-front. You don’t see the new trends
on time and you can get surprised on
every turn and fall…
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
Something of being
average is not good enough
anymore to make profit
(have a future)
But as customer I could be
happy with a VFM!
43
low
high
rela
tive
le
ve
lSouthwest
Average Airlines
Car Transport
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
Winning concept
Be different, be the best
Double strong
44SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
NO €OMPROMISE strategy
20072008
2009
2010
45
The match of the day: Albert Heijn vs. Jumbo
What would be the most sensible (marketing) reaction of Albert Heijn
(AH) to the latest developments of Jumbo, based on the trends of 2010,
market opportunities and AH’s competences? Take into account that AH
earns 60% of all supermarket profits in The Netherlands (Rabo
Securities), YES 60%!
Setting the scene
Jumbo has taken over Super de Boer (SdB) and changed their purchase
partner, goodbye Super-Unie, well hello C1000! You can imagine they
will have a stronger internal orientation than usual this year.
1. Decide which locations to keep, which will go to C1000.
2. They must transfer their family tradition and vision of no nonsense, quick common
sense decision-making to the hearts and minds of all their personnel (those in the
headquarters as well as those in the retail outlets) and of the retail outlets.
3. Head office employees of SdB have to deal with their new boss despite that they
already have been pushed around a lot lately. Will there be a brain drain of their
best people?
4. In the SdB outlets, the local culture and attitudes must be shaped. Go for the 7
‘challenges’ of Jumbo (the No-€ompromise strategy).
5. Harmonising purchase sounds easy but is a hell of a job if you have to do it.
6. Logistic changes (warehousing) have to be made, and much more!
7. Make profit to enabling financing new plans and to pay off depts.
The consumer will notice these changes. And not all will go smoothly. Is
this a time for AH to sit and enjoy life or to strike hard and hurt Jumbo?In many markets there are similar cases to
build. We have chosen for an all round case in
an all round market. Hope you can forgive us.
Next year B2B case.
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
46
There is more to the challenge than meets the eye. Jumbo must also
deal with the fact that the whole market is always on the move.
Clearly, they are now top of the bill. However, a year of internal focus
can vaporize this position. It will be a hell of a ride.
What do you think AH is doing now?
1. Lately, they have prepared themselves to enable a No-
€ompromise strategy too, by means of cost cutting and
operational excellence.
2. They are fully aware that innovation at the front is essential -
where they meet the consumers’ eyes.
Of course, being the market leader, they focus on communicating their
market power. Clearly, they don’t want to be run over by Jumbo (nor
C1000) in the near future. AH’s tactics are thoughtfully aimed at the
new consumer. Influencing price perception in combination with
experience marketing - shops, taste and quality - they intend to offer a
winning customer value proposition. They are ready, the formula is in
good shape, and AH has the power, passion, guts and focus to give
some ‘whoopee’ to the new competition on the radar screen. But the
big question is, is this the cleverest way?
Should they attack, what do you think?
What do stock holders want?
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
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The successful CEO of AH, Dick Boer, wished his competitors
‘good luck’ on December 23rd (source: NOS). We know what that
means. Another price fight is bound to emerge. The consumers will
benefit from this - at least in the short run s/he can expect to spend
less. Window dressing time is over! The consumer is well-informed
and fully aware of where the best deals are. And of course, other
marketing-mix elements (service , quality) will be hot in 2010 too,
but in a No-€ompromise combination. Has AH done enough in the
previous three years - lowering prices, cost cutting, improving
service, increasing assortment, strengthening promotions,
focusing on fresh and chilled food, collaborating with
manufacturers, introducing Private Labels, constantly innovating -
emerge from this battle as the winner? AH thinks so. Please take
into account that the expected FMCG retailer’s sales growth in
2010 will be 1,5% and all the big guns are looking for (a lot) more!
A war is not far away.
Your action can / will lead to a reaction by your competitor, it’s
better known as the crying game. The other is always to blame,
never me!
The
crying
gameThe industry is always in the grip of
its dumbest competitor.Robert Crandall
former CEO of
American Airlines
1992
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
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Where to push AH’s Competitive Advantage in 2010?
1. Product / Service (what do you offer?)
2. Customer Process (How, where do you offer?)
3. Price (What are the costs to the customer?)
4. Image (What do you represent?)
Performance of AH on Core Processes in the Value Chain?
Where is AH better than the competition?
1. Managing brand equity
2. Customer relationship management
3. Service delivery
4. Selecting target markets
5. Selling and communications
6. Strategic planning
7. Logistics
8. Channel relationship management
9. Market sensing & intelligence
10. Control
11. Strategic partnering & alliances
12. Human resource management
13. Pricing
14. New product / service development
15. Procurement / Vendor selection
Push hard, outperform
Push as hard as main competitor
Push market average
Push below market average
AH is far better than competition
AH is better than competition
AH is equal to competition
AH is less than competition
How would you
take on the market in 2010?
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
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Where to push AH’s Competitive Advantage in 2010?
1. Product / Service (what do you offer?)
2. Customer Process (How, where do you offer?)
3. Price (What are the costs to the customer?)
4. Image (What do you represent?)
Performance of AH on Core Processes in the Value Chain?
Where is AH better than the competition?
1. Managing brand equity
2. Customer relationship management
3. Service delivery
4. Selecting target markets
5. Selling and communications
6. Strategic planning
7. Logistics
8. Channel relationship management
9. Market sensing & intelligence
10. Control
11. Strategic partnering & alliances
12. Human resource management
13. Pricing
14. New product / service development
15. Procurement / Vendor selection
MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • COMPETING • ABOUT PIM
Your Opinion
Push hard, outperform
Push as hard as main competitor
Push market average
Push below market average
AH is far better than competition
AH is better than competition
AH is equal to competition
AH is less than competition
How would you
take on the market
in 2010?
50
That is the real winning strategy in a
turbulent 2010:
Sharp-edged and No-€ompromise.
We want it all!
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
Life is not simple
Hard to make right decision
Competitive intelligence (whole field)
Only one can be lowest
Profit sensitivity
Price war ? Shakeout ?
Realistic
Master the game of trends
Win & future profits
Profit enables investing
Beating the competition long term
51
What are your Take Aways?
LET US KNOW YOUR VISION!
We will do good deeds with it.
Electronic update.
It can only become better in 2010.
Use these new insights, trends in your advantage
to make your business better and go for the
DO IT part.
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SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
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Co-creators, we can’t thank them enough for
their input, articles, presentations, theory,
suggestions, remarks, discussions, and last
but not least, inspiration.
Sources we gratefully used to do fact
finding, verification and explanation.
And many more!
Ad Gorisse Larry Lucardie Academic network Nyenrode ING
Ad Honders Lucien van der Hoeven Academic network TiasNimbas Itcommercie
Adrienne Koreman Maarten van Lit Adformatie Kentens
Anton Nieuwenhuis Malcolm McDonald AIECE LMBS
Anton Peeters Marit Oosenbrug Apple Management Team
Bert Keizer Mark Bieckmann Bloomberg Marketing Results
Birgitte de Leeuw Mark McKoen BNR Radio Marketing Tribune
Christophe Renders Michael Hodges Capgemini MKB Nederland
Clive van Heerden Michael Porter CBL MSN powered by PIM
Collette Cloosterman-van Eerd Mike Smith CBS NOS
Durk Bosma Neno Peschl Clou NRC
Edward Groenland Peter Oosterling CNN Oilnergy
François van Heurn Philip den Ouden Cool Brands Ordina
Frank van der Wal Philip Kotler CPB Philips
Frits van Eerd Phillipe Smit DBMI PIM members
Gerda Verburg Pim van Geest Distrifood Rabo Securities
Hans Eysink Smeets Remko Vogelenzang DNB Rabobank
Heleen Kamerman René Repko EFMI Reed Business
Jack Mama René van Leeuwen EIM RTL
Jack van Beek Richard Herbert Europanel SCP
Jamie Taylor Sam Sonke Financieel dagblad Second Sight
Jan Peter Balkenende Sidney Beesemer FNLI Six Fingers
Jan Willem Cornelisse Steven den Hartog Foodmagazine SuperMarkt Actueel
John Caslione Tom de Vogel FoodService Instituut Nederland TNS Nipo
Joop Holla Twafik Jelassi GfK Trend Hunter
Joost Mutsaers Willem Middelkoop GfK Alumni VMT
Kiliaan Toornaar Wouter Bos GfK Marketing Professionals Y&R
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
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We would like to express our gratitude to our sponsors.
Their support, enthusiasm, knowledge contribution and
long term commitment PIM has developed into a great
platform for more than 1.000 marketing lover. Enjoying on
a regularly base each others company, challenging visions
and opinions.
Hans Molenaar
Chairman PIM
In behave of the whole PIM board.
It is not the strongest of species that
survive, nor the most intelligent, but
the one most responsive to change.
Charles Darwin
Insanity is doing the same thing
and expecting the same result.
Albert Einstein
Design & visual
support:
Christiaan Spelmink
www.mediaexposure.eu
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
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And sometimes beyond our imagination!
SETTING THE SCENE • MARKET TRENDS • MARKETING TRENDS • WHAT’S HOT/COLD • CASE • NEXT
18th
Century 1900 1950 1970 1980 1990 2006
And sometimes beyond our imagination!
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2010