Life after the crisis - welcome to the new business world

Life after the crisis ...

Welcome

to the dawn of

a new business world

peterfisk@peterfisk.comwww.theGeniusWorks.comwww.theGeniusWorks.com

London OlympicsLondon Olympics

Italian Destruction

Obama Part 2

Chinese LeadershipChinese Leadership

Worldwide Grid

Welcome to 2012

Consumer power

Networked markets

p

Social entrepreneurs

Virtual business

Leaders love changeg

... the new business world

Globally networked

People power

Transparent and trusted

People power

The world’s favourite bank

Mobilising 2 billion people

New business models

Game changing

The world’s largest airlineg

Social networked

Instant and Interactive

Business connected

Instant and Interactive

The world’s most trusted brand

Daily space departures

Time and carbon negative

y p p

Redefining aspirations

The world’s best day outy


What happened?What happened?

Crisis was the cries of a changing worldg g

West to East

Business to Customer

Product to Service

Business to Customer

Reallocating powerg p

Connected

Complex

Convergent

Complex

Reshaping marketsp g

Global and local

Fast and efficient

Virtual and agile

Fast and efficient

Redefining structuresg

Transparent

Sustainable

p

Thoughtful

Rethinking prioritiesg p

“The Chinese symbol for crisisThe Chinese symbol for crisis means both threat and

opportunity”


What’s changed?What s changed?

Competitive advantage Rethinking markets

The new business world


Geography and capability Opportunity and partners



Consumption and image

Geography and capability

Conscience and individuality

Opportunity and partners

Consumption and image Conscience and individuality








Channels and promotions


Networks and advocacy








Channels and promotions


Networks and advocacy

Scale and share Focus and profit



Who were the winners?Who were the winners?

Innovators

AdaptorsConnectors

Three kinds of winners

Connectors

The connectors: Linked In

Connectors

The connectors: Amazon

Connectors

The connectors: MoneySupermarkety p

Connectors

The connectors: Li & Fungg

Innovators

AdaptorsConnectors


Adaptors

The adaptors: McDonaldsp

Adaptors

The adaptors: Avonp

Adaptors

The adaptors: Zarap

Adaptors

The adaptors: Lovefilmp

Innovators

AdaptorsConnectors


Innovators

The innovators: Nintendo Wii

Innovators

The innovators : Team Obama

Innovators

The innovators : Zipcarsp

Innovators

The innovators : Grameen


What did they do?What did they do?

Strategy is about making choices

Whereshould we compete?

Howshould we be

different?

What should we do

to win?

Secure competitive d t

Create an approachto do this profitabl

Focus resources on the most

compete? d e e t to win?

advantage in chosen markets

to do this profitablyand in a sustainable way.

on the most attractive markets.

Strategic choices

Source: Marketing Genius

g

Bulk water

Sports drinksro

wth

rate

Retail water

Juice drinksReady-to-drink

tear ave

rage

g

tea

Juices and nectars

5 ye

ar

Juices and nectars

Ready-to-drink coffeeBubble size reflects estimated

CarbonatedSoft-drinksThe Coca-Cola Company

Other brands

global beverage profits

Industry unit margins ($)

Coca-Cola

Customers

Countries Categories

Adjacent markets

Source: Marketing GeniusCapabilities

j

DisneySource: Marketing Genius

Consumerbroader

BusinessBusiness

view

narrowview

narrowview

Business Consumer

Customer perspective

Source: Marketing Genius

p p

Me

Individual

MeExpression Desire

SimplicityBelonging

Myworld

Theworld

ExplorationConnectionParticipation Protecting

Customers

“You cannot solve a problemYou cannot solve a problem with the same thinking

that created it”


Why did they win?Why did they win?

Innovate

Adapt

Reduce

Three phases of changep g

Reduce relevant costs

Focus portfolio

Reduce

Focus pricing

Retain best customers

p g

Reduce risk exposure

Phase 1: Reduce

Explore better markets

Research customers

p

Redesign solutions

Develop new propositions Adapt

g

Realign the competition

Phase 2: Adaptp

Enter new markets

Rethink business models

Launch innovative products

Reposition brand Innovate

p

Redefine standards

Phase 3: Innovate

“Times of turbulence provokeTimes of turbulence provoke the greatest ideas and

opportunities”

born in a recession

Wikipedia

MTVborn in a

recession2001

born in a

born in a recession1981

Microsoft

HP

born in a recession1975

GEborn in a recession1876

HPborn in a recession1929

Lessons from previous recessions

1876

p


What did their leaders do?What did their leaders do?

When everyone else is losing their minds ...y g

Performance

Perform

Gain toachieve

Change

Change tomanage

Shock

Denial

Resolve

Risk toovercome

AngerExplore

Time

Accept

Time

... seizing the opportunity of change ...

© GeniusWorks 2009

g pp y g

Heads down Heads up

Inside out Outside inLeading by control Leading by inspirationManaging the steady-state Managing sustained growthEnsuring consistency Catalyst of changeEnsuring consistency Catalyst of changeReserved and controlling Passionate and energisingCautious and corporate Open and personalOverseeing work Doing workManaging hierarchically Facilitating communitiesManaging hierarchically Facilitating communitiesProcess and tasks Knowledge and innovationDoing what always done Embracing ideas from outsideEnforcing regulations Reinventing the rulesProducts and transactions People and relationshipsProducts and transactions People and relationshipsEvaluating past performance Supporting future performance Generating more sales Creating extraordinary value

... it’s time for “heads up” leadership

© GeniusWorks 2009

p p

“Learn to love recessionsLearn to love recessions ...with passion, optimism

and courage”

MAKING GENIUNE

IMPACTIMPACT

Seeing things differentlyg g y

Thinking different thingsg g

Achieving extraordinary resultsAchieving extraordinary results

peterfisk@peterfisk.comwww.theGeniusWorks.comwww.theGeniusWorks.com

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Life after the crisis - welcome to the new business world