Life after the crisis ...
Welcome to the dawn of a new business world
peterfisk@peterfisk.com www.theGeniusWorks.com
London Olympics Italian Destruction Obama Part 2 Chinese Leadership Worldwide Grid
Welcome to 2012
Networked markets Consumer p power Social entrepreneurs Virtual business Leaders love change g
... the new business world
Globally networked Transparent and trusted People power
The world’s favourite bank
Mobilising 2 billion people New business models Game changing
The world’s largest g airline
Social networked Business connected Instant and Interactive
The world’s most trusted brand
Daily y space p departures p Time and carbon negative Redefining aspirations
The world’s best day y out
Life after the crisis ...
What happened?
Crisis was the cries of a changing g g world
West to East Product to Service Business to Customer
Reallocating g power p
Connected Convergent Complex
Reshaping p g markets
Global and local Virtual and agile Fast and efficient
Redefining g structures
Transparent p Sustainable Thoughtful
Rethinking g priorities p
“The The Chinese symbol for crisis means both threat and opportunity�
Life after the crisis ...
What’s What s changed?
Competitive advantage
The new business world
Rethinking markets
Competitive advantage Geography and capability
The new business world
Rethinking markets Opportunity and partners
Competitive advantage Geography and capability Consumption and image
The new business world
Rethinking markets Opportunity and partners Conscience and individuality
Competitive advantage Geography and capability Consumption and image Channels and promotions
The new business world
Rethinking markets Opportunity and partners Conscience and individuality Networks and advocacy
Competitive advantage Geography and capability Consumption and image Channels and promotions Scale and share
The new business world
Rethinking markets Opportunity and partners Conscience and individuality Networks and advocacy Focus and profit
Life after the crisis ...
Who were the winners?
Innovators
Connectors
Three kinds of winners
Adaptors
Connectors
The connectors: Linked In
Connectors
The connectors: Amazon
Connectors
The connectors: MoneySupermarket y p
Connectors
The connectors: Li & Fung g
Innovators
Connectors
Three kinds of winners
Adaptors
Adaptors
The adaptors: p McDonalds
Adaptors
The adaptors: p Avon
Adaptors
The adaptors: p Zara
Adaptors
The adaptors: p Lovefilm
Innovators
Connectors
Three kinds of winners
Adaptors
Innovators
The innovators: Nintendo Wii
Innovators
The innovators : Team Obama
Innovators
The innovators : Zipcars p
Innovators
The innovators : Grameen
Life after the crisis ...
What did they do?
Strategy is about making choices
Where should we compete?
Focus resources on the most attractive markets.
How should we be different? d ee t
Secure competitive advantage d t in chosen markets
What should we do to win?
Create an approach to do this profitabl profitably and in a sustainable way.
Source: Marketing Genius
Strategic g choices
5 yearr average growth rate
Bulk water
Sports drinks Retail water Juice drinks
Ready-to-drink tea
Juices and nectars
Bubble size reflects estimated global beverage profits The Coca-Cola Company
Ready-to-drink coffee Carbonated Soft-drinks
Other brands Industry unit margins ($)
Coca-Cola
Customers
Countries
Categories
Capabilities
Adjacent j markets
Source: Marketing Genius
Source: Marketing Genius
Disney
Consumer broader view Business Business narrow narrow view view
Business
Consumer
Source: Marketing Genius
Customer p perspective p
Individual
Me Expression
Belonging
Simplicity
My world
The world
Participation
Customers
Desire
Protecting
Connection
Exploration
“You You cannot solve a problem with the same thinking that created it�
Life after the crisis ...
Why did they win?
Innovate
Adapt
Reduce
Three p phases of change g
Reduce relevant costs Focus portfolio Retain best customers Focus p pricing g Reduce risk exposure
Phase 1: Reduce
Reduce
Explore p better markets Research customers Develop new propositions Redesign g solutions Realign the competition
Phase 2: Adapt p
Adapt
Enter new markets Rethink business models Reposition brand Launch innovative p products Redefine standards
Phase 3: Innovate
Innovate
“Times Times of turbulence provoke the greatest ideas and opportunities�
Wikipedia born in a recession
2001 MTV born in a recession
1981 Microsoft born in a recession
1975 HP GE born in a recession
born in a recession
1929
1876
Lessons from p previous recessions
Life after the crisis ...
What did their leaders do?
When everyone y else is losing g their minds ...
Performance
Perform
Gain to achieve
Change
Change to manage
Shock Resolve Denial
Explore
Risk to overcome
Anger Accept
Time Š GeniusWorks 2009
... seizing g the opportunity pp y of change g ...
Heads down
Heads up
Inside out Leading by control Managing the steady-state Ensuring consistency Reserved and controlling Cautious and corporate Overseeing work Managing hierarchically Process and tasks Doing what always done Enforcing regulations Products and transactions Evaluating past performance Generating more sales
Outside in Leading by inspiration Managing sustained growth Catalyst of change Passionate and energising Open and personal Doing work Facilitating communities Knowledge and innovation Embracing ideas from outside Reinventing the rules People and relationships Supporting future performance Creating extraordinary value
© GeniusWorks 2009
... it’s time for “heads up” p leadership p
“Learn Learn to love recessions ... with passion, optimism and courage�
MAKING GENIUNE
IMPACT
Seeing g things g differently y
Thinking g different things g
Achieving extraordinary results
peterfisk@peterfisk.com www.theGeniusWorks.com