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IAB - ITESM módulo 2 - estrategia e innovación

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IAB - ITESM módulo 2 - estrategia e innovación

  1. 1. Estrategia de Marketing ! ! Gustavo Ross Quaas @gustavo_ross gustavo.ross@activamente.com ! ! Tec de Monterrey - CSF Mayo 2014
  2. 2. Simon Sinek www.startwithwhy.com 2 WHY? HOW? WHAT?
  3. 3. ¿En qué creo?
  4. 4. Cuando las compañías se enfocan en lo que las personas necesitamos y valoramos, grandes cosas suceden para todos.
  5. 5. Activ@Mente Aquí hay una oportunidad de negocio…
  6. 6. Activ@Mente
  7. 7. Activ@Mente
  8. 8. 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®
  9. 9. Agencia de publicidad integral CREATIVE & MEDIA
  10. 10. Comunicación para la 
 industria farmacéutica bluelabHEALTHCARE COMMUNICATIONS
  11. 11. Innovación y transformación
 para la era digital ActivaMenteDIGITAL ERA BUSINESS TRANSFORMATION
  12. 12. Objetivos 13 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.
  13. 13. Dónde estamos ¿parados?
  14. 14. ¿Qué es lo VIRTUAL?
  15. 15. ¿Qué es INTERACTIVO?
  16. 16. ¿Qué es lo DIGITAL?
  17. 17. 1010110001001101010101010010 1001010010010101001011010010 0100101101001101010010100100 1011001011010110101011010101 1010101011010101010010100100 1101010001001001101011010100 1010010010110100101101110110 1010010101010001001010010010 1101001010010010010010100100
  18. 18. Activ@Mente Evolución de medios Cortesía Thomas Baekdal
  19. 19. 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
  20. 20. 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
  21. 21. ¿Qué es “Social”?
  22. 22. www.activamente.com
  23. 23. ¿Qué es una “Estrategia”?
  24. 24. ¿Qué es Interactivo?
  25. 25. ¿Qué es Marketing?
  26. 26. Crear productos, servicios y experiencias que satisfagan las necesidades de un mercado con mayor efectividad.
  27. 27. “La clave del marketing
 es la diferenciación”. ! Philip Kotler
  28. 28. http://www.youtube.com/watch?v=ciSrNc1v17Mhipervínculo
  29. 29. “What helps people, helps business.” Leo Burnett (1891-1971)
  30. 30. Energía Potencial ! Energía Cinética CONSTRUCCIÓN ! EJECUCIÓN
  31. 31. ¿Qué es Integración?
  32. 32. La Famosa “Línea”
  33. 33. VISIÓN CORPORATIVA ESTRATEGIA 
 NEGOCIO ESTRATEGIA 
 MARKETING TÁCTICAS MÉTRICAS IMPLEMENTACIÓN TRANSACCIÓN OBJETIVOS 
 NEGOCIO 3D strategic alignment - ActivaMente
  34. 34. 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 Radio Out 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 RSS Ad Words Listening
 Viral actions *cortesía Activ@Mente Call centers
  35. 35. 47 ¿Cuál es tu combinación?
  36. 36. 48 ¿Cuál es tu combinación?
  37. 37. 49 ¿Cuál es tu combinación?
  38. 38. 50 ¿Cuál es tu combinación?
  39. 39. http://www.activamente.com/los-remedios/ Los Remedios: #Pretextos
  40. 40. Conversación
  41. 41. www.activamente.com M
  42. 42. www.activamente.com M
  43. 43. RESPUESTA
 INVERSA
  44. 44. www.activamente.com ONLINEBTL RADIO PRENSA MENSAJE TV TRADICIONALANTES COMUNICACIÓN C C C C M
  45. 45. MARCA EXPERIENCIA OPINIÓN MENSAJE
  46. 46. www.activamente.com P B B B B B B ConversaciónComunicación / REACH CC C C M
  47. 47. www.activamente.com CONVERSACIÓN ESCUCHAR TV PROMOS RADIO PRENSA DIRECTA WOM RRPP INTERACTIVO
  48. 48. www.activamente.com MARKETING 
 BETA ESCUCHAR OPTIMIZAR ENTENDER PLANEAR DEFINIR
 MÉTRICAS MEDIR IMPLEMENTAR
  49. 49. Funnel
  50. 50. 2.1 Plan Estratégico de Comunicación… ActivaMente - The Conversational Funnel®
  51. 51. Consumidor Categoría / Negocio Canales Marca CONTEXTO ¿Qué queremos lograr? ¿Hasta dónde queremos llegar? ¿Bajo qué condiciones? OBJETIVOSESTRATEGIATÁCTICAS Propuesta de dirección ¿En cuánto tiempo? Descripción de las acciones Contenido de un plan estratégico Presupuesto Tiempos Lineamientosymandatorios
  52. 52. 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.
  53. 53. 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

  54. 54. 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. ! !
  55. 55. 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.
  56. 56. 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.
  57. 57. 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.
  58. 58. Twitter ! Today LgXat is the brand with most followers in Chile, with over 3000 during peaks in September.
  59. 59. RESULTS Over 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 :-)
  60. 60. HERRAMIENTAS Para crear una estrategia de marketing integrado
  61. 61. ¿Hay colas largas en tu mercado?
  62. 62. INNOVACIÓN
  63. 63. AM 94 Innovación como estrategia
  64. 64. ¿Por qué una marca puede dominar un mercado sin invertir en publicidad?
  65. 65. œš‘“›⁸Peers trust peers. Top down messaging is loosing power.’”⁹ Chris
  66. 66. ¿Cómo puede llegar otra marca a arrebatarle participación al líder?
  67. 67. Clayton Christensen
  68. 68. AM Innovación Disruptiva Vs Sostenedora 103
  69. 69. AM 105 Digital ≠ Innovación
  70. 70. AM 106 Innovación ≠ Modernidad
  71. 71. AM Creatividad ☛ 107 Inventar Innovar
  72. 72. AM Invención Invento o invención (del latín invenire, "encontrar") es un objeto, técnica o proceso que posee características novedosas transformadoras. 108
  73. 73. AM Innovación vs. invención Innovación se refiere al uso de una nueva idea o método, mientras invención se refiere a su creación. 109
  74. 74. AM 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...
  75. 75. AM Innovación Disruptiva Vs 111
  76. 76. Gain Creators Describe 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 & Services List 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? Gains Describe 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 Strategyzer Copyright Business Model Foundry AG Produced by: www.stattys.com
  77. 77. AM CASO: FREITAG 115
  78. 78. EL FUTURO
  79. 79. La brecha digital
  80. 80. Enrique 1989
  81. 81. Kayom 1989
  82. 82. Kayom Enrique
  83. 83. Internet
  84. 84. ¿Hacia dónde vamos?
  85. 85. Integración multicanal y multipantalla
  86. 86. Movilización...
  87. 87. Activ@MenteMR "Apps are the new media" - Martin Sorrell 160
  88. 88. Hacedores
  89. 89. Implantes y biónica
  90. 90. Vida sintética y 
 reprogamación genética
  91. 91. Impresión de órganos
  92. 92. Singularidad
  93. 93. ?
  94. 94. “El futuro está aquí, pero está mal distribuido.” ! ! ! ! ! ! William Gibson
  95. 95. 10 RECOMENDACIONES
  96. 96. #1 Respétalos Provee orientación, no los satures con mensajes no deseados.
  97. 97. #2 Ajusta la mezcla Recuerda que Internet no es otro medio, sino el ecosistema de todos los medios digitales.
  98. 98. #3 Escucha Y responde con las respuestas correctas, en la forma, lugar y tiempo que tus públicos las buscan.
  99. 99. #4 Sé creativo y relevante Creatividad y relevancia. Ambas son importantes, pero más importante son ambas.
  100. 100. #5 Optimiza Mide > Analiza > Aprende > Optimiza.
  101. 101. #6 Pertenece a SU comunidad Tus públicos controlan su relación con tu marca. Aceptarlo te acercará un poco más a ellos.
  102. 102. #7 Honestidad ante todo De lo contrario no te creerán y buscarán respuestas en otro lado.
  103. 103. #8 Deja que te ayuden Los públicos de tu marca podrían ser el mejor asistente de marca.
  104. 104. #9 Interésate verdaderamente Entiéndelos profundamente para saber en qué puedes satisfacer una necesidad y encontrar los mejores momentos y canales de interacción con ellos.
  105. 105. #10 Evoluciona ¡¡Innova!! adáptate a sus necesidades, cambia tus paradigmas y aprende cada vez más rápido a satisfacerlas.

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