Most recently the CCCMA presented the Association's point of view for defining Total Market, Cross-Cultural and Total Market Enterprise(tm) at an industry forum. In addition to presenting the definition, a member of the CCMCA shared a case study on how the approach was used to develop a cross-cultural strategy for MetLife Direct Business. This shared deck provides a point of view on a topic within the marketing and communications industry.

1. 1
JEFFREY BOWMAN
FOUNDER AND CHAIRMAN
THE CCMCA: A TOTAL MARKET INDUSTRY ASSOCIATION

2. 22
SOLVE FOR <X>
•Moonshot Thinking lives in the area of grey for
pure science fiction and audacious technology
•Moonshot Thinking involves thinking creatively and
radically about solving important problems
Source: Google

3. WHAT SHOULD YOU TAKE AWAY?
The CCMCA is a resource for all things Total Market(TM), Cross-Cultural
and Total Market Enterprise™(TME)
We would like to collaborate in setting industry standards
Demonstration of how to increase the value of brands in The New
Marketplace
3
1
2
3
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF
© 2014 THE CCMCA 3

4. 44
SOLVE FOR <X>
•Moonshot Thinking lives in the area of grey for
pure science fiction and audacious technology
•Moonshot Thinking involves thinking creatively and
radically about solving important problems
4

5. 55
• Our Industry and America is at a cultural
cross-roads
• Macro shift – within the US and globally
• New Marketplace – Minorities become the
Majority
5

6. 66
• If we compare our Industry models, it resembles
a time in American history
• In 1960 America and others enforced a trade
embargo
• Since then, Cuba’s automotive choices reflect
the 1960’s
6

7. 77
• Within the context of the New Marketplace we
now consider electronic cars as an option
• We can also use Technology and other tools tha
reflect personalization
• Is there a call for a new model within the
Marketing and Communications Industry?
7

8. 88
TODAY TOMORROW
8

9. 99
• Gone are the “Mad Men” days
• Does our model reflect the New
Marketplace?
• Is this the best model for the next 50 years?

10. 10
A CONVERSATION
10
THE OPPORTUNITY
WHY THE TOTAL MARKET(TM)
APPROACH?
A CASE STUDY
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF
© 2014 THE CCMCA

11. 11
A CONVERSATION
11
THE OPPORTUNITY
WHY THE TOTAL MARKET(TM)
APPROACH?
A CASE STUDY
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF
© 2014 THE CCMCA

12. 12
TODAY – GENERAL MARKET
12
GENERAL MARKET
- On a given day, address 70% of the
population
- Research techniques are attitude and
behavior based
- Research outcomes usually not reflective of
the Total Market
- Given the growth of the New Marketplace,
risk of developing content and
communications that’s not relevant
- Talent implications
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF
© 2014 THE CCMCA

13. 13
TODAY – MULTICULTURAL
13
MULTICULTURAL
- On a given day, address 30% of the
population
- Research techniques are ethnically attitude
and behavior based
- Research outcomes usually narrow and
deep, not reflective of the Total Market
- Given the growth of the New Marketplace,
risk of being underfunded
- Usually forced to adapt to GM insights
- Talent implications
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF
© 2014 THE CCMCA

14. 14
MOONSHOT – TOTAL MARKET
14
A TOTAL MARKET
INDUSTRY VERTICAL
- Reframes the industry and brands approach
to the New Marketplace
- Addresses the total market opportunity for
brand building
- Deeper level of understanding of the new
consumers
- Innovation and new services developed as a
result of the new industry vertical
- Talent implications
- More effective Enterprise and Brand building
(stories and experiences)
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF
© 2014 THE CCMCA

15. 15
WHAT IS TOTAL MARKET?
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF
© 2014 THE CCMCA

16. Membership Type (OCT 2013)
Founder/President/CEO
Chief Marketing Officer (CMO)
Chief Operating Officer (COO)
Chief Talent Officer (CTO)
Chief Diversity Officer (CDO)
SVP/VP of Marketing
Head of Retail
Brand Marketers
Agency Leadership
Media Leadership
Research Leadership
Creative Directors
Education Leaders (Administrators & Professor)
Shopper Marketing
Founded in January 2013, the Cross-Cultural Marketing & Communications Association (The CCMCA) is the first global
member driven (501 (C) (6)) organization, focused on helping members build a total market enterprise™ TME organization
and cross-cultural awareness, thought leadership and activation
Global Regions
United States
Mexico
Australia
Industry Representation
Technology
Beverage
Agency
News
Services
Media
Research
Financial Services
87MEMBERS
ABOUT THE ASSOCIATION
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF
© 2014 THE CCMCA
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF THE CCMCA
© 2014 THE CCMCA 16

17. ABOUT THE ASSOCIATION
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF
© 2014 THE CCMCA
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF THE CCMCA
© 2014 THE CCMCA 17
BOARD OF ADVISORS
FOUNDING PARTNERS
2014 FOUNDING PARTNERS

18. 18
THE CCMCA: A TOTAL MARKET INDUSTRY ASSOCIATION
WHAT IS THE DEFINITION OF TOTAL MARKET?
“A new industry vertical designation or description
that’s discipline based and provides an outcome
reflective of the New Marketplace (Minority
Segments become the Majority Segments)”
•Goods, services or offerings that reflect the shift
within the wants and needs of the New Marketplace
•Goods, services or offerings are usually focused on
market valuation, organization design & strategic
partnerships, experience & engagement & Big Data
& technology for the New Marketplace
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF THE CCMCA
© 2014 THE CCMCA
PENDING
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19. 19
A “REFRAMING” OF THE INDUSTRY & SERVICE
MODEL IS REQUIRED
Insights
Pros
Cons
Attitude & behavior
Efficient focus on
commonalities
Adaptation lacks relevancy
Ethnic attitudes & behaviors
Deep insights
Focus on differences
Highly targeted
Scale
Under funded
Cross-cultural
Efficient & effective
Focus on differences &
commonalities
Organization complexity
Enterprise Transformation
MULTICULTURALGENERAL MARKET MULTICULTURAL “TOTAL MARKET”
Source: Ogilvy Cross-Cultural Practice
+$300B INDUSTRY+$300B INDUSTRY
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF
© 2014 THE CCMCA

20. 20
WHAT IS THE DIFFERENCE?
- Appreciation, acceptance or
promotion of multiple cultures,
applied to the demographic make-up of
a specific place
- Multiculturalism deals with cultural
diversity within a particular nation or
social group
- Emerged in theory in the 1930s
- Cross-Culturalism is concerned with
the exchange beyond the boundaries
of the nation or cultural groups
TODAY TOMORROW
GENERAL MARKET AND MULTICULTURALISM CROSS-CULTURALISM
Source: Ogilvy Cross-Cultural Practice20
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF
© 2014 THE CCMCA

21. 21
COMMENTS AND BEST PRACTICES
- A strategic discipline and outcome
- Does not mean MC agencies go away
- Requires enterprise transformation
- Not just an Agency consideration
- Align organization on the meaning of
value
MEMBER COMMENTS LESSONS LEARNED
Source: Ogilvy Cross-Cultural Practice21
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF
© 2014 THE CCMCA
- “It’s okay but a little vague and does
not allude to addressing all segments.”
- “The words “minority” and “majority” are
laced with power struggles. “New
Marketplace” worries people and
makes them uncomfortable, as if an
unexpected change came their way.”
- “What about LGBTQ segments?”

22. 22
A CONVERSATION
22
THE OPPORTUNITY
WHY THE TOTAL MARKET(TM)
APPROACH?
A CASE STUDY
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF
© 2014 THE CCMCA

23. 23
THE TOTAL MARKET APPROACH IS A
RESPONSE TO THREE KEY TRENDS
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF
© 2014 THE CCMCA

24. 24
NEW BRAND STANDARDS1:
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF
© 2014 THE CCMCA

25. 25
NEW BRAND STANDARDS1:
CHALLENGE:
PERCEIVED RISK WITH CHANGING TO
A NEW APPROACH
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF
© 2014 THE CCMCA

26. 26
HISPANIC = MULTICULTURAL2:
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF
© 2014 THE CCMCA

27. 27
2: HISPANIC = MULTICULTURAL
CHALLENGE:
PRESUMED VALUATION THAT
THEY ARE YOUR BEST CUSTOMER
SEGMENTS FOR THE BRAND
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF
© 2014 THE CCMCA

28. 28
THE TOTAL MARKET APPROACH3:
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF
© 2014 THE CCMCA

29. 29
3: THE TOTAL MARKET APPROACH
CHALLENGE:
COMPLEX AND
CUMBERSOME FOR THE
ENTERPRISE
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF
© 2014 THE CCMCA

30. A CONVERSATION
3030
THE OPPORTUNITY
WHY THE TOTAL MARKET(TM)
APPROACH?
A CASE STUDY
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF
© 2014 THE CCMCA

31. A TOTAL MARKET CASE STUDY
LEWIS GOLDMAN
VICE PRESIDENT, PRODUCT AND MARKETING
US DIRECT BUSINESS
MARCH 4TH
, 2014

33. THE LAST 70+ YEARS: WORRISOME TRENDS
33
POPULATION
311,590,000
132,120,000
US Census Data 1940-2011
2X
17,872,000
9,500,000
POLICIES PURCHASED
50%
LIMRA’s U.S. Individual Life Insurance Sales Survey and LIMRA Estimates
33

34. Bottom
90%
WE’VE ALL FOCUSED ON THE AFFLUENT (Who Are Getting Affluenter)
Top 10%
U.S. Households
Net Worth by Percentile ‘89-’10
source: http://www.census.gov/hhes/www/income/data/historical/household/
• Focusing on such a small segment of the population is a dangerous long-term
strategy for growth
34

35. FOCUS ON THE AFFLUENT
35
The average policy size has gotten bigger,
but the number of policies sold has declined

36. 36
Coverage
amount up
75%
The average policy size has gotten bigger,
but the number of policies sold has declined
FOCUS ON THE AFFLUENT

37. 37
Number of
policies
sold down
42%
The average policy size has gotten bigger,
but the number of policies sold has declined
FOCUS ON THE AFFLUENT

38. 38
WHY?

39. NUMBER OF AGENTS DECLINING, REMAINING AGENTS FOCUSED
ON HIGH NET WORTH CUSTOMERS
39
256,735
163,814

40. AT THE SAME TIME, AMERICA IS LOOKING LESS LIKE THIS…
40

41. 41
AND MORE LIKE THIS…
41

42. 42
THIS
CANNOT
BE YOUR FATHER’S
INSURANCE
BUSINESS.
42

43. BUT THE INDUSTRY DOESN’T SEEM TO HAVE NOTICED
43

44. 44
• Typical families don’t have enough left over each month to pay for
inefficient, expensive coverage.
Typical Household BudgetHigh Cost Structure
LOSING THE MASS MARKET BATTLE
Administration
Underwriting
Distribution
Claims
Discretionary
Spending

45. THE APPROACH + SOLUTION
• To address the decline in access to Life Insurance for Middle Market customers (those making $100K or
less), in 2009 MetLife launched a direct to consumer LI business for the first time, leveraging the Internet
and call centers.
• While MetLife completed a segmentation analysis and determined who our key target customers were back
in 2011, we did not include the right sample size reflective of the New Marketplace.
• Working with our Agency, we uncovered an opportunity to market to multicultural customers using the Total
Market approach.
• The approach helped us with the following:
 Resolved the organization understanding of value
 Developed and considered products for the middle market(MM), multicultural(MC) and underserved
markets (US)
 Developed a communications platform inclusive of the MM, MC and US segments for the first time
 Where appropriate, delivered segment specific experiences for the MM, MC and US segments
45

46. 0
20
40
60
80
100%
<$35K
$1,639B
$264B
$877B
$5,466B
$8,246B
$35K - $99K
$2,467B
$636B
$1,142B
$11,773B
$16,018B
$100+
$895B
$635B
$439B
$8,504B
$10,473B
White Alone -
Not hispanic
Black (Alone or
in Combination)
Asian (Alone or
in Combination)
Hispanic Any
Race
A SIGNIFICANT MARKET OPPORTUNITY
All Uninsured Multicultural
•$14.46B Revenue Potential
•24.53M Households
Source: IBIS Data, Fortune 500, US Census, LIMRA, “person-Level Trends in U.S. Life Insurance Ownership” 2011, LIMRA– Federal Advisory Committee on Insurance June 2013, Ogilvy Estimates
Note: Assumes 15% of HH with <$15,000 in annual income will be able to purchase a single policy. Assumes opportunity of one policy per HH across all income levels
Total: $34.7B
TOTAL MARKET SIZING
46

47. CUSTOMER INSIGHTS FOR THE
MM, MC AND US SEGMENTS

48. Hispanic
Family obligations
transcend
generations and
borders
Black
Female-led with
extended ties of
mutual support
across
generations
South Asian
Anchored in
traditional
marriage, marked
by deep respect
for elders
East Asian
Anchored in
traditional marriage,
strong extended
family influence in
decisions
Underserved
Economic
stresses
undermining
family structures
Circle of
Concern
INTERDEPENDENCE underpinned by
religion and traditional philosophy
INDEPENDENCE
can be an elusive
goal
FAMILY ACROSS MULTICULTURAL AND UNDERSERVED
SEGMENTS
Wider Narrower
TOTAL MARKET PLATFORM
DEVELOPMENT
48

49. HISPANIC
Family obligations
transcend generations
and borders
BLACK
Female-led with
extended ties of
mutual support across
generations
SOUTH ASIAN
Anchored in traditional
marriage, marked by
deep respect for elders
EAST ASIAN
Anchored in traditional
marriage, strong
extended family
influence in decisions
UNDERSERVED
Economic stresses
undermining family
structures
Family
“Circle of
Concern”
WIDE Narrow
INTERDEPENDENCE underpinned by religion and traditional philosophy
INDEPENDENCE
can be an
elusive goal
SHARED IMPLICATIONS AND IMPORTANT DIFFERENCES
THROUGH THE LENS OF FAMILY
SELF SACRIFICE PROTECTOR SURVIVOR SENSE OF HONOR STABILITY INSECURITY
THE big ideaL™
TOTAL MARKET PLATFORM
DEVELOPMENT
49

50. TOTAL MARKET LESSONS LEARNED
1. The Total Market approach requires a re-education for market planning at the Enterprise
level
2. Everyone in the organization has to understand the significant value of the New
Marketplace (Minority becoming the Majority)
3. Insights inform all products, channels and investments
4. The cross-cultural strategy better informs the brand platform and it does not compromise
go-to-market efforts for Hispanics, Blacks and Asian segments
5. The creative and communications brief is more effective as a result of the Total Market
approach and Cross-Cultural strategy
50

51. WHAT I HOPE YOU TOOK AWAY?
The CCMCA is a resource for all things Total Market(TM), Cross-Cultural
and Total Market Enterprise™(TME)
We would like to collaborate in setting industry standards
Demonstration of how to increase the value of brands in The New
Marketplace
51
1
2
3
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF
© 2014 THE CCMCA

52. 2014 KEY ASSOCIATION INITIATIVES
52
THE BRAND
THE PUBLICATION AND
TOTAL MARKET SUMMIT THE LAB
TIMING: Q3-2014
PUBLISHING BEST PRACTICES AND STORIES
SUPPORTING THE TM INDUSTRY VERTICAL
2ND
ANNUAL TOTAL MARKET SUMMIT
•Award Category Leaders Based on Ranking, Total
Market Power Score and Work (Enterprise,
Customer and Leadership)
•Learning, Knowledge Sharing and Publishing
TIMING: Q2-2014
CONTENT HUB
•Hub for Member Engagement with Member Driven
(i.e. case studies, content aggregator, Total Market
news)
•Fast Company Meets Harvard Business Review and
PSFK
•Content and Thought Leadership Destination
•Focus areas: Enterprise Strategy, Organization
Design + Partnerships, Experience and Engagement
and Big Data + Effectiveness
TIMING: Q3 – 2014
PARTNERSHIP WITH ENTERPRISE ON-
LINE ASSESSMENT
•Total Market Enterprise Certification
•TME Assessment Q2 - 2014
•TME Curriculum Q3 - 2014
•Training and Education
CONFIDENTIAL & NOT TO BE SHARED WITHOUT WRITTEN PERMISSION OF
© 2014 THE CCMCA

53. THE CCMCA: A TOTAL MARKET INDUSTRY ASSOCIATION
THE CROSS-CULTURAL MARKETING & COMMUNICATIONS ASSOCIATION:
A TOTAL MARKET INDUSTRY ASSOCIATION
WEB: WWW.THECCMCA.ORG
EMAIL: CONTACT@THECCMCA.ORG
TWITTER: @THECCMCA
POSTAL ADDRESS:
PO BOX 230984
NEW YORK, NY 10023
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