1. Trends in Marketing Management and
Business Development
‘Creating new ventures’
Eduard Kruseman
Senior Expert

2. A Changing World
Globalization;
Information, technology oriented
society;
Companies feel responsibility for
society and environment (CSR);
More transparency, accountability and
openess

3. Customers
Choose products and companies that
satisfy deeper needs for creativity,
community and idealism;
Are more aware, more active, and
more powerful than ever before;
Are ‘value’ driven;
Realize that their purchasing power
has a global impact;

4. Companies
Realize they must reach these highly
aware, technology-enabled customers.
The old rules of marketing won’t help
them to this;
Companies must create products,
services and corporate cultures that
inspire, include, and reflects their
customers’ values;

5. Conclusion (1)
A change from product- and consumer-
based marketing to a holistic approach
to customers as multidimensional,
values driven people and potential
collaborator;
Branding is ‘complementary’ to poverty
alleviation, socio-cultural change and
environmental sustainability;

6. Conclusion (2)
New wave technology enables
connectivity and interactivity of
individuals and groups;
Its major forces are:
1. Cheap computers;
2. Low-cost internet;
3. The rise of social (Facebook) and
collaborative media (Wikipedia)

7. Building Blocks of Marketing
(the character of marketing has changed)
What to offer
Content
Collaborative
Marketing
The Age of
Participation
(the stimulus)
Context Cultural
Marketing
The Age of
Globalization
(the problem)
How to offer Spiritual
Marketing
The Age of
Creativity
(the solution

8. The Future of Marketing
The classic model of marketing will still
have some relevance;
Changes in the business environment
will continue a massive shift in
marketing practises;
Trusts exists more in horizontal
relationships than in vertical
relationships

9. The future of Marketing
The disciplines
of marketing
Today’s
Marketing
Concept
Future
Marketing
Concept
Product
management
The four P’s
(product, price,
place, promotion)
Cocreation
Customer
Management
STP (segmentation,
targeting and
positioning)
Communitization
Brand management Brand Building Character building

10. Marketing the Mission /
Values
Consumers are the new brand owners;
Good mission defined;
Values will do you good;
More focus on sustainability
Shared values and common behavior;
Story that moves people;
Higher corporate brand value;
Marketing the values to all ‘stakeholders’;

11. Corporate Communications
Expanding role for Corporate
Communications;
More attention on reputation management;
More integrated communications
Reshaping PR and Marketing;
Social Media is a significant element
encouraging integration
(Prweek / Hill and Knowlton Corporate Survey 2010)

12. Business Case for Marketing
Changes in the business landscape
emphasize the importance of
sustainability;
Adoption of sustainable practises will
improve corporate brand value and to
higher revenue growth;
The corporate vision should embrace
the concept of sustainability;

13. Marketing to the post-growth market
Social causes are an opportunity for
growth and differentiation;
Companies start to link their cause to
their products;
A move from philanthropy and cause
marketing into socio-cultural
transformation;

14. Three steps to transformation
1.Identify
social cultural
challenges
2. Select target
groups
3. Offer Trans-
formational
Solution
Identify current and
predict future
challenges
For immediate
impact: select groups
as middle class,
women, elderly
Provide behavior
changing solutions
Challenges may
include wellness,
education, social
injustice
For future impact:
select children and
youth
Aim to more
collaborative, cultural
and creative
transformation

15. Unilever Business Strategy (1)
Focusing resources on brands, categories and
countries with the highest potential;
Strong approach / commitment to Sustainability.
Unparalleled footprint in the developing world helps
fuel growth.
Strong portfolio of foods, home and personal care
brands is trusted by consumers the world over.
Strong governance structures to manage social and
environmental responsibilities.

16. Unilever Business Strategy (2)
€89m invested in community
programmes worldwide in 2009.
Food industry category leader in the
Dow Jones Sustainability World
Indexes for the 12th year running.
€891m spent on R&D worldwide in
2009.

17. Unilever Business Strategy (3)
Supporting Local Businesses & Micro-
enterprise;
Supporting Education & Development;
Initiating projects on sustainable
agriculture;
Contributions to the communities where
Unilever operates.

18. Enterprise Solutions to Scale (1)
(Shell Foundation Strategy)
Scale means different things to different
people;
Delivering cost-efficient solutions that
impact large numbers of beneficiaries in
multiple locations in ways that are
ultimately financially viable and
sustainable;

19. Enterprise Solutions to Scale (2)
Focus on (global) development
challenges on energy, poverty and
environment;
Business-based thinking essential for
solutions that are sustainable and
scaleable;
Linkages to (Shell and) partners;

20. Enterprise Solutions to Scale (3)
Strategic partnerships:
1. EMBARQ, sustainable solutions to urban
problems in developing mega-cities;
2. ENVIROFIT, Reducing indoor air pollution
through the sclae of improved cookstoves;
3. GroFIN, Sustainable job creation through
supporting SME sector development in
Africa;

21. Enterprise Solutions to Scale (4)
Lessons learned:
1. Achieving scale and of impact and
sustainability is associated with newly
created entities (Angel Philanthropy);
2. Creating scaleable and sustainable
enterprises requires building core capacity
(building sectoral pioneers);
3. From subsidy to earned income (market
based approach);

22. Twitter:
The new mobile marketing? (1)
How can you use Twitter for best
effect?;
How do you respond to tweets that ask
questions you don’t want to answer?;
Are other social media more
appropriate for what you want to do;
Why would anyone want to follow your
corporate Twitter profile?

23. Twitter:
The new mobile marketing? (2)
Twitter moves from early adaptor to early
majority group;
The Twitter community will become more
open and perceptive to marketing activities
that deliver value to them;
The biggest opportunity might lie in direct
response;
The company can use direct response to
begin a relationship with the customer;

24. Resource Requirements (1)
Management of your resources a key
factor to success:
1. People;
2. Financial resources
3. Assets;
4. Business Plan

25. Resource Requirements (2)
Today acces to financial and non
financial resources is greater than
ever before and is increasing because
of the internet;
Selecting outside advisors and other
professionals should create added
value through their know-how and
networks;

26. Resource Requirements (3)
www.gmarketing.com : creative marketing tips
to help you outside the competition;
www.score.org : source of free and confidential
small business advice for entrepreneurs;
www.businessfranchisedirectory.com :
searchable database of franchise
information and opportunities;
www.businessplans.org : Business Resource
Software

27. Marketing Communication
Manager (example profile)
The Marketing Communication Manager is the expert for the
Dutch Matchmaking market. The focus lies on lead and
revenue generation as well as brand management via a
variety of on- and offline marketing channels.
Responsibilities will include:
Annual development of a media plan;
Contract negotiations with business partners as well as
agencies to develop and optimize local activities;
Collaboration with the PR agency in developing and
implementing a strategy;
Close collaboration with internal experts of various marketing
departments at headquarters;
Responsibility for the control of the marketing budget;