Inspired Business by Peter Fisk

Slide 2: 1. Seeing things differently Outside in Customer view Energiser pyramids Customer propositions 2. Thinking different things Future back Parallel players Emerging markets Innovative solutions 3. Delivering extraordinary results Radical action Growth drivers Business lifestages Inspirational leadership Peter Fisk. All Rights Reserved, © The Genius Works 2007

Slide 10: Every year We destroy 44 million acres of forest We lose 100 million acres of farmland We create 15 million acres of new desert We use 160 billion tons of water Our population rise towards 9 billion The rich get richer We want more We can’t go on like this g Peter Fisk. All Rights Reserved, © The Genius Works 2007

Slide 18: “Aspirations” p Energisers g “Distinguishers” g “Wants” Wants Enablers “Differentiators” Differentiators “N d ” “Needs” ti l Essentials E “Must D ” “M t Dos” Source: Marketing Genius Energiser pyramid g py Peter Fisk. All Rights Reserved, © The Genius Works 2007

Slide 19: Sales £m Rapid growth from £9.3m 50 to £51.5m in 4 years, as reputation spreads by word of mouth. Investment by Cadbury Schweppes y y pp 40 funds innovation whilst retaining focus. 30 Brand repositioned in 2002 from worthy organic to luxury ,,, intense and dark at a premium price 20 Green & Blacks launched in 1991. Rich, bittersweet, organic chocolate Demand driven by new with niche appeal. luxurious packaging, 10 exotic range extensions, extensions affinity brand partners, broader distribution and targeted sampling. 0 1991 2000 2001 2002 2003 2004 2005 2006 Green & Blacks from good to luxury Peter Fisk. All Rights Reserved, © The Genius Works 2007

Slide 20: Personal value “Value for of benefits Money” to customer Perceived value relative to alternatives Price paid by the consumer Profitability Source: Marketing Genius Perceived value Peter Fisk. All Rights Reserved, © The Genius Works 2007

Slide 21: Customer Proposition Explanations Who? S Identify the target audience you are seeking to engage What? Wh ? C Describe the audience’s context, their issues, needs and wants Why? Q y Select two unique benefits which are compelling and differentiate you A How? Explain how you can offer these benefits better than anyone else, ie the features How much? How much will you charge for this % much more/less th competitors? h /l than tit ? What not? What are the trade-offs for customers ie they could get elsewhere? (for internal use) Customer propositions p p Peter Fisk. All Rights Reserved, © The Genius Works 2007

Slide 29: Bulk water 5 year average growth rate Sports drinks Retail water Ready-to-drink Juice drinks tea r Juices and nectars Ready-to-drink Bubble size reflects estimated coffee global beverage profits Carbonated The Coca-Cola Company Soft-drinks Other brands Industry unit margins ($) Coca-Cola Peter Fisk. All Rights Reserved, © The Genius Works 2007

Slide 30: ategic fit Purified 2. Grow margins water 1. Build capability p y Stra and accelerate 3. Participate selectively Sports Fruit RTD drinks tea drinks RTD Mineral Juices and coffee water nectars Energy drinks Bulk water Powders 4. Approach diff 4 A h differently tl 5. De-emphasise Market attractiveness Coca-Cola Peter Fisk. All Rights Reserved, © The Genius Works 2007

Slide 34: 1. Business model 5. Product performance how the enterprise makes basic features, performance and functionality money 2. Networking 6. Product system enterprise’s structure/ extended system that surrounds an offering value chain 7. 7 Service how you service your customers Finance Process Offering Delivery Business Networking Enabling Core Product Product Service Channel Brand Customer model process process performance system experience 8. Channel how you connect your offerings 3. Enabling process to your customers assembled capabilities 9. Brand how you express your offering’s offering s 4. Core process 4 C benefit to customers proprietary processes that add value 10. Customer experience how you create an overall experience for customers Business innovation Peter Fisk. All Rights Reserved, © The Genius Works 2007

Slide 35: Desperate Video Housewives iPod Motorola Photo Phone (RED) Nano Podcasting 60G Shuffle Mini Legalising Music Iconic iTunes Filesharing Store design White Imitation Ad cables And buzz Graphics G Exclusive U2 iPod Releases Vertigo Brand Success Special Story Edition Apple iMac Steve Jobs Molecular solutions Peter Fisk. All Rights Reserved, © The Genius Works 2007

Slide 44: Strategic Growth Innovative Growth Operational Growth G th Growing through stronger Growing by redefining Growing by transforming differentiation and deeper context and developing markets with disruption customer engagement: new concepts: and breakthrough ideas: • New customers • New concepts • New ventures • New channels pp • New applications g • New categories • New propositions • New markets • New businesses • New products • New partners • New acquisitions • New communication • New processes • New capabilities • New pricing • New structures • New business models Growth platforms Peter Fisk. All Rights Reserved, © The Genius Works 2007

Slide 45: Impact Strategic growth initiatives • Hi h i High impact t • High risk • Slow Operational growth initiatives • Low impact • Low risk • Fast Innovative growth initiatives • Medium impact • Medium risk • Sl Slower Time Growth portfolio Peter Fisk. All Rights Reserved, © The Genius Works 2007

Slide 46: Leadership p Management Inspiring people Providing focus Creating direction Making decisions Encouraging action Delivering results Source: Marketing Genius Inspiring leadership p g p Peter Fisk. All Rights Reserved, © The Genius Works 2007

Slide 48: Create Launch Stabilise Extend Mature Evolve Exit Revenue grows rapidly with new and distinctive proposition in high growth markets Revenue grows rapidly g p y with new and distinctive proposition in high growth markets Revenue grows rapidly with new and distinctive Revenue grows rapidly proposition in high with new and distinctive growth markets Revenue grows rapidly proposition in high with new and distinctive growth markets proposition in high go growth markets a es Revenue grows rapidly with new and distinctive proposition in high growth markets The 7 Lives of Business Peter Fisk. All Rights Reserved, © The Genius Works 2007

Slide 50: • Evaluate best k t t iti market opportunities Priorities • Articulate business purpose and strategy • Develop initial concept for launch • Getting the allenges business set up • Developing an initial business plan Cha • Securing start-up funding if needed • Identifying first Proposition audience to target • Articulating brand and proposition • Developing initial product(s)/service(s) • Expense of start-up Investment and personal time • Cost of R&D and prototyping • Design of brand , website, materials The 7 Lives of Business Peter Fisk. All Rights Reserved, © The Genius Works 2007 Create Enter Stabilise Expand Optimise Extend Evolve • Building awareness • Consolidate and • Enter new markets • Focus on best • Extend growth into • Evaluate options and initial sales sales. grow best customers and categories markets customers markets, new markets for exit and renewal • Delivering on the • New strategy for • Drive innovation • Manage/rationalise • Drive strategic • IPO, trade sale or promise. secondary growth and service delivery product portfolio innovation break up • Maximising impact • Improve process • Find more partners •Fully exploit key • Venturing and new • Or continue to next of brand launch efficiency to extend reach business assets partnerships phase of growth • Marketing on a • Getting beyond • Managing complex, • Dispose of non • Rethink what is the • Evaluate all options limited budget steady revenues diverse activities value creating areas core business independently • Limited resources, • Tension between • Maintain focus on • Simplifying internal • Drive fundamental • Maximise value of everyone hands on founders and staff best opportunities structure, strategies change business assets • Managing cashflow • Retain customers • Consider mergers • Transparent KPIs • Reenergise people • Consider best form closely and best people and acquisitions and management and leaders and timing of exit • Build awareness of • Identify new market • International, multi • Rationalise portfolio • Emerging markets • Innovative brands new brand and product options segmented CVPs of customers and whitespaces and propositions • Use affinity and • New propositions • Portfolio of quality •Rationalise portfolio • Innovation of • Strong customer channel partners for new segments products/services of products business model relationships • Deliver initial • Partner with • Licensing through • Refresh brand and • Customised • Well protected product(s)/service(s) established brands third parties propositions solutions, channels rights and patents • Cost of marketing • Cost of new • Cost of entering • Cost of brand and • Cost of significant • Cost of and sales product development new markets web refresh business change professional advice • Cost of outsourcing • Cost of outsourcing • Recruit more • Cost of databases • Cost of ventures back office back office people to support and analytics and partnerships • Cost of loans to support growth

Slide 52: Create Launch Stabilise Extend Mature Evolve Exit • Virtual and informal • Small team, work • More structured • Structured teams • Clearly managed • Refresh leadership • Governance Leadership founder(s) only together, collectivism and directed and management business units team if jaded ensures right action • Funded by • Maybe some • New managers, • New investors and • Formalise /clarify • Corporate ventures • Fast, positive and founders and grants private seed funding and staff gain equity bank lending governance model to drive innovation collaboratively • Typically 100% • Typically 80-100% • Typically 70-90% • Typically 49-90% • Typically 0-50% • Typically 0-30% • Typically 0% owned owned by founders y owned by founders y owned by founders y owned by founders y owned by founders y owned by founders y by founders y The 7 Lives of Leaders Peter Fisk. All Rights Reserved, © The Genius Works 2007

Slide 58: Here’s to the crazy ones. The misfits. The rebels. misfits rebels The troublemakers. The round pegs in the square holes. The ones who see things differently. They invent. They imagine They heal invent imagine. heal. They're not fond of rules. They explore. They create.They inspire. And they have no respect for the status quo. They push the human race forward. You can praise them disagree with them, them, them Maybe they have to be crazy crazy. quote them, disbelieve them, How else can you stare at an empty canvas glorify or vilify them. and see a work of art? About the only thing you can't do is can t Or sit in silence and hear a song that's never been written? that s ignore them. Or gaze at a red planet and see a laboratory on wheels? Because they change things. While some see them as the crazy ones, we see genius. Because the people who are crazy enough to think they can change the world, are the ones who do. The crazy ones y Peter Fisk. All Rights Reserved, © The Genius Works 2007

Slide 60: Peter Fisk is an experienced strategist and marketer, having spent many years working with the likes of American Express and British Airways, Coca Cola and Marks & Spencer, p y p BT and Cable & Wireless, Microsoft and Philips, O2 and Vodafone. He is author of the new best-selling book Marketing Genius which explores the left and right-brain opportunities for marketing to deliver extraordinary results in today’s complex markets. (www.MarketingGeniusLive.com). H i also th author of B i k t ( M k ti G i Li ) He is l the th f Business G i Genius, an inspirational guide to entrepreneurial growth, to be published on 15 March 2008. Peter is founder of The Genius Works (www.thegeniusworks.com) , which creates and delivers inspirational events, executive development and consulting solutions events solutions. Marketing Genius has sold over 20000 copies since its launch in Spring 2006, and is being translated into 26 different languages. He is now writing two new books – Business Genius on how accelerate more profitable, sustainable growth ; and Green Business on p , g how to achieve commercial success by doing the right thing ethically and environmentally He was previously the CEO of the world's largest marketing organisation, the Chartered Institute of Marketing, Partner at strategic innovation firm The Foundation, Managing Director f Brand Finance, l d the global marketing consulting t Di t of B d Fi led th l b l k ti lti team of PA C f Consulting lti Group, and managed brands and strategy at British Airways. He is an international speaker on all aspects of strategy, marketing and innovation, and continues to advise some the world’s leading brands Business Strategy Review recently world s brands. described him as “one of the most important new business thinkers”. peterfisk@peterfisk.com g www.thegeniusworks.com . Peter Fisk. All Rights Reserved, © The Genius Works 2007

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