IAB - TEC CSF Estrategia 2015
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Estrategia de marketing Interactive Advertising Bureau Tec de Monterrey Gustavo Ross Quaas [email protected] @gustavo_ross 25 y 26 de septiembre 2015
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Transcript of IAB - TEC CSF Estrategia 2015
Estrategia de marketingInteractive Advertising Bureau Tec de Monterrey
Gustavo Ross Quaas [email protected] @gustavo_ross
25 y 26 de septiembre 2015
Temas1. ¿Qué es estrategia?
2. Alineación estratégica
3. Conceptos básicos
4. Metodología simple
5. Conceptos avanzados
6. Tendencias
1. Estrategia
El Plan Estratégico…
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 RadioOut 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
RSSAd Words
Listening
Viral actions
ActivaMente
Call centers
8
¿Cuál es tu combinación?
9
¿Cuál es tu combinación?
10
¿Cuál es tu combinación?
11
¿Cuál es tu combinación?
2. Alineación estratégica
VISIÓN CORPORATIVA
ESTRATEGIA
NEGOCIO
ESTRATEGIA
MARKETING
TÁCTICAS
MÉTRICAS
IMPLEMENTACIÓN
TRANSACCIÓN
OBJETIVOS
NEGOCIO
3D strategic alignment - ActivaMente
http://www.activamente.com/los-remedios/
Los Remedios: #Pretextos
3. Conceptos básicos
Misión, Visión y Valores
Marketing
Crear productos, servicios y experiencias que satisfagan las necesidades de un mercado con
mayor efectividad.
“La clave del marketing es la diferenciación”.
Philip Kotler
“What helps people, helps business.”
Leo Burnett(1891-1971)
Energía Potencial
Energía Cinética
CONSTRUCCIÓN
EJECUCIÓN
Interactivo Vs. Digital
DIGITAL
INTERACTIVO
ATL Vs BTL
La Famosa “Línea”
Red Social
Robin Dunbar
150
Red de contactos
Comunidad
Red Social ?
Medios Sociales
Medios Sociales
Ver: http://www.merca20.com/crunch-mexico-y-su-lamentable-tweet-gravisimo-problema-de-gestion-de-la-comunicacion/
Marca
MARCA
EXPERIENCIAOPINIÓN
MENSAJE
Awareness
Conocimiento de Marca
Top of Mind
Ejercicio
Posicionamiento
Robado de: http://marketisimo.blogspot.mx/2011/11/marca-posicionamiento-y-branding-son.html
Robado de: https://randaldobbs.wordpress.com/2013/03/17/how-to-write-a-brand-positioning-statement/
4. Metodología Simple
¿Cómo se comporta tu mercado?
5. Conceptos avanzados
Start With Why
72Simon Sinek www.startwithwhy.com
WHY?
HOW?
WHAT?
AM
CASO: FREITAG
73
Consumer Journey
2.1 Plan Estratégico de Comunicación…The Consumer Journey in the Digital Era
Crowdsourcing
Sharing Economy
Amanda PalmerThe art of asking
Marketing Beta
Innovación
AM 104
Innovación ≠ Modernidad
AM 105
Digital ≠ Innovación
AM
Creatividad ☛
106
InventarInnovar
AM
InvenciónInvento o invención (del latín invenire, "encontrar") es un objeto, técnica o proceso que posee características novedosas transformadoras.
107
AM
Innovación vs. invenciónInnovación se refiere al uso de una nueva idea o método, mientras invención se refiere a su creación.
108
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...
AM
Innovación Disruptiva Vs Sostenedora
110
Value Proposition Canvas
Gain CreatorsDescribe 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 & ServicesList 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?
GainsDescribe 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 StrategyzerCopyright Business Model Foundry AG
Produced by: www.stattys.com
5. Tendencias
Integración multicanal y multipantalla
Video
de 70
Evolución de la TV116
TV 2.0Cable /
TV 1.0Over the Air
TV 3.0Online
Estableció la base de Televidentes
Expandió la base de contenidosPublicidad en
TVPago por contenido
Longtailizó al contenidoHíbridos
1940’s 1980’s 2010’s
de 70
En 2016 inicia declive de TV Lineal
2015 último año de crecimiento
2016 decrecerá 1.6%
117
Zenith Optimedia Global Internet Ad Spend To Overtake Traditional TV By 2020
de 70118
Consumo de video en móviles crecerá 44% en 2015
Mobile TV
Es principal canal para video online con el 58% del total en 2017
http://www.zenithoptimedia.com/mobile-drive-19-8-increase-online-video-consumption-2016/
de 70119
3.8 M desde 2010
1.4 M de ellos en 2014
2.8 M de hogares con broadband, sin TV de Paga
Cord-Cutters en EUA:
de 70
65 millones de suscriptores
40+ países
2 millones en MX
Market Cap: $50,000 mdd
120
• Amazon Fire TV, Kindle Fire, Kindle Fire HD, Kindle Fire HDX • Android smartphones and tablets • Android TV devices • Apple TV, iPad, iPhone, iPod Touch[139] • Barnes & Noble Nook Color, Nook Tablet, Nook HD • D-Link Boxee Box[140] (only supports Netflix USA and Canada; not Netflix in other countries) • Google Chromecast can receive a Netflix stream from a supported mobile device or Chrome • Insignia Blu-ray Disc players and home theater systems • LG Electronics: some Blu-ray players, TVs, and home theater systems • Google TV devices • YouView set-top boxes in the UK. • Microsoft Surface RT, Surface Pro, Windows Phone, Xbox 360, Xbox One[141] • Nintendo Wii,[142] Nintendo 3DS[143] and Wii U • Panasonic: some Blu-ray Disc players, televisions and home theater systems • Philips: some Blu-ray disc players and TVs[144] • Roku streaming player[145]
• Samsung: some Blu-ray disc players, home theater systems, smartphones, TVs, and tablets[146] • Seagate FreeAgent Theater+ HD Media Players • Sharp: some LED/LCD TVs and Blu-ray Disc players[147] • Sony Blu-ray Disc players, televisions, PlayStation 3, PlayStation Vita and PlayStation 4[148] • TiVo DVRs (HD, HD XL, Series3, Premiere, Premiere XL and Roamio boxes)[149] • Viewsonic VMP75 • Vizio: some Blu-ray Disc players and TVs • Western Digital WD Live plus Media Player • Yamaha BD-A1020[150]
de 70
Lanzado en 2005
10+ millones de suscriptores
OTT IPTV Lineal
150+ canales
121
PC, iPhone, iPad, Android, Windows Phone 7, Xbox, Samsung SmartTV, LG SmartTV
de 70
Derivado de Justin.tv
Adquirido por Amazon $970 MDD
43 millones de espectadores / mes
4ª mayor fuente de tráfico en EUA
122
de 70
Publicidad Programática en TV123
Targeting Compra Medición Gestión Optimizaci
de 70
AdSmart★ Segmentación por
demográficos, geográficos y otros basados en datos del suscriptor
★ Permite medir audiencias en programas de rating “cero”
124
de 70125
de 70
2020 Convergencia del acceso y transporte
‣ Ubicuidad: Toda la TV en IP ‣ Desaparece OTT, competencia
global ‣ 100% publicidad segmentable y
programática ‣ Brand Casting ‣ De suscriptores a seguidores ‣ Co-watching y social TV ‣ Analíticos de contenido y metadatos ‣ No buscaremos contenidos, nos encontrará
126
1.5b TV hogares
50b dispositivos
TV: $750 Bdd
de 70
Publicidad en video en México…127
Inversión en agencias de comunicación
Fuente: IAB México 2015
Implantes y biónica
Hacedores
Vida sintética y reprogamación
genética
Impresión de órganos
Singularidad
Singularidad
INTELIGENCIA COLECTIVAY BIG DATA
Social TV Ratings
Quiénes dicen qué, cuándo, sobre quién, y en qué contexto, en qué programa?
“El futuro está aquí, pero está mal distribuido.”
William Gibson
