Marketers, You Should Unlock The Next Decade

Marketers, You should unlock the next decade

As CMOs gain more power in the boardroom — and over technology spend — it will be critical that they understand the factors that drive success. As Jerret West, vice president of Marketing at Netflix, said, “We have to look for ways to combine creativity and technology with an understanding of how the business fits into the overarching customer experience. We have to think and act like CEOs.”

This describes the new world of marketing we live in today. And in this new world, new rules apply. CMOs who get on board will find amazing growth potential. Those that keep repeating strategies from yesterday’s playbooks are bound to fall by the wayside. To avoid going down that path, here are five keys to get started...

More on CMSWIRE

Pricing Sensitivity Drivers From Thomas Nagle

Pricing is a science and it is most of the time not considered as such except by marketing veterans. Below you can find a check-list for assessing sensitivity of pricing changes on customers.

• Reference Price Effect – buyer’s price sensitivity for a given product increases the higher the product’s price relative to perceived alternatives. Perceived alternatives can vary by buyer segment, by occasion, and other factors.

How important is the expenditure (portion of income or monetary terms) for the buyer?

• Perceived Risk Effect – buyers are less sensitive to the price when it is difficult to compare it to potential alternatives.

How difficult is it for buyers to compare the offers of different suppliers?

Can we compare attributes of products by observation or should we purchase and consume to learn what it offers?

Is the product new or innovative?

Is the product highly complex?

Are the prices of different suppliers easily comparable?

• Switching Costs Effect – the higher the product-specific investment a buyer must make to switch suppliers (monetary and non-monetary), the less price sensitive that buyer is when choosing between alternatives.

What would be the cost of changing supplier?

For how long are buyers locked in by those products?

Have customers invested heavily in product related services (like training, customisation, ...) that would have to be repeated if they chose to switch? (example is iphone: you need to change your mp3 library from iTunes to something else or your cover, ...)

• Price-Quality Effect – buyers are less sensitive to price the more that higher prices signal higher quality. Products for which this effect is particularly relevant include: image products, exclusive products, and products with minimal cues for quality.

• Size of Expenditure Effect – buyers are more price sensitive when the expense, accounts for a large percentage of buyers’ available income or budget.

How important is the expenditure (portion of income or monetary terms) for the buyer?

• End-Benefit Effect – the effect refers to the relationship a given purchase has to a larger overall benefit, and is divided into two parts: Derived demand: The more sensitive buyers are to the price of the end benefit, the more sensitive they will be to the prices of those products that contribute to that benefit. Price proportion cost: The price proportion cost refers to the percent of the total cost of the end benefit accounted for by a given component that helps to produce the end benefit (e.g., think CPU and PCs). The smaller the given components share of the total cost of the end benefit, the less sensitive buyers will be to the component's price.

How economically or psychologically important is the end-benefit that buyers seek from the product.

How price sensitive are buyers to the cost of that end-benefit?

What portion of the end-benefit does the price of the product account for?

• Shared-cost Effect – the smaller the portion of the purchase price buyers must pay for themselves, the less price sensitive they will be.

Does the buyer pay the full cost of the product?

• Perceived fairness Effect– buyers are more sensitive to the price of a product when the price is outside the range they perceive as “fair” or “reasonable” given the purchase context.

How does the product's current price compare with prices people have paid in the past for similar products?

Can any price difference be justified based upon a plausible cost difference?

• Price Framing Effect – buyers are more price sensitive when they perceive the price as a loss rather than a forgone gain, and they have greater price sensitivity when the price is paid separately rather than as part of a bundle.

Do customers see the price as something they pay to avoid loss or to achieve gain?

Is the price paid as part of a larger cost or does it stand alone?

Is the price perceived as an out-of-pocket cost or as an opportunity cost?

Extract from The Strategy and Tactics of Pricing, 5th Edition. Thomas Nagle, John Hogan, and Joseph Zale. Chapter 6, Exhibit 6-4, http://en.wikipedia.org/wiki/Pricing_strategies

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Read more on pricing here

Read our article on economic value here

Discover pricing dimension in the Marketing Canvas Method here

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Marketers, Pricing can often be a confusing topic

Marketing Canvas - Job To Be Done

About the Marketing Canvas Method

This article covers dimension 110 — Job To Be Done, part of the Customers meta-category. The Marketing Canvas Method structures marketing strategy across 24 dimensions and 9 strategic archetypes.
Full framework reference at marketingcanvas.net →  ·  Get the book →

In a nutshell

Job To Be Done (dimension 110) captures the ultimate objective that inspires a customer to hire your product or service. Not a description of what your product does. The reason a customer reaches for it in the first place — the progress they are trying to make in their life.

Theodore Levitt put it plainly in 1960: people don't want a quarter-inch drill. They want a quarter-inch hole. But the Marketing Canvas goes further. The hole is still only the surface. The functional job ("hang a picture") sits beneath an emotional job ("feel proud of my home") and a social job ("be seen as someone with good taste"). All three determine which product wins. Scoring only the functional layer produces a dimension score that flatters and misleads.

In the Marketing Canvas, JTBD is the first dimension in the Customers meta-category — the starting point for everything. Before positioning, before features, before pricing: who are your customers and what are they trying to accomplish?

What JTBD actually is

Customers don't buy products. They hire them to make progress.

That reframing has a sharp implication: the real competition for any product is not other products in the same category. It is every solution the customer could hire for the same job. Spotify competes with podcasts, meditation apps, and audiobooks — because all of them compete for the same job: "help me feel less anxious during my commute." Netflix competes with sleep. Understanding the job reveals the competition that a feature-based analysis never finds.

Jobs change slowly. Solutions change constantly.

This is the strategic insight that makes JTBD durable. A customer's functional job ("get from A to B without owning a car") has existed for decades. The solutions that serve it — taxis, rental cars, Uber, Lime scooters — change with technology. Brands that define themselves by the solution become obsolete when the solution changes. Brands that define themselves by the job remain relevant regardless.

Clayton Christensen, who popularised the framework in Competing Against Luck (2016), put it this way: jobs aren't just about function — they have powerful social and emotional dimensions. A brand that only understands the functional layer of its customer's job is working with a partial map.

Clayton Christensen, professor at Harvard Business School talks about the job to be done.

The three layers of every job

The Marketing Canvas structures JTBD across three scored sub-questions — one per layer. All three must be understood to score the dimension honestly:

Functional job — the tangible, measurable task the customer needs to accomplish. "Get my home clean." "File my tax return." "Track my fitness." This is the layer most companies understand reasonably well. It is necessary but not sufficient.

Emotional personal job — how the customer wants to feel as a result of getting the job done. "Feel safe in my own home." "Feel in control of my finances." "Feel like someone who takes care of themselves." This layer is what differentiates brands in mature categories where functional performance has converged. Two cleaning services that perform identically will be separated by which one makes the customer feel more like the person they want to be.

Emotional social job — how the customer wants to be perceived by others as a result of the purchase. "Be seen as a responsible parent." "Be known as someone who makes smart financial decisions." "Be recognised as someone who takes health seriously." This layer drives premium pricing, word-of-mouth, and tribal loyalty. It is the layer most commonly undiscovered because customers rarely articulate it directly — it has to be observed or inferred.

Job To Be Done

JTBD in the Marketing Canvas

The canonical question

What job is the customer hiring your product to do?

JTBD appears in the Vital 8 of three archetypes — in the highest-stakes roles:

• Fatal Brake for A9 (Category Creator): You cannot create a category around a job you haven't named. This is the existential challenge for any company attempting category creation — the job must be defined, named, and taught to the market before any scaling investment makes sense. Green Clean's entire strategic progression hinged on shifting from "eco-cleaning company" (a crowded, undifferentiated category) to "the company that protects your family from indoor toxins" (a job the market hadn't yet named). The 2021 JTBD score of −1 blocked all ALIGN activity until the job was defined. That gate is not a bureaucratic rule — it reflects the reality that you cannot market a job the customer doesn't yet recognise.

• Secondary Brake for A4 (Stagnant Leader): Losing touch with the job is the first sign of strategic drift. Leaders stagnate when their product roadmap continues to answer the job their customers used to have rather than the one they have now. Kodak understood the job of "preserve memories" — but only in the film layer. When the job migrated to digital, Kodak's JTBD score quietly turned negative while revenue held. The revenue metric lagged the strategic failure by years.

• Secondary Brake for A8 (Niche Expert): A niche expert's authority rests on understanding the customer's job at a depth generalists cannot match. When a niche expert begins to drift toward average-customer thinking — serving the mainstream version of the job rather than the specific, nuanced version their segment actually has — the authority erodes. The niche is lost before the revenue line shows it.

Marketing Canvas by Laurent Bouty - Job To Be Done

The red flag test

The Marketing Canvas applies a single diagnostic sentence to determine whether a JTBD score can reach +2 or above:

Can your team complete the sentence "Customers hire us to help them ___" without mentioning a feature?

If the answer requires a feature — "customers hire us to help them use our proprietary cleaning formula" — the job is not yet defined. The feature is the solution. The job is independent of any particular solution. A score of 0 or below is the honest result until the sentence can be completed in customer language: "customers hire us to help them know their family is safe at home."

This test consistently exposes the gap between a company that sells a product and a company that understands its job. The sentence has to be written in customer language, not marketing copy. "Enable sustainable home care solutions" fails the test. "Help me know my children aren't breathing toxins" passes it.

Statements for self-assessment

Rate your agreement on a scale from −3 (completely disagree) to +3 (completely agree). There is no zero — the Marketing Canvas forces a directional position on every dimension.

Marketing Canvas Method CUSTOMERS · 100

Job To Be Done Self-Assessment

Select your level of agreement for each statement. There is no neutral option — the Marketing Canvas forces a directional position on every dimension. The dimension score is the average of the four sub-scores, rounded to the nearest whole number.

Dimension score

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Select one option per statement  ·  Dimensions 111–115  ·  Score revealed after each selection

DIM

Statement

Score

← Brake

Accelerator →

111

01.You have clearly identified the functional unmet goals of your customers and feel confident in addressing them.

Completely disagree Disagree Slightly disagree Slightly agree Agree Completely agree

112

02.You have clearly identified the emotional personal unmet goals of your customers and feel confident in addressing them.

Completely disagree Disagree Slightly disagree Slightly agree Agree Completely agree

113

03.You have clearly identified the emotional social unmet goals of your customers and feel confident in addressing them.

Completely disagree Disagree Slightly disagree Slightly agree Agree Completely agree

115

04.Your Job To Be Done is compatible with the concept of sustainability.

Completely disagree Disagree Slightly disagree Slightly agree Agree Completely agree

Brake verdict · Dim 110

My JTBD is a Brake

No, I have not clearly identified the functional and emotional unmet goals of my customers. My Job To Be Done is not helping me achieve my goals.

◀

Accelerator verdict · Dim 110

My JTBD is an Accelerator

Yes, I have clearly identified the functional and emotional unmet goals of my customers and feel confident addressing them. My Job To Be Done is helping me achieve my goals.

▶

Strength

Per dimension

* Average score was 0 — rounded to −1 per MCM convention. A split score means the dimension is not clearly helping, and "not clearly helping" requires the same investigation as "hurting."

Marketing Canvas Method · marketingcanvas.net

© Laurent Bouty · Marketing Strategy, Programmed

Note on Detailed Track scoring: if averaging sub-question scores produces a mathematical zero, the method rounds to −1. A split score means the dimension is not clearly helping your goal — and "not clearly helping" requires the same investigation as "hurting."

Interpreting your scores

Negative scores (−1 to −3): Your understanding of the customer's job is incomplete, product-defined, or unvalidated by research. The likely result: marketing talks about solutions customers don't recognise as theirs; innovation addresses the wrong problem; competitors who understand the job more deeply will win the customer without a price war.

Positive scores (+1 to +3): You understand what customers are hiring you to do — at all three layers — and that understanding is grounded in research, not assumption. Marketing speaks the customer's language. Product decisions trace back to the job. You can name competitors from completely different categories that serve the same job.

Case study: Green Clean

Green Clean is a fictional eco-friendly residential cleaning service used as the recurring worked example throughout the Marketing Canvas Method.

Score: −2 to −1 (Weak) Green Clean understands the functional job superficially: "get the house clean using eco-friendly products." They have not identified the emotional personal job ("feel confident that my home is genuinely safe, not just superficially tidy") or the emotional social job ("be the kind of parent who makes responsible choices for my family"). Their marketing talks about product ingredients and eco-certifications — solution language, not job language. The team cannot complete the red flag sentence without mentioning a product feature. Customers who share the deeper job don't recognise themselves in Green Clean's messaging. The brand reaches people who already care about eco-cleaning; it doesn't reach the larger group who care about family health and haven't yet connected that job to a cleaning service.

Score: +1 to +2 (Developing) Green Clean has begun to articulate the deeper job: "protect indoor health." The functional layer is clear. The emotional personal layer is partially mapped — customer research has identified that parents are the primary segment and that the dominant emotional driver is "not worrying about what my children are exposed to." The emotional social layer is still assumed rather than researched. Marketing has started shifting from ingredient-led to outcome-led language, but execution is uneven. Some campaigns lead with health; others still lead with eco-credentials. The team can complete the red flag sentence most of the time, though the phrasing varies between team members — a sign the job definition hasn't fully landed internally.

Score: +2 to +3 (Strong) Green Clean's JTBD is precisely defined across all three layers and validated by customer research. Functional: "keep my home free from toxic chemical residues." Emotional personal: "feel confident that the air my children breathe at home is safe." Emotional social: "be a household my neighbours know takes health and environment seriously." The Family Health Report — a monthly transparency dashboard showing toxin load avoided per visit — was designed directly from the emotional personal layer. It addresses the job, not the service feature. Every team member completes the red flag sentence in the same language. Marketing leads with the job. The job definition has been stable for 18 months, even as the product has evolved.

Connected dimensions

JTBD does not operate in isolation. Five dimensions connect most directly:

• 120 — Aspirations: The job feeds the aspiration. If the job is "protect my family's health," the aspiration is "be a parent who makes responsible choices." The aspiration is the identity version of the job — who the customer wants to become as a result of getting it done.

• 130 — Pains & Gains: Pains block the job. Gains accelerate it. A precise JTBD definition is the prerequisite for mapping pains and gains usefully — without it, you're cataloguing frictions without knowing which ones matter.

• 220 — Positioning: Positioning is how you frame the job externally. Green Clean's positioning shift from "eco-friendly cleaning" to "indoor health protection" is a direct translation of the JTBD from internal strategy to external claim. Positioning that doesn't reference the job occupies no mental real estate.

• 310 — Features: Features must solve the job. Every feature that doesn't serve the customer's job is complexity without value. The JTBD definition is the filter that decides which features matter and which are engineering ambition.

• 320 — Emotions: The emotional job defines the target feeling. Emotional benefits in the value proposition are the delivery mechanism for the emotional layer of the job. If you don't know the emotional job, you cannot design the right emotional benefit.

Conclusion

Job To Be Done is the first dimension in the Marketing Canvas for a reason. Everything downstream — positioning, features, pricing, experience, stories — only makes sense if it is oriented toward a job the customer actually has.

The strategic error is not failing to understand JTBD in theory. Most marketers can explain the drill-and-hole metaphor. The error is defining the job in product terms rather than customer terms, validating it with internal assumptions rather than customer research, and stopping at the functional layer without mapping the emotional dimensions that determine which brand wins when products perform comparably.

The test is simple: can your team complete the sentence without mentioning a feature? If they can — in consistent, customer-language — the dimension is working. If they can't, everything built on top of it is built on a assumption.

Sources

1. Theodore Levitt, "Marketing Myopia", Harvard Business Review, 1960 — hbr.org

2. Clayton Christensen, Taddy Hall, Karen Dillon, David S. Duncan, Competing Against Luck, Harper Business, 2016

3. Alan Klement, When Coffee and Kale Compete, 2018 — alanklement.com

4. Tony Ulwick, Jobs to be Done: Theory to Practice, Strategyn Press, 2016 — strategyn.com

5. Marketing Canvas Method, Appendix E — Dimension 110: Job To Be Done, Laurent Bouty, 2026

About this dimension

Dimension 110 — Job To Be Done is part of the Customers meta-category (100) in the Marketing Canvas Method. The Customers meta-category contains four dimensions: Job To Be Done (110), Aspirations (120), Pains & Gains (130), and Engagement (140).

The Marketing Canvas Method is a complete marketing strategy framework built around 6 meta-categories, 24 dimensions, and 9 strategic archetypes. Learn more at marketingcanvas.net or in the book Marketing Strategy, Programmed by Laurent Bouty.

We are entering in a new world, Are you ready?

Some inspirations for helping you to understand that the world of tomorrow will CERTAINLY NOT be like today. At THE BEYONDERS, we believe that the FUTURE IS GOOD but you need to prepare yourself for it.

How To Define Your Commercial Plan for Your Startup with Marketing Canvas?

When you work on your commercial strategy for your startup, you can facilitate this conversation with using the Marketing Canvas (more on the canvas here). Please find below 10 steps you should follow:

KEY QUESTIONS TO BE ASKED

1. What is your goal? Big Idea? Define a question that will clarify your projected future like How can we achieve 1M€ after one year of operation? How can we generate 5% growth next year? How can we differentiate our brand in a digital world where predictive technologies driven by AI will become a standard?

2. What is the problem you are trying to solve? Clarify the job to be done for your customers.

3. Who is our buyer and user? Define your persona.

4. If not you who else? Define the category where you are playing and what are the alternatives for your buyer.

5. How do you want to be remembered? What people will say about you? Your BRAND

6. What is your answer to the problem your buyer has? What is your value proposition? Do you have USP, ESP, Clear Pricing and Proofs?

7. What experience people will have with you? Will it generate sales and engagement? JOURNEY

8. How do you discuss with your buyer? Do you have conversations? Do you listen? Do you have content, stories, influencers? Which media do you use?

9. Does it make any financial sense? What is your Marketing Budget and Revenue?

10. If you don't think it all works, iterate one more time

PROCESS FOR ZERO APPROACH

As a startup, you should define your strategic hypothesis. It is slightly different than an existing business because you are starting from a white page.

Part 1- Target, Positioning

Define your key customer target (JTBD, ASPIRATION, PAINS & GAINS). As you are starting your business, you have no information on ENGAGEMENT.

Define your Brand strategy (PURPOSE and POSITIONING) and explain how you will differentiate your brand versus competitors. Explain what could be the VALUES of this brand and your IDENTITY strategy.

Define your Value Proposition (FEATURES, EMOTIONS and PRICING). Describe core, differentiated and unique features/emotions to support your Brand Strategy, matching your customer target and helping you to achieve your financial objectives. Do you have any PROOFS supporting your value proposition?

Part 2- Go To Market

Define your go to market approach and more specifically: Describe funnel journey (pre and post purchase) for your go to market: MOMENTS, EXPERIENCE, CHANNEL and MAGIC. Don't forget to align this with your brand strategy.

Describe your conversation strategy for your go to market. LISTENING, CONTENT, MEDIA and INFLUENCERS if any.

Part 3 - Metrics

Define your hypothesis in terms of metrics for your business: ACQUISITION (speed of acquisition), ARPU (average spending for each customer on the 12 months), LIFETIME (your churn assumption) and BUDGET (amount of € needed for supporting your strategy).

ASSESS YOUR ZERO APPROACH WITH YOUR TEAMS

Use the canvas and answer to these questions using all dimension while asking the same question:

Will my .... help me to achieve my goal?

RED: Not at all; GREEN: Definitely

Visualise your Commercial Strategy on Marketing Canvas

RED dimension must be reviewed or mitigated because that are not helping you to achieve your goal.

Interested in the Marketing Canvas, you can find more information here. 

Resources

• Startup Failure Rate Statistics To Take In [2020] - https://hustlelife.net/startup-failure-rate-statistics/

• Steve Blank - Startup Tools - https://steveblank.com/tools-and-blogs-for-entrepreneurs/

MosCOW Rules For Setting Marketing Priorities

Bill Hartman proposes the MoSCoW mode for helping Designers to set creative priorities but it works for all new initiatives basically like requirements, new experiences or new products. MoSCoW is a technique for helping to understand priorities. The letters stand for:

1. Must Have
2. Should Have
3. Could Have
4. Won’t Have this time

The reason to use MoSCoW is that the problem with simply saying that requirements are of High, Medium or Low importance is that the definitions of these priorities are missing. Using MoSCoW means that priorities are specific. The specific use of Must, Should, Could or Won’t Have implies the result of failing to deliver that requirement.

Must Have

These provide the Minimum Usable Subset (MUS) of requirements which the project guarantees to deliver. This may be defined using some of the following:

• Cannot deliver on target date without this
• No point in delivering on target date without this; if it were not delivered, there would be no point deploying the solution on the intended date
• Not legal without it
• Unsafe without it
• Cannot deliver the Business Case without it
• Shark bite with mosquito frequency

Ask the question, “what happens if this requirement is not met?” If the answer is “cancel the project – there is no point in implementing a solution that does not meet this requirement” then it is a Must Have requirement. If there is some way round it, even if it is a manual workaround, then it will be a Should Have or a Could Have requirement. Downgrading a requirement to a Should Have or Could Have does not mean it won’t be delivered, simply that delivery is not guaranteed.

Less is more must always be your approach. 

Should Have

• Important but not vital
• May be painful to leave out, but the solution is still viable
• May need some kind of workaround, e.g. management of expectations, some inefficiency, an existing solution, paperwork, etc.

A Should Have may be differentiated from a Could Have by reviewing the degree of pain caused by it not being met, in terms of business value or numbers of people affected.  

Could Have

• Wanted or desirable but less important
• Less impact if left out (compared with a Should Have)  

Won’t Have this time

These are requirements which the project team has agreed it will not deliver. They are recorded in the Prioritised Requirements List where they help clarify the scope of the project and to avoid being reintroduced ‘via the back door’ at a later date. This helps to manage expectations that some requirements will simply not make it into the delivered solution, at least not this time around.

Conclusions

Marketers, if you are not capable to set your priorities, you will probably build what I call a Frankenstein: a mix of everything, most probably ugly and not answering to the core needs of the client/consumer/user.

Inspiration

Strategy & Business, How to spark your next-gen creativity (link)

Agile Business Consortium for description of M, S, C and W (link)

Future of Marketing is Love (by Mark Schaefer)

Future of Marketing Is Love

Interesting article from Mark Schaefer on Marketing and Love.

In a world of Infinite Segmentation where Brand building is out of control, all you need is love. People want to be acknowledged … and loved … more than anything. The vast technological opportunities at our doorstep are the way we can scale love.

The Marketing Canvas could help you navigating in this hyper-empowered consumer world! Don't know the canvas, discover it here.

How to Assess your Marketing Situation With the Marketing Canvas?

One objective of the Marketing Canvas is to facilitate debate and discussion around a clear strategic challenge question. Most of the specialists of the leadership topic agree that one of the key reason why strategy exercise fails is because the decision that has to be made is unclear! When you do the strategic marketing exercise, you need to be crystal clear about which question you are trying to answer.

A second reason why strategy exercise is failing is because there is no alignment neither consensus around the causes and the solutions.

The Marketing Canvas is before everything a framework for facilitating the debate, the co-creation and the alignment of the leadership team. To make it happen, the process for assessing the situation is as follow:

Start with one strategic question or ambition

Start the Marketing Canvas Process with a simple and crystal clear question structured as this:

How …. [Marketing Dimension] is helping us to …. [strategic question or challenge]?

The strategic question or challenge is the trigger for the strategic exercise. Example of strategic question could be:

• Growth our revenue by 5%?
• Become more competitive?
• Launch my startup, my new product or service?
• Increase my market share?
• Improve our ranking in the Meaningful Brand Index?

Having set your Strategic Question, you can systematically discuss each Marketing Dimension with the above question.

Example:

• How our Purpose is helping us to become more competitive?
• How the Job to be done of our customer is helping us to growth our revenue by 5%?
• How our Brand Experience is helping us to increase our Market Share?
• How our Brand identity is helping us to launch our startup?

Discuss with the team and qualify each dimension

For each question, you should assess the situation. Ideally, you have facts and analysis helping you to do this exercise however with a team of internal expert, the consensus and alignment provide usually a rather good qualitative assessment (we should only be careful about not being biased. This could be solved with an external facilitator challenging the obvious).

When asking the question (How …. [Marketing Dimension] is helping us to …. [strategic question or challenge]?), you can have 3 answers:

• RED: This dimension is definitely not helping you. It is a strong negative factor that you will certainly have to tackle in your potential solution. It is a negative factor and might play against your ambition. You will have also to mitigate it.
• GREEN: This dimension is helping you. It is a positive factor and you should leverage it more. This dimension is one of your core asset for this challenge. You should definitely leverage it and it is a key positive factor for your ambition.
• BLACK: You don't know. You have not enough information for answering this question.

Negative factors are referred as Brakes and positive factors are referred as Accelerators.

Visualise the results on the Marketing Canvas

Having answered all questions, you can visualise your results on the Marketing Canvas. The results on the Marketing Canvas will facilitate team debates around correlations, causalities and ideation.

Summary

Assessment methodology with the Marketing Canvas

Interview by Scott King

In this episode, Laurent and Scott talk about overcoming marketing complexities and the risks involved in growth marketing. We touch on influencer marketing, artificial intelligence and questions his students ask him about marketing evolution.

Growth is like chocolate, the more you have. the more you want – Laurent Bouty [ Click to Tweet ]

Questions During Episode

1. What do you consider the biggest challenge for CMOs today?
2. Why is complexity the biggest challenge?
3. How would you advise marketers to grow in the right niche?
4. Why don’t brands use the same strategy as Nike’s “Just Do It”?
5. What is your view on influencer marketing?
6. What do your students ask you about marketing?
7. How do you teach your students to be relevant?
8. What is one of your most successful campaigns?
9. Did you refurbish the family stores with the marketing budget?
10. What are some of the things the marketing team was worried about when refurbishing the stores?
11. Do you have a project that did not go well?
12. What do you read or listen to for inspiration?
13. What do you do in your free time?

Listen to the interview here: https://thescottking.com/podcast/cmo/growth-marketing-risk-laurent-bouty/

Infographic on the Marketing Canvas Process

The tool has been designed for facilitating the discussion when designing your strategy.

High-level process is:

• You start from an ambition/question (like increase revenue by 5%, have more digital transactions, be more meaningful, ...) 
• You discuss using the 28 dimensions asking:
  • What's blocking you to achieve your ambition? (brakes)
  • What's helping you (Accelerator)?
  • You can support this rating using any information, knowledge you have but it works also if you only rely on qualitative information.
• Then you map your answer on the Canvas. Red are brakes; Green are accelerators.
• Then you try to analyse these brakes/accelerators and understands what cause them, what are the correlation.
• Then you start ideating (brain-writing, co-create, ...), find crazy or impossible ideas) on what you could do (magic diamond, do things better, do different things).
• Then you prioritise your ideas.
• If you can you test it.
• Then you have your action plan.

Infographic Marketing Canvas

AI is Changing Marketing

Excellent article from Andrew Stephen on Forbes about Artificial Intelligence and how it is changing Marketing.

4 main highlights (extracted from the article I invite you to read):

1. Marketers have more insights-related tools at their disposal that facilitate true data-driven decision making but AI is needed to help integrate across tools, datasets and platforms.
2. The nature of marketing work is changing, but not necessarily becoming completely technical and focused on data science. Instead, the infusion of AI into marketing work can aid decision making and automation can free up valuable executive time.
3. Consumers are changing due to AI-powered tools and devices being involved in consumer search, choice set construction and purchase decision making, and as this becomes more widespread and feels normal to consumers, AI will start to automate certain consumer decisions.
4. Visionary marketing leaders need to understand AI and how it impacts both marketers and consumers. Moreover, they must think broadly and creatively about the AI-powered future of marketing and take proactive steps to ready themselves and their organizations for the future that they (and their customers) are creating.

AI is changing Marketing

While I fully agree with everything said by Andrew, I believe this acceleration of Marketing smart digitalisation will create somehow a tsunami in Marketing departments and jobs because most of the "classical marketers" are not trained neither skilled for facing the complexity of AI. When AI will be fully in place, then marketers will be able to concentrate on more creative tasks while others will be working on Marketing Technologies.

Are you ready? If yes, what have you done? If not, what do you plan to do?

Full article on Forbes: here

Marketing Canvas 2.1 (New version)

“Hello Everyone, we are now at version 4.0 of the Canvas. You can find the canvas and other resources on laurentbouty.com/marketingcanvas.
Enjoy the reading and don’t forget to share your experiences with the canvas.”

canvas 4.0: click here https://laurentbouty.com/marketing-canvas-structure

Hello,

After having applied the methodology to several companies, we have collected a lot of insights about what's working very well and what could be improved. We realised that the dimensions COSTS and REVENUES might not be specific enough to the marketing/commercial strategy and we could use better terminology. We have decided to

• HUMAN dimension is the most impacted because it wasn't enough customer centric in my point of view. I leveraged more the Value Proposition Canvas as it is a practical and beautiful tool (Job to be done and Pains/Gains) and I added Aspiration because it is key for Meaningful Brands and Engagement in line with NPS approach (Promoters/Detractors).

• Replace COSTS by BUDGET which is what a CMO is really managing for achieving his/her objectives. We are keeping the sub-dimensions (FEES, PEOPLE, KNOWLEDGE, CAPABILITIES).

• Replace REVENUES by CLV (Customer Lifetime Value). By doing so, we are reinforcing the customer centricity of our model and we integrate the cost of acquisition and cost of retention in the financial analysis.

• Replace the word SLA in JOURNEY by Experience as it better reflects what the brand should do.

• Update CONVERSATION by replacing Touchpoint by Media and Fans by Influencers as Fans are more for Customers (Human/engagement)than conversation.

Please find below the updated version of the Canvas (2.1). Hope you are enjoying it and feel free to share your feedback.

Marketing Canvas 2.1

Marketing Budget in the Marketing Canvas

When interviewing a marketer for a job, I usually asked him (or her) what he would do the first day of the job. This simple question is nicely helping you to understand personal and professional skills and behaviours of the person. If the interviewee is not coming quickly with the word budget, I will probably not hire him. Why? because at the end, you should start from your budget and finish with it.

Long story short, you should as a marketing leader be mastering the budgeting exercise. I am saying Mastering on purpose because it has a tremendous impact on your professional daily life! Not easy! Scared! Don't know where to start. This article might help you.

Marketing Budget in Marketing Canvas

Some facts

Marketing expense budget is 7% of revenue in 2017.

In 79% of companies, marketing has a budget for capital expenditures — primarily, for infrastructure and software

Marketers are managing a P&L and generating revenue from digital advertising, digital commerce and sale of data

Some Guidelines

Please find some guidelines that could help you when you are working on your budget:

The budget is your main Tool for managing your activities and your team. Each action of your Marketing Plan is linked with your budget which is linked with the company financial plan. If the link is wrong or worst if there is no link, you have a high risk of not delivering what you should (and it could cost you your job).

The budget is your Story! You will have to explain it, justify it, defend it! Thus be ready to make it solid-proofed and robust! Some questions like where can we cut? why do we need this? will certainly be asked.

The budget is supporting your Strategy. You should keep and magnify what contributes to your objectives and eliminate what is not effective. You might receive a budget based on historical trends (like we always spent 25% of our OPEX on TV, thus we have planned 25% for TV next year). While history is important, future will probably be different, therefore you should challenge each line. As said in the WSJ article:

It’s time to retire the age-old process of building marketing budgets by tweaking last year’s plan up or down a few points. Start with clear objectives, an aggregate affordable investment number and a blank sheet of paper. Challenge your team to create channel-agnostic budget allocations that give you the best chance of hitting goals while challenging assumptions of causation that rely on historical models of customer behavior. Be careful that this process is used for optimizing marketing investment allocation rather than as merely a cost-cutting exercise, which has happened at more than a few corporations.

The total budget is based on Real market assumptions. The simple test is MKT OPEX/REV and compare this ratio with industry and competitive benchmarks. The starting point for this ratio could be 3% but you should really check your case.

The budget is Organised. Why did you put this amount for this campaign and that amount for that one? One way to do that is to create categories of action having each a specific budget and allocate each action under the right category. Have a look below (Some definitions) and you will see that you should organised your budget in Paid, Owned and Earned Media for each action.

The budget is Seasonal. If there is 28 days in the month, it is not the same as 31 days. July is not March!

The budget is Managed. Each spending has to be tracked and compared to your plan. If you underspent, you should decide what you will do with the extra OPEX.

The budget is Communicated. Each corporate culture is different but my advice is to start with aggregate numbers (like total advertising) and not giving all the tiny details at the start. Why? The more you give, the more questions you get!!!

The budget is Finalised. If your target date is September 24 at 8 PM, Deliver it September 24 at 7.59 PM Why? If you deliver it before, most probably you will have to adapt it because you will receive questions ;-). This is assuming that you have fully respected the original guidances and that your budget is respecting all previous points.

AND FINAL RECOMMENDATION: You should SPEND all your budget! unless a budget revision asked you not to do so.

Nice Marketing Budget Infographic from Nuanced Media

source: http://www.wordstream.com/blog/ws/2016/10/26/marketing-budget

Some Questions

Fees - Budget for Media, Content and Discount

• Do you know how much you have to spend on Paid non-digital media (off-line)?

• Do you know how much you have to spend on Paid digital media (on-line)?

• Do you know how much you have to spend on Earned media?

• Do you know how much you have to spend on Content?

• Do you know how much have to spend on Acquisition Costs, Stimulation Costs and Retention Costs (Promotion, Discount on Price, Giveaways) ?

PEOPLE - BUDGET FOR PEOPLE

• Do you know how much employees you need in your team for delivering your revenues objectives (short-term, long-term)?

• Do you know how much you plan to spend for outsourcing your strategic & creative work?

• Do you know how much you plan to spend for outsourcing your product development?

• Do you know how much you plan to spend for outsourcing your operations?

• Do you know how much you plan to spend on rewarding your staff ?

KNOWLEDGE - BUDGET YOU SPEND FOR INCREASING YOUR KNOWLEDGE

• Do you plan to invest in Marketing Training ? How much?

• Do you plan to invest in Marketing Research & Intelligence (User testing, Survey, Focus Group, Reports, Seminars, Competitive analysis)? How much?

• Do you plan to spend on creative exploration (Workshop, ideation lab , Fab lab)? How much?

CAPABILITIES - BUDGET YOU SPEND ON MARKETING TECHNOLOGIES

• How much do you plan to invest in Data and Analytic tools?

• How much do you plan to invest in Customer relationship tools?

• How much do you plan to spend in Commerce & Sales management tools?

• How much do you plan to invest in Content and Experience management tools?

• How much do you plan to invest in Adtech & Social tools?

Some definitions

Paid media

Quite simply, it’s all the advertising you pay for. Basically anything that you’ve paid for in order to drive traffic to your ‘owned media’ properties. The audience for paid media is generally made up of strangers to brand and its services. This includes amongst other things:

• Print ads

• TV ads

• Display ads

• Paid search

• Promoted posts on Facebook

• Sponsored tweets

Owned media

All the cool properties that belong to your brand which you control. It’s down to the strength (quality, persuasiveness, relevance) of these properties to determine whether the strangers driven to your owned media by paid media will become customers. This includes amongst other things::

• Your website

• Mobile site

• Retail stores (online and offline)

• Blogs

• Social media channels

• Apps

• Magazines

• Brochures

The strength of these owned media experiences will also determine whether your customers will then become fans of yours. Fans drive ‘earned media’.

Earned media

It’s the free publicity generated by your fans. You didn’t pay for it, because you earned it… Good work! Either your hilarious online video, your superior ecommerce experience or your constantly engaging Twitter account has been good enough for someone to create a positive piece of content for you or share your original content further. This can include:

• Retweets

• Facebook Likes

• YouTube comments

• Shares

• Revines

• Bloggers writing about your product

• Online reviews

• Word of mouth

• If a video ad that you paid to make is shared by someone on social media this ‘sharing’ is still called earned media.

Unlike paid or owned media, you can’t really control the above examples (no matter how hard you wish to try). It’s in the hands of your ‘fans’. However earned media is how your brand may become wildly popular, so if you trust your own brand and products than you should trust in earned media.

Some readings

• Facts, Gartner, CMO Spend Survey 2016-2017: https://www.gartner.com/smarterwithgartner/gartner-cmo-spend-survey-2016-2017-shows-marketing-budgets-continue-to-climb/

• The CMO Survey, August 2017, https://cmosurvey.org/results/august-2017/

• Forbes, Three Steps To A Solid Marketing Budget, http://www.forbes.com/sites/davelavinsky/2013/06/07/three-steps-to-a-solid-marketing-budget/

• HBR, How CMOs Can Get CFOs on Their Side, https://hbr.org/2013/11/how-cmos-can-get-cfos-on-their-side/

• WSJ, Outside Voices: Marketers Need To Modernize, Not Just Switch Their Agencies, http://blogs.wsj.com/cmo/2015/08/21/outside-voices-marketers-need-to-modernize-not-just-switch-their-agencies/

• Forrester, Defining Earned, Owned And Paid Media, http://blogs.forrester.com/interactive_marketing/2009/12/defining-earned-owned-and-paid-media.html

• Budget-Friendly Ideas to Promote Your Small Business and How to do it (2019 Guide) https://www.customlogocases.com/blog/budget-friendly-business-promotion/

Listening in the Marketing Canvas

Listening is one of the four key dimensions of CONVERSATION in the Marketing Canvas.

Interesting article from Interbrand about listening: Why listening and understanding people is so important

“There’s a missing element that marketers and advertisers aren’t thinking about when it comes to technology: the human element. Achieving true brand and business growth in our ever-evolving digital world will come down to better understanding people. This requires business leaders to adopt a culture that is based on listening to the communities they aspire to reach.
Ryan Holmes, CEO of social publishing tool Hootsuite, made the important point in a recent op-ed that the future of online content and brand engagement is authenticity. Right now is the moment in which brands must decide to establish ongoing and more personal relationships with their customers and fans.
While marketing has always aimed to speak to audiences, the tides are now changing. The Best Global Brands do more listening than talking.
What people have to say about you, themselves, their needs, your industry, and your competitors, offers a deeper look at the customers and brand loyalists we’re looking for. This information provides a qualitative case study into how brands can nurture the necessary relationships with the right people.
Businesses need to utilize this information in more imaginative ways if they intend on growing their customer bases.”

— http://interbrand.com/best-brands/best-global-brands/2017/articles/people-are-talking-technology-is-listening/

Listening in the Marketing Canvas (CONVERSATION)

Marketers, How Technology Enhances Creativity?

Marketers, in a world of Big Data and AI, you will have to rely less on intuition and judgement.

in a virtual world of infinite abundance, only creativity could ever be in short supply

“Technology does not quell creativity, in fact, there’s a great deal of evidence that suggests that technology enhances creativity.  Certainly, we are expected to be more creative in our working lives than a generation ago.  The truth is that by expanding possibilities and automating part of the creative process, we can all be more creative and productive.”

— https://www.forbes.com/sites/gregsatell/2014/01/27/how-technology-enhances-creativity/#762d46393f50

5 actions should be taken:

1. Defining The Creative Process
2. Technology Eradicates Barriers To Creative Excellence
3. Mixing And Remixing
4. Simulating Failure
5. The Rise of the Creative Class

More on Forbes: How Technology Enhances Creativity

Comment l'Intelligence Artificielle investit-elle les Magasins? (E-MARKETING)

Source: E-MARKETING 

Are you ready with AI in your stores?

L'intelligence artificielle (IA) fait les gros titres, et pour cause : 2 017 devrait être l'année de l'adoption "massive" de cette discipline par les entreprises. Pour ne pas rater le virage de cette transformation numérique, les marques devraient pouvoir compter sur Microsoft, positionné "dans une démarche de démocratisation de l'intelligence artificielle et d'intégration dans les processus métiers", affirme Laurence Lafont, directrice de la division Marketing & Operations de Microsoft France, lors d'une conférence de presse organisée par l'entreprise informatique, le 10 janvier.

Dernier exemple en date, annoncé lors de l'édition 2 017 du CES de Las Vegas : l'intégration de Cortana (IA de Microsoft) au sein des voitures Nissan - ainsi, cette IA agit comme un copilote attentionné, capable de proposer un itinéraire bis ou de penser à l'entretien du véhicule, par exemple. Mais, à quelques jours de l'ouverture de la NRF Retail's BIG Show 2017, le 15 janvier, ce sont les bénéfices sur le secteur du retail et de l'expérience client que Microsoft a souhaité démontrer.

Tendance 1 : la reconnaissance faciale

"L'intelligence artificielle offre une expérience multicanal plus personnalisée et personnelle entre la marque et ses clients, explique Laurence Lafont. L'une des illustrations en est la reconnaissance faciale, qui permet, par exemple, de reconnaître un client déjà venu en magasin." La technologie "Realtime Crowd Insights" développée par Microsoft, offre ainsi aux retailers l'opportunité d'effectuer une analyse statistique de la fréquentation de leurs magasins, en temps réel, et sans stocker d'informations, et d'identifier le sexe, la tranche d'âge ou les émotions du client - 7 émotions sont repérables. L'avantage : "Il s'agit d'orienter le bon vendeur vers le client, ainsi que d'adapter son comportement du vendeur à l'état d'esprit du consommateur", fait part Christophe Rit, consultant en transformation et conseiller des directions d'entreprises de Microsoft France.

Microsoft va plus loin et propose avec "Mall kiosk" la recommandation de produits sur la base de la reconnaissance faciale ou vocale des individus et de leurs réactions.

Tendance 2 : les bots

L'intelligence artificielle se branche également sur les messageries instantanées. Microsoft recommande ainsi aux marques "d'utiliser ces agents conversationnelspour faire venir les utilisateurs en magasin". Pour être performant, "il est important que le bot conserve l'historique de la conversation", conseille Christophe Rit, qui rappelle qu'en 2020, "selon le cabinet de conseil en stratégie Frost & Sullivan, l'expérience client sera jugée plus importante que le prix du produit ou le produit en lui-même". Et l'intelligence artificielle est déjà une réalité : aux États-Unis, les commandes prises au drive de McDonald, ne le sont plus par un vendeur... mais, par un robot.

Tendance 3 : les offres en temps réel

Pour proposer une expérience personnalisée, les retailers doivent également s'appuyer sur la data : celle issue des cartes de fidélité (âge, sexe, identité), mais, également, de la catégorie d'achat la plus fréquente, de géolocalisation indoor et outdoor, de transactions, de comportement de l'acheteur... sans oublier les données exogènes, à l'instar de la météo. À partir de celles-ci, les marques ont les moyens de proposer des réductions, comme des coupons numériques. À l'instar du dispositif de vitrine interactive mise en oeuvre par les marques du groupe Beaumanoir, Cache Cache et Bonobo. L'idée : les passants interagissent avec l'écran situé dans la vitrine, à distance de celui-ci, et "habillent" virtuellement par le geste le mannequin de son choix. À la clé, les marques offrent des coupons de réduction à utiliser en boutique.

Tendance 4 : l'empowerment des vendeurs

Grâce à leurs terminaux mobiles, les vendeurs peuvent avoir, en temps réel, des informations sur leurs clients, leurs produits, leurs stocks... ou leurs équipes. Aux États-Unis, la Maison du Chocolat a ainsi transformé la documentation en sa possession (présentation, catalogue de produits...) en une application disponible sur quelques bornes de son magasin new-yorkais. Objectif : initier l'acte de vente avec l'acheteur.

4 Questions for Your Brand in Marketing Canvas

Why you do business is more important than how you do business. 

The Brand describes your Ideology and your Core Purpose. It is also your identity.

4 Questions for your BRAND in the Marketing Canvas

Quatrième révolution industrielle : comment s’imposer ?

Changement de croissance, évolution des attentes, multiplication de la concurrence… Nous sommes au cœur d’une quatrième révolution industrielle qui oblige l’entrepreneur à revoir en profondeur sa copie. Laurent Bouty décrypte pour nous cette nouvelle révolution et les stratégies à adopter pour s’y imposer.

La croissance digitale s’est imposée… Avec elle, de nouvelles équations ont vu le jour. Les résoudre n’est pas tâche facile et c’est aujourd’hui le véritable défi des entreprises.

Après s’être chargé du marketing de grandes entreprises, Laurent Bouty porte plusieurs casquettes. Il est Directeur académique à la Solvay Brussels School of Economics and Management où il dirige un Advanced Master in Creativity & Marketing, il est également partenaire chez Futurelab (cabinet en conseils qui aide les marques à être plus proches de leurs clients), et il est responsable d’une nouvelle agence qui accompagne les entreprises à penser leur futur… Il est donc, vous l’avez compris, particulièrement bien informé sur les nouvelles règles qui régissent notre économie et les méthodes incontournables pour les apprivoiser.

Nouveaux clients et dématérialisation

"La croissance, une fois qu’on y a goûté, on ne peut plus s’en passer ! Au cœur de notre monde capitaliste, on a pris l’habitude que, l’année suivante, on fera toujours mieux que l’année précédente. C’était une quête envisageable lorsque la population augmentait et que l’accessibilité aux produits n’était pas généralisée… Mais aujourd’hui, tous les produits sont accessibles à tout le monde et la population croît moins vite."

Ils veulent l’abondance, mais plus de gaspillage. Ils veulent la vérité, on ne peut plus leur mentir. Ils recherchent la proximité avec le producteur…

À ce constat dressé par Laurent Bouty s’ajoute le fait que les clients ne sont plus les mêmes : "aspirationnels, ils mélangent matérialisme à des aspirations sociales et environnementales… Ils veulent l’abondance, mais plus de gaspillage. Ils veulent la vérité, on ne peut plus leur mentir. Ils recherchent la proximité avec le producteur, l’accès à tout. Et ils veulent que les marques leur fassent du bien, qu’elles limitent leur impact sur l’environnement par exemple." Si elles ne se conforment pas à ces exigences, les entreprises perdent des clients.

"Partout et à tout moment, des grandes marques annoncent leur disparition ou une baisse d’effectifs. Il faut se réinventer…"

Vient s’y greffer une quatrième révolution industrielle : si la transformation de la matière première était le moteur de la croissance du 20e siècle, elle fait place aujourd’hui à la dématérialisation. Cette capacité à passer du physique au non physique révolutionne, entre autres, l’énergie, les transports et les communications. Elle perturbe toute l’activité économique et place sur un piédestal les acteurs proposant un impact neutre sur la planète. "Ainsi, le succès du passé n’est plus une garantie du futur. Partout et à tout moment, des grandes marques annoncent leur disparition ou une baisse d’effectifs. Il faut se réinventer… Nous y sommes forcés !"

Les cinq conseils pour sortir du lot

"Il faut être clair, choisir précisément son modèle et son idéologie, se concentrer sur qui l’on est vraiment."

Un nouveau modèle économique s’impose, les entrepreneurs doivent le comprendre et s’adapter. D’autant qu’il a entraîné, dans pratiquement tous les domaines, une concurrence accrue issue des quatre coins de la planète, ainsi qu’une quasi-disparition de la pénurie. Si les entreprises disposent toujours des mêmes leviers pour interpeller et marquer les esprits (à savoir le prix, l’émotion et la nouveauté), elles sont aussi contraintes à se battre autrement.

Laurent Bouty conseille alors cinq armes qu’il est nécessaire de maîtriser pour sortir du lot :

1. "Être sérieux face à ces changements, ne pas les prendre à la légère, et donc mettre les moyens humains et financiers pour les appréhender.

2. Être clair, choisir précisément son modèle et son idéologie, se concentrer sur qui l’on est vraiment.

3. La générosité paye ! Ce qui ne signifie pas forcément qu’il faut faire des cadeaux matériels aux clients… Leur permettre de gagner du temps et de se sentir utiles sont, par exemple, des présents très appréciés.

4. Prendre en compte l’impact de son activité sur l’environnement au sens large… D’autant plus qu’aujourd’hui, tout se sait.

5. Demain appartient à ceux qui le préparent aujourd’hui !"

Marketing Strategy in Context

If you want to design the marketing strategy for your business, you should first start to analyse where you will play. What does it mean? It means that your product/service will be associated by consumers/buyers with other alternatives they have on the market (maybe no alternative exists which means that you creating a new category also referred as a blue ocean).

The Context of your Marketing strategy is the first element you analysed with the Marketing Canvas Method. It is composed by 3 distinctive elements: Category, Competitors and Trends (questions 1 & 3).

Marketing Canvas Method in 10 questions

The key questions you should ask yourself before you investigate what might be your scenarios for your strategy.

1. Identify the strategy where you would like to play. TESLA could have chosen the category where most of the electrical car offers where made. TESLA decided to enter the Segment F (Luxury saloon / full-size luxury sedan).

2. Key needs. What are the identified needs that customers/buyers are addressing when buying products/services in this category (pains/gains/functional needs).

3. Competitors. If not you, you else? It could be a competitor or a substitute. In the segment F, key competitors of TESLA are: BMW, Mercedes, Jaguar, Lexus, Audi, Porsche….

4. Rules of the category like average price, core features and add-ons, payment scheme/subscription model, buyer power. Price of a Porsche is around 100k€ which is the starting price point where TESLA positioned itself.

5. Category dynamic. What is the state of the category (few buyers/consumers or the market is saturated).

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Marketing Strategy in Context

Examples:

• Tesla has decided to enter the luxury segment where no real electrical car offer did exist (key needs were speed, design, social recognition).

• Dove entered the cosmetic category where many alternatives existed

• Apple entered the portable music device (with iPod) where the current offers where based on features and technologies but latent motives existed (social recognition, design and simplicity).

So before you investigate which options you should follow, you need first to answer these questions because it will set the scene. Then you can start investigating your scenarios using the Marketing Canvas Method.

How to get real insights for your Marketing Strategy?

Richard Thorogood of Colgage-Palmolive describes how new technology is transforming market research, and how firms will need to adapt.

What has been the strategy for Airbnb to understand its customers and adapt to their needs? Chip Conley, Head of Hospitality at Airbnb, explains the process to achieve this

Using a real-world case study featuring one of the most iconic brands in clothing (Timberland), TEC Executive-in-Residence Kurian Tharakan shows how this clothing giant leveraged the motives, needs, wants and desires of their core customer.

Malcolm Gladwell gets inside the food industry's pursuit of the perfect spaghetti sauce -- and makes a larger argument about the nature of choice and happiness.

Insights in the Marketing Canvas