Does marketing fit as just one of the functions inside organization? Or it goes further to business thinking and modelling? This is my first presentation where I try to bring a thought that marketing is more about business modelling, development and business model innovation rather than commonly attributed "advertising", "communication", "brand/marketing managment".

1. rethinking marketing
what is marketing today, and
where will it be tomorrow?
Бауржан Исаев

4. FOCUS: FOCUS:
Help exploit the latest Address unsatisfied
technological customer needs and
developments with build new business
right business model models around them

5. Adizes’ PAEI management roles Hofstede’s cultural dimensions
Ansoff’s product/market grid Just-in-time
The balanced scorecard Kaizen
The BCG matrix Kay’s distinctive capabilities
Belbin’s team roles Kotter’s eight phases of change
Benchmarking Kraljic’s purchasing model
The Berenschot project management model Levers of control
Business process redesign MABA analyis
The capability maturity model The Malcolm Baldrige Award
Change quadrants The marketing mix
The chaos model Maslow
Competing values of organizational effectiveness The 7-S framework
Competitive analysis: Porter’s five forces Mintzberg’s configurations
Compliance typology Mintzberg’s management roles
Core competencies The neurotic organization
Core quadrants Nolan’s IT growth stages
Covey’s seven habits of highly effective people Overhead value analysis
Customer marketing and relationship management Parenting advantage
The Deming cycle The purposive change model
The EFQM model Risk reward analysis
Eisenhower’s effective time management Scenario planning (Shell)
EVA – economic value added Schools of strategy synthesis
Contents The seven forces model
The fifth discipline Sociotechnical organization
Four competencies of the learning organization SWOT analysis
Generic competitive strategies Value-based management
The gods of management The value chain
Greiner’s growth model Value disciplines

6. Adizes’ PAEI management roles Hofstede’s cultural dimensions
Ansoff’s product/market grid Just-in-time
The balanced scorecard Kaizen
The BCG matrix Kay’s distinctive capabilities
Belbin’s team roles Kotter’s eight phases of change
Benchmarking Kraljic’s purchasing model
The Berenschot project management model Levers of control
Business process redesign MABA analyis
The capability maturity model The Malcolm Baldrige Award
Change quadrants The marketing mix
The chaos model Maslow
Competing values of organizational effectiveness The 7-S framework
Competitive analysis: Porter’s five forces Mintzberg’s configurations
Compliance typology Mintzberg’s management roles
Core competencies The neurotic organization
Core quadrants Nolan’s IT growth stages
Covey’s seven habits of highly effective people Overhead value analysis
Customer marketing and relationship management Parenting advantage
The Deming cycle The purposive change model
The EFQM model Risk reward analysis
Eisenhower’s effective time management Scenario planning (Shell)
EVA – economic value added Schools of strategy synthesis
Contents The seven forces model
The fifth discipline Sociotechnical organization
Four competencies of the learning organization SWOT analysis
Generic competitive strategies Value-based management
The gods of management The value chain
Greiner’s growth model Value disciplines

7. Adizes’ PAEI management roles Hofstede’s cultural dimensions
Ansoff’s product/market grid Just-in-time
The balanced scorecard Kaizen
The BCG matrix Kay’s distinctive capabilities
Belbin’s team roles Kotter’s eight phases of change
Benchmarking Kraljic’s purchasing model
The Berenschot project management model Levers of control
Business process redesign MABA analyis
The capability maturity model The Malcolm Baldrige Award
Change quadrants The marketing mix
The chaos model Maslow
Competing values of organizational effectiveness The 7-S framework
Competitive analysis: Porter’s five forces Mintzberg’s configurations
Compliance typology Mintzberg’s management roles
Core competencies The neurotic organization
Core quadrants Nolan’s IT growth stages
Covey’s seven habits of highly effective people Overhead value analysis
Customer marketing and relationship management Parenting advantage
The Deming cycle The purposive change model
The EFQM model Risk reward analysis
Eisenhower’s effective time management Scenario planning (Shell)
EVA – economic value added Schools of strategy synthesis
Contents The seven forces model
The fifth discipline Sociotechnical organization
Four competencies of the learning organization SWOT analysis
Generic competitive strategies Value-based management
The gods of management The value chain
Greiner’s growth model Value disciplines

8. Adizes’ PAEI management roles Hofstede’s cultural dimensions
Ansoff’s product/market grid Just-in-time
The balanced scorecard Kaizen
The BCG matrix Kay’s distinctive capabilities
Belbin’s team roles Kotter’s eight phases of change
Benchmarking Kraljic’s purchasing model
The Berenschot project management model Levers of control
Business process redesign MABA analyis
The capability maturity model The Malcolm Baldrige Award
Change quadrants The marketing mix
The chaos model Maslow
Competing values of organizational effectiveness The 7-S framework
Competitive analysis: Porter’s five forces Mintzberg’s configurations
Compliance typology Mintzberg’s management roles
Core competencies The neurotic organization
Core quadrants Nolan’s IT growth stages
Covey’s seven habits of highly effective people Overhead value analysis
Customer marketing and relationship management Parenting advantage
The Deming cycle The purposive change model
The EFQM model Risk reward analysis
Eisenhower’s effective time management Scenario planning (Shell)
EVA – economic value added Schools of strategy synthesis
Contents The seven forces model
The fifth discipline Sociotechnical organization
Four competencies of the learning organization SWOT analysis
Generic competitive strategies Value-based management
The gods of management The value chain
Greiner’s growth model Value disciplines

9. Adizes’ PAEI management roles Hofstede’s cultural dimensions
Ansoff’s product/market grid Just-in-time
The balanced scorecard Kaizen
The BCG matrix Kay’s distinctive capabilities
Belbin’s team roles Kotter’s eight phases of change
Benchmarking Kraljic’s purchasing model
The Berenschot project management model Levers of control
Business process redesign MABA analyis
The capability maturity model The Malcolm Baldrige Award
Change quadrants The marketing mix
The chaos model Maslow
Competing values of organizational effectiveness The 7-S framework
Competitive analysis: Porter’s five forces Mintzberg’s configurations
Compliance typology Mintzberg’s management roles
Core competencies The neurotic organization
Core quadrants Nolan’s IT growth stages
Covey’s seven habits of highly effective people Overhead value analysis
Customer marketing and relationship management Parenting advantage
The Deming cycle The purposive change model
The EFQM model Risk reward analysis
Eisenhower’s effective time management Scenario planning (Shell)
EVA – economic value added Schools of strategy synthesis
Contents The seven forces model
The fifth discipline Sociotechnical organization
Four competencies of the learning organization SWOT analysis
Generic competitive strategies Value-based management
The gods of management The value chain
Greiner’s growth model Value disciplines

10. Adizes’ PAEI management roles Hofstede’s cultural dimensions
Ansoff’s product/market grid Just-in-time
The balanced scorecard Kaizen
The BCG matrix Kay’s distinctive capabilities
Belbin’s team roles Kotter’s eight phases of change
Benchmarking Kraljic’s purchasing model
The Berenschot project management model Levers of control
Business process redesign MABA analyis
The capability maturity model The Malcolm Baldrige Award
Change quadrants The marketing mix
The chaos model Maslow
Competing values of organizational effectiveness The 7-S framework
Competitive analysis: Porter’s five forces Mintzberg’s configurations
Compliance typology Mintzberg’s management roles
Core competencies The neurotic organization
Core quadrants Nolan’s IT growth stages
Covey’s seven habits of highly effective people Overhead value analysis
Customer marketing and relationship management Parenting advantage
The Deming cycle The purposive change model
The EFQM model Risk reward analysis
Eisenhower’s effective time management Scenario planning (Shell)
EVA – economic value added Schools of strategy synthesis
Contents The seven forces model
The fifth discipline Sociotechnical organization
Four competencies of the learning organization SWOT analysis
Generic competitive strategies Value-based management
The gods of management The value chain
Greiner’s growth model Value disciplines

20. describing a company’s business model
tomorrow’s organization. today.
CUSTOMER CUSTOMER
RELATIONSHIP
OFFER
TARGET
explains the
relationships a
CUSTOMER
VALUE company establishes
with its customers
PROPOSITION
describes the
customers a company
wants to offer value to
gives an overall view of DISTRIBUTION
a company's bundle of CHANNEL
products and services
describes the channels
to communicate and
get in touch with
customers

21. describing a company’s business model
tomorrow’s organization. today.
CUSTOMER CUSTOMER
RELATIONSHIP
OFFER
TARGET
explains the
relationships a
CUSTOMER
VALUE company establishes
with its customers
PROPOSITION
describes the
customers a company
wants to offer value to
gives an overall view of DISTRIBUTION
a company's bundle of CHANNEL
products and services
describes the channels
to communicate and
get in touch with
customers
describes the revenue
FINANCE REVENUE streams through which
STREAMS money is earned

22. describing a company’s business model
tomorrow’s organization. today.
CUSTOMER CUSTOMER
RELATIONSHIP
OFFER
TARGET
explains the
relationships a
CUSTOMER
VALUE company establishes
with its customers
PROPOSITION
describes the
customers a company
wants to offer value to
gives an overall view of DISTRIBUTION
a company's bundle of CHANNEL
products and services
describes the channels
to communicate and
get in touch with
customers
sums up the monetary describes the revenue
consequences to run a
COST FINANCE REVENUE streams through which
business model STRUCTURE STREAMS money is earned

23. describing a company’s business model
tomorrow’s organization. today.
INFRASTRUCTURE PARTNER CUSTOMER CUSTOMER
NETWORK RELATIONSHIP
OFFER
CORE TARGET
portrays the network of explains the
CAPABILITIES cooperative relationships a
CUSTOMER
agreements with other VALUE company establishes
companies with its customers
outlines the capabilities PROPOSITION
describes the
required to run a
customers a company
company's business
wants to offer value to
model DISTRIBUTION
VALUE gives an overall view of
CONFIGURATION a company's bundle of CHANNEL
products and services
describes the channels
describes the to communicate and
arrangement of get in touch with
activities and resources customers
sums up the monetary describes the revenue
consequences to run a
COST FINANCE REVENUE streams through which
business model STRUCTURE STREAMS money is earned

33. 1. Understand Your Current Business Model
• Customer value proposition. The model helps customers perform a specific “job”
that alternative offerings don’t address.
Example: MinuteClinics enable people to visit a doctor’s office without appointments
by making nurse practitioners available to treat minor health issues.

34. 1. Understand Your Current Business Model
• Customer value proposition. The model helps customers perform a specific “job”
that alternative offerings don’t address.
Example: MinuteClinics enable people to visit a doctor’s office without appointments
by making nurse practitioners available to treat minor health issues.
• Profit formula. The model generates value for your company through factors such
as revenue model, cost structure, margins, and inventory turnover.
Example: The Tata Group’s inexpensive car, the Nano, is profitable because the
company has reduced many cost structure elements, accepted lower-than-standard
gross margins, and sold the Nano in large volumes to its target market: first-time car
buyers in emerging markets.

35. 1. Understand Your Current Business Model
• Customer value proposition. The model helps customers perform a specific “job”
that alternative offerings don’t address.
Example: MinuteClinics enable people to visit a doctor’s office without appointments
by making nurse practitioners available to treat minor health issues.
• Profit formula. The model generates value for your company through factors such
as revenue model, cost structure, margins, and inventory turnover.
Example: The Tata Group’s inexpensive car, the Nano, is profitable because the
company has reduced many cost structure elements, accepted lower-than-standard
gross margins, and sold the Nano in large volumes to its target market: first-time car
buyers in emerging markets.
• Key resources and processes. Your company has the
people, technology, products, facilities, equipment, and brand required to deliver
the value proposition to your targeted customers. And it has processes
(training, manufacturing, service) to leverage those resources.
Example: For Tata Motors to fulfill the requirements of the Nano’s profit formula, it
had to reconceive how a car is designed, manufactured, and distributed. It redefined
its supplier strategy, choosing to outsource a remarkable 85% of the Nano’s
components and to use nearly 60% fewer vendors than normal to reduce transaction
costs.

36. 2.
Identify When a New Model May Be Needed

37. We are living in the world where one
business should benchmark vs. a business
with similar business model, rather than
similar company in the same industry