The Inspired Business by Peter Fisk

A more iinspired
i d
approach to
customers
innovation
and
d growth
th
Peter Fisk, April
p 2008
Peter Fisk. All Rights Reserved,

© The Genius Works 2007
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

The future is not g
guided by
y the p
past
Possibilities
Networks
Limitless
Desire
Virtual
Partners
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 g
go on like this
Einstein and Picasso
Right
brain
Left
brain
Thinking different
Outside in
Customer view
Energiser pyramids
Future back
Parallel players
Emerging markets
Radical action
Growth drivers
Business lifestages

Outside in
Inside out
Outside
Outside in
in + Inside out
Women Luxury
South
Communities Youth
Entertainment
Heritage Gay
Boomers
Green
East Travel
Emerging
g g markets
Customer
broader
view
Business
Business Customer
Business
narrow
narrow
view
view
Customer context
Your M&S
“Aspirations”
p Energisers
g “Distinguishers”
g
“Wants”
Wants Enablers “Differentiators”
Differentiators
“N d ”
“Needs” E
Essentials
ti l “M t Dos”
“Must D ”
Source: Marketing Genius
Energiser
g pyramid
py
Sales £m
Rapid growth from £9.3m

50 to £51.5m in 4 years, as
reputation spreads by
word of mouth. Investment
byy Cadburyy Schweppes
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

Personal value “Value for
of benefits Money”
to customer
Perceived value
relative to
alternatives Price paid
by the
consumer
Profitability
Perceived value
Customer Proposition
Explanations
S
Who?
Identify the target audience
you are seeking to engage
Wh ?
C
What?
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
h more/less
/l th
than competitors?
tit ?
What not?
What are the trade-offs for customers ie
they could get elsewhere? (for internal use)
Customer p
propositions
p
Tate Modern
Geek Squad
q
… jjust call their special
p agents,
g , or come down the p
precinct
Outside in
Customer view
Energiser pyramids
Future back
Parallel players
Emerging markets
Radical action
Growth drivers
Business lifestages

Future back
Now forward
Outside in + Inside out

Future back
Spaceport
p p America
Change
g
Bulk water
5 yearr average growth rate

Sports drinks
Retail water
Ready-to-drink
Juice drinks tea
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
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 A

4. Approach
h diff
differently
tl
5. De-emphasise
Market attractiveness
Coca-Cola
Where next?
Disney
Apple
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 Service
7.
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. C
4 Core process benefit to customers
proprietary processes
that add value
10. Customer experience how
you create an overall
experience for customers
Business innovation
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 G
Graphics
Exclusive U2 iPod
Releases Vertigo Brand
Success
Special Story
Edition
Apple iMac Steve Jobs
Molecular solutions
Jones Soda
Jones Soda “Nobodyy actuallyy needs our s**t”
Hillside
Border crossing
g
Outside in
Customer view
Energiser pyramids
Future back
Parallel players
Emerging markets
Radical action
Growth drivers
Business lifestages

Radical ideas
Practical action
Outside in + Inside out

Radical action
$354.7m
Revenue
$108.8m
$64 4m
$64.4m
$17.0m
$13.5m
$1.2m Profit
2003 2004 2005 2006
Crocs
Segway
g y
Strategic
Growth
Innovative
Growth
Operational
G
Growthth
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
Impact Strategic growth
initiatives
• High
Hi h iimpactt
• High risk
• Slow
Operational growth
initiatives
• Low impact
• Low risk
• Fast
Innovative growth
initiatives
• Medium impact
• Medium risk
• Slower
Sl
Time
Growth portfolio
Leadership
p Management
Inspiring people Providing focus
Creating direction Making decisions
Encouraging action Delivering results
Inspiring
p g leadership
p
Haier
Create Launch Stabilise Extend Mature Evolve Exit
Revenue grows rapidly

with new and distinctive
proposition in high
growth markets
Revenue g grows rapidly

p y
proposition in high
growth markets
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
growth
g o markets
a es

proposition in high
growth markets
The 7 Lives of Business

Google’s
g Brin and Page
g
Create Enter Stabilise Expand Optimise Extend Evolve
• Evaluate best • Building awareness • Consolidate and • Enter new markets • Focus on best • Extend growth into • Evaluate options
market
k t opportunities
t iti and initial sales
sales. grow best customers and categories markets customers
markets, new markets for exit and renewal
Priorities
• Articulate business • Delivering on the • New strategy for • Drive innovation • Manage/rationalise • Drive strategic • IPO, trade sale or
purpose and strategy promise. secondary growth and service delivery product portfolio innovation break up
• Develop initial • Maximising impact • Improve process • Find more partners •Fully exploit key • Venturing and new • Or continue to next
concept for launch of brand launch efficiency to extend reach business assets partnerships phase of growth
• Getting the • Marketing on a • Getting beyond • Managing complex, • Dispose of non • Rethink what is the • Evaluate all options
allenges
business set up limited budget steady revenues diverse activities value creating areas core business independently
• Developing an • Limited resources, • Tension between • Maintain focus on • Simplifying internal • Drive fundamental • Maximise value of
initial business plan everyone hands on founders and staff best opportunities structure, strategies change business assets
Cha
• Securing start-up • Managing cashflow • Retain customers • Consider mergers • Transparent KPIs • Reenergise people • Consider best form
funding if needed closely and best people and acquisitions and management and leaders and timing of exit
• Identifying first • Build awareness of • Identify new market • International, multi • Rationalise portfolio • Emerging markets • Innovative brands
Proposition
audience to target new brand and product options segmented CVPs of customers and whitespaces and propositions
• Articulating brand • Use affinity and • New propositions • Portfolio of quality •Rationalise portfolio • Innovation of • Strong customer
and proposition channel partners for new segments products/services of products business model relationships
• Developing initial • Deliver initial • Partner with • Licensing through • Refresh brand and • Customised • Well protected
product(s)/service(s) product(s)/service(s) established brands third parties propositions solutions, channels rights and patents
• Expense of start-up • Cost of marketing • Cost of new • Cost of entering • Cost of brand and • Cost of significant • Cost of
Investment
and personal time and sales product development new markets web refresh business change professional advice
• Cost of R&D and • Cost of outsourcing • Cost of outsourcing • Recruit more • Cost of databases • Cost of ventures
prototyping back office back office people to support and analytics and partnerships
• Design of brand , • Cost of loans to

website, materials support growth
The 7 Lives of Business

Red Bull’s Dietmar Mateschitz
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 y founders owned by y founders owned by y founders owned by y founders owned byy founders owned by y founders byy founders
The 7 Lives of Leaders

Diesel’s Renzo Rosso
Thinking
Individual Organisational
Doing
The dimensions of business g

genius
Seeing things differently
Thinking
Thinkingdifferent
differentthings
things
A better vision.
Achieving extraordinary results
Here’s to the crazy ones.
The misfits.
misfits The rebels.
rebels
The troublemakers.
The round pegs in the square holes.
The ones who see things differently.
They invent.
invent They imagine
imagine. They heal
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 themthem, disagree with 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

can t do is Or sit in silence and hear a song that's
that s never been written?
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
y ones
A more iinspired
i d
approach to
customers
innovation
and
d growth
th
peterfisk@peterfisk.com
www.theGeniusWorks.com/downloads

Peter Fisk is an experienced strategist and marketer, having spent many years working
p
with the likes of American Express and British Airways,
y Coca Cola and Marks & Spencer,
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.
k t (www.MarketingGeniusLive.com).
( M k ti G i Li ) H
He iis also
l ththe author
th off Business
B i G
Genius,
i 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,
events executive development and consulting solutions
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 p profitable,, sustainable growth
g ; and Green Business on
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
Di t off B
Director Brand
d Fi
Finance, lled
d the
th global
l b l marketing
k ti consulting
lti tteam off PA C
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
world s leading brands
brands. Business Strategy Review recently
described him as “one of the most important new business thinkers”.
peterfisk@peterfisk.com
g
www.thegeniusworks.com
.

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A more iinspired

Peter Fisk. All Rights Reserved,

2. Thinking different things

3. Delivering extraordinary results

Peter Fisk. All Rights Reserved,

2. Thinking different things

3. Delivering extraordinary results

Peter Fisk. All Rights Reserved,

Source: Marketing Genius

Rapid growth from £9.3m

1991 2000 2001 2002 2003 2004 2005 2006

Green & Blacks from good to luxury

Source: Marketing Genius

2. Thinking different things

3. Delivering extraordinary results

Peter Fisk. All Rights Reserved,

Outside in + Inside out

5 yearr average growth rate

Juices and nectars

Industry unit margins ($)

3. Participate selectively Sports

Bulk water Powders 4 A

Finance Process Offering Delivery

2. Thinking different things

3. Delivering extraordinary results

Peter Fisk. All Rights Reserved,

Outside in + Inside out

2003 2004 2005 2006

Growing through stronger Growing by redefining Growing by transforming

• New customers • New concepts • New ventures

Inspiring people Providing focus

Creating direction Making decisions

Encouraging action Delivering results

Source: Marketing Genius

Revenue grows rapidly

Revenue g grows rapidly

Revenue grows rapidly

The 7 Lives of Business

• Design of brand , • Cost of loans to

The 7 Lives of Business

The 7 Lives of Leaders

The dimensions of business g

You can praise themthem, disagree with them,

About the only thing you can't

Because the people who are crazy enough to think

Peter Fisk. All Rights Reserved,

Peter is founder of The Genius Works (www.thegeniusworks.com) , which creates and

He is an international speaker on all aspects of strategy, marketing and innovation, and

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