overview

 of
this  fluid  world’s  
learning  &  
development  
material  with  a  focus  
on  b4b
learning  &  development  offering
our  work  in  the  area  of  learning  &  development  has  a  commercial  objec=ve

the  focus  is  on  integra=ng  knowledge,  new  techniques,  skills,  confidence  and  energy  into  a  
work  force  with  the  purpose  of  accelera=ng  a  different  way  of  thinking,  and  working,  
ensuring  real  impact  on  an  organisa=on’s  business  and  its  boBom  line

we  offer  different  routes  available  to  an  organisa=on  looking  to  achieve  success  through  its  
people

• u-­‐can  (understanding  capabili=es  ac=on  now)  is  the  right  solu=on  for  an  organisa=on  
looking  to  iden=fy  knowledge  and  skill  gaps  in  their  company,  build  organisa=onal  
capabili=es,  and  facilitate  idea  genera=on  and  ac=on
• strategic  knowledge  &  development  programmes  such  as  m4g  (marke=ng  for  
growth)  and  b4b  (business  4  business)  are  aimed  at  organisa=ons  looking  to  increase  
understanding  of    marke=ng,  communica=ons  or  business  in  a  changing  world
• deep  dives  are  sessions  aimed  at  organisa=ons  who  are  looking  to  quickly  understand  
topical  subjects  affec=ng  their  day  to  day  work
• pulse  is  a  unique  service  that  combines  knowledge  with  consul=ng,  ensuring  that  
decisions,  and  ac=on,  are  taken  from  a  posi=on  of  understanding,  and  are  based  on  
the  right  advice  and  recommenda=ons  

to  ensure  op=mal  results  all  our  programmes,  knowledge  sessions  and  deep  dives  are  
developed,  and  delivered,  by  experts  with  deep  understanding  and  wide  experience  in  
business,  marke=ng  and  communica=ons
business  4  business
business  4  business  (b4b)  is  a  programme  designed  to  assist  organisa=ons  in  
gaining  and  retaining  business,  by  increasing  a  company’s  understanding  of  
business  and  therefore  its  ability  to  affect  its  clients,  or  customers  broader  
objec=ves

topics  covered  are  related  to  how  they  are  connected  to  people,  business,  
marke=ng  and  adver=sing  and  are  illustrated  by  real  life  examples,  case  
studies  and  brand  ac=vi=es

the  founda=on  of  the  programme  is  based  on  business  theory  and  real  life  
experience
what  b4b  covers
• macro  world:  the  session  offers  an  overview  of  the  world  in  which  we  
live,  operate  and  do  business  in.  our  methodology  defines  major  macro  
trends,  breaking  them  down  to  their  impact  on  regions,  companies,  
marke=ng  and  communica=on,  in  addi=on  to  their  affect  on  people

• business  strategy:  the  session  sets  out  to  raise  the  understanding  of  how  
businesses  are  run,  and  the  ramifica=ons  and  implica=ons  involved  in  
strategic  decisions,  in  addi=on  to  giving  tools  and  techniques  for  
successful  strategy  development  and  execu=on  

• organisa9onal  management:  the  session  covers  barriers  to  organisa=onal  

performance,  the  ability  to  innovate  and  change,  the  psychology  of  
change  and  successful  change  management,  in  addi=on  to  giving  advice  
on  how  to  s=tch  innova=on  into  the  fabric  of  an  organisa=on

• marke9ng:  this  session  ensures  an  increased  understanding  of  the  

extended  marke=ng  mix,  (product,  price,  place,  promo=on,  physical  
space,  people  and  processes).  the  emphasis  is  on  the  emerging  challenges  
and  opportuni=es  presented  in  the  context  of  an  ever-­‐changing  world  of  
modern  marke=ng
 a  high  level  
overview  of  b4b  
content  
b4b  session  
one:  the  world  
we  live  and  do  
business  in
PEST  analysis
eight  macro  trends
1. the  recession
2. centres  of  economic  ac2vity  are  shi5ing
3. the  ba9lefield  for  talent  is  shi5ing
4. management  is  going  from  art  to  science
5. public  sector  ac2vi2es  are  ballooning  
6. demand  for  natural  resources  is  growing
7. technology  con2nues  to  transform  the  way  people  live
8. the  role  of  business  under  sharp  scru2ny
eight  macro  trends
1. the  recession
2. centres  of  economic  ac2vity  are  shi5ing
3. the  ba9lefield  for  talent  is  shi5ing
4. management  is  going  from  art  to  science
5. public  sector  ac2vi2es  are  ballooning  
6. demand  for  natural  resources  is  growing
7. technology  con2nues  to  transform  the  way  people  live
8. the  role  of  business  under  sharp  scru2ny
main  driver:  globalisa=on
 between  1969  and  1973  we  went  
from  7,000  to  13,000  mul=na=onals  
!"#$%&'()$ "#$%+!)$

(*$%+!,)$

,($%&-)$
'-$%+!)$

'.$%+,!)$
 3.3m  white  collar  jobs  and  $136b  of  
wages  from  the  US  to  India,  China  and  
Russia  by  2015
the  consumer  landscape  is  
changing  and  expanding  
significantly
more  than  95%  of  the  increase  in  the  world  
popula=on  will  be  accounted  for  by  
developing  countries
by  2015,    more  than  half  of  the  world's  popula=on  will  
be  urban,  with  the  number  of  people  living  in
"mega-­‐ci=es",  ie  those  containing  more  than  10  
million  inhabitants,  doubling  to  more  than  400  million
1b  new  customers  could  enter  the  global  
market  place  in  the  next  decade  
legal  and  illegal  immigrants  make  up  15%  of  
the  popula=on  in  more  than  50  countries
there  are  1.57  billion
Muslim  shoppers  globally

goods  and  services  catering  for  this  

demographic,  conforming  to  the  principles  of  
Islamic  Law,  are  worth  some  £1.3tr  annually
example:  Mills  &  Boon  doubling  
sales  in  India  in  2  years
example:  BMW’s  long-­‐wheelbase        
5-­‐Series  for  China  only
example:  Nestlé  where  Halal  foods  make  
up  16%  of  all  food  sales  worldwide
example:  Danone  targe=ng  shoppers  with  
limited  income  through  drinkable  yoghurt
 example:  Adidas  experimen=ng  with  a  
training  shoe  that  cost  £0.80  which  it  has  
rolled  out  in  Bangladesh
exercise

think  of  a  product,  or  

service,  your  client  should  
create,  or  develop,  to  
cater  for  the  developing  
market
b4b  session  two:  
business  strategy
vision

1. who  are  you?

2. what  do  you  do?
3. why  does  it  maBer?
strategic  process

1. objec=ve  
2. strategy  (3-­‐5)
3. tac=cs  (3-­‐5  for  each)
4. execu=on  (opera=ons)
StockPot  turnaround  
&)*+,-.+( 1!#%!+47( !%,-,1( +B+,"-&$(

3$,#+%1+(:&,"1( • ,&/0+--.+(,&1!(
%$'(#+1&"#,+1( • 2342(5"%63!7(
!&<%#'1(6%#4+( • 4#+%!(1+#.3,+(
#+!%36+#1(

%'*"1!(0+#,+0-&$( • 5"%63!7(1&"0(
!"#$%#&"$'(
&:(=!&,>?&!( • 4&&'(8+%!(%!(2&/+(/+%69(

• 3$,#+%1+(/&#%6+(%$'( • '+@$+(,6+%#(.%6"+1(
)+,&/+(%(.%6"+( ,&66%)&#%-&$( <3!2(1!%A(
'#3.+$( • 0+#:&#/%$,+('#3.+$( • '+@$+(,6+%#(/+!#3,1(
&#4%$31%-&$( &#4%$31%-&$( :&#(+%,2(>+7(+6+/+$!(
• 3$,#+%1+(5"%63!7(+;,3+$,7(
fluid  challenges  the  situa=on  analysis

1. the  world  is  not  sta2c

2. we  no  longer  work  in  industry  silos
3. there  is  more  than  one  value  chain
4. technology  has  changed  the  face  of  compe22on
5. markets  are  developed  and  efficient  
6. too  much  focus  on  compe22on
7. li9le  focus  on  the  possible
exercise
• future  strategy  for  the  Independent  1)  problem  
statement  2)  iden2fy  how  to  differen2ate  in  order  to  
mone2ze

• WHSmith’s  purpose  moving  forward  1)  problem  

statement  2)  iden2fy  a  future  strategy  (ensure  you  can  
answer  who  are  we,  what  do  we  do,  why  does  it  
ma9er?)

• what  should  Sony  do  to  revert  back  to  previous  glory?  
1)  problem  statement  2)  iden2fy  a  strategy  for  Sony  to  
again  become  market  leader  3)  iden2fy  some  tac2cal  
ways  to  get  there
b4b  session  three:  
organisa2onal  behaviour  
and  management
barriers  to  performance,  ability  
to  change  and  innovate
vic=ms  of  success  and  size
 risk  aversion

only  26%  of  the  

companies  in  the  
Fortune  100  in  1980  
were  also  on  the  same  
list  in  2001

in  other  words,  playing  it  

safe  100%  of  the  =me  is  
a  dangerous  business
 Gore  
encourages  
risk-­‐taking  by  
celebra=ng  
failure  with  
Champagne
loss  of  closeness  with  customers
a  recent  survey  by  Bain  &  Company  
found  that  80%  of  companies  believed  
that  their  firm  delivered  superior  service

only  8%  of  their  customers  agreed  

Roger  Penske,  Founder  and  Chairman  of  
Penske  Corpora=on,  spends  twenty  
percent  of  his  =me  ac=vely  calling  
to  avoid  issues  related  to  
size  Gore  splits  large  
business’  into  small  ones
fluid  reasons  why  incumbents,  or  market  
leaders,  rarely  innovate  in  a  radical  way
• what  goes  up  can’t  come  down

• plan  to  implement

• the  search  for  perfec2on

• internal  control  mechanisms

• fear  of  risk

• pressure  on  2me-­‐frame  between  inven2on  to  profitability

• revenue  to  small  compared  to  core  business

• fear  of  cannibalisa2on

fluid  rules  of  innova=on
1. think  like  a  small  company

2. collabora2on,  collabora2on,  collabora2on

3. plan  ‘next-­‐prac2ce’

4. adopt  a  posi2ve  aUtude  to  trial  and  risk

5. enable  idea  genera2on  and  execu2on

6. create  enabling  structures

7. hire  for  innova2on,  including  mavericks

8. be  constantly  curious

9. adopt  a  healthy  paranoia

10. be  brave,  every  day

exercise

1)  choose  the  point  you  think  

your  organisa=on  would  
benefit  the  most  from
2)  what  would  you  propose  to  
ensure  that  your  organisa=on  
adapts  favourably  in  this  area?  
3)    what  would  you  put  in  
place  to  ensure  it  becomes  
part  of  the  fabric  of  the  
organisa=on?
mib  four:  marke2ng  
capitalise  on  
key  changes  in  
the  extended  
marke=ng  
mix
product
price
place  
promo=on
physical  space
people  (service)
process  
product
price
place  
promo=on
physical  space
people  (service)
process  
 pricing  strategy
makes  or  breaks  products

example:  Microsol’s  Kin

increased  expecta=on  of  value

example:  Uniqlo’s  altera=on  service

price  transparency

example:  Phone-­‐Wielding  shoppers  striking  fear  

into  retailers  through  mobile  and  apps
expecta=on  of  free
different  pricing  models

example:  Uniqlo’s  twiBer  campaign

exercise

how  would  you  

recommend  your  
client  makes  money  
if  their  core  product  
ended  up  being  free?
to  view  a  video  of  feedback  from  b4b  at  
Mediacom,  click  below:
marke=ng  4  growth
marke=ng  4  growth  (m4g)  is  a  programme  designed  to  assist  organisa=ons  in  
iden=fying  immediate  ac=onable  solu=ons  that  achieve  real  change  and  
revenue  by  increasing  a  company’s  understanding  of  modern  world  
marke=ng

the  founda=on  of  b4m  is  a  deep  understanding  of  the  marke=ng  and  
communica=ons  world,  and  real  life  experience
 what  m4g  covers
•macro  world:  the  session  offers  an  overview  of  the  world  in  which  we  live,  
operate  and  do  business  in.  our  methodology  defines  major  macro  trends,  
breaking  them  down  to  their  impact  on  regions,  companies,  marke=ng  and  
communica=on,  in  addi=on  to  their  affect  on  people

• branding:  the  session  focuses  on  giving  an  overview  of  branding  in  the  21st  
century,  and  tangible  recommenda=ons  relevant  to  the  par=cipants  and  
their  organisa=on.  major  trends  affec=ng  branding,  and  how  to  capitalise  on  
these,  are  covered  

• segmenta9on  &  measurement:  the  session  covers  the  major  trends  in  
rela=on  to  people  and  technology  and  their  effect  on:  touch  points,  
marke=ng  research,  data  management  ,  digital  measurement,  targe=ng,  
CRM,  privacy  and  iden=ty,  content  and  communica=on  planning

• this  fluid  world’s  eight  absolute  truths  of  engagement:  this  is  an  
aggrega=on  of  all  the  logic,  best  prac=ce  and  learnings  to  ensure  relevant  
understanding,  and  methodology,  for  daily  use  in  achieving  ul=mate  
marke=ng  effec=veness
fluid  key  trends  in  branding

1. brand  democra2sa2on
2. people  consume  differently
3. convergence  of  company,  employees  and  brand
4. lack  of  trust  in  brands  and  adver2sers
5. mass  media  means  many  things
6. the  end  is  only  the  beginning  
fluid’s  absolute  truths  of  engagement
1. transparency
2. ease  of  interac2on
3. relevance
4. ci2zentricity
5. unlock  extreme  value
6. collabora2on
7. flexibility
8. bravery
to  view  a  video  of  feedback  from  m4g  
at  Ogilvy,  click  below:
deep  dives
this  fluid  world  offers  a  series  of  deep  dives  which  are  a  series  of  knowledge  
sessions  aimed  at  organisa=ons  who  are  looking  to  quickly  understand  topical  
subjects  affec=ng  their  day  to  day  work.  the  following  deep  dives  are  available:

• business  building  blocks  -­‐  increase  understanding  of  how  business  works
• customer  experience  -­‐  learn  what  is  required  to  fulfil  digital  expecta=ons
• modern  world  CRM  -­‐  how  to  form  and  nurture  profitable  rela=onships  today
• the  world  of  social  media  -­‐  everything  you  ever  need  to  know  about  social  media
• mobile  in  a  day  -­‐  mobile  in  its  en=rety,  all  in  one  day
• profi=ng  from  innova=on  -­‐  how  to  achieve  innova=on  in  your  business
• innova=ve  technologies  -­‐  the  game  is  changing  in  technology,  stay  in  the  loop
• change  management  -­‐  learn  how  to  manage  change  and  achieve  success
 example  of  deep  dive:
the  world  of  social  media  
  below  is  a  high  level  overview  of  what  is  covered  in  the  world  of  social  media

• overview  of  the  social  world:  key  trends  and  drivers  that  has  lead  to  a  socially  
interac=ve  world,  main  technologies  involved,  viable  revenue  streams  and  
commercial  approaches

• the  role  of  social  media  and  its  affect  on  business:  co-­‐crea=on  and  collabora=on,  
virtualisa=on  of  products,  services,  advocurrency,  and  social  customer  service

• how  organisa=ons  can  use  social  media  to  communicate:  appropriate  language  and  
behaviour  in  social  media,  how  to  ensure  success  of  social  media  campaigns,  how  to  
best  exploit  facebook,  twiBer  and  other  services,  measurement  and  tracking,  
opportuni=es  and  challenges

• the  affect  of  social  media  on  the  crea=on  and  percep=on  of  brands

• how  to  structure  your  organisa=on  for  a  socially  interac=ve  world

• how  to  plan  for  the  future  of  social  media:  future  behaviours  and  usage  of  social  
media  tools,  planorms  and  channels,  emerging  trends  and  technologies  framing  the  
future  landscape
example  of  deep  dive:  mobile  in  a  day  
below  is  a  high  level  overview  of  what  is  covered  in  
mobile  in  a  day
• overview  of  the  mobile  landscape:  concepts  and  technologies  on  
mobile;  what's  hype,  what's  for  real,  what's  a  fad  and  what's  here  to  
stay?

• how  to  achieve  business  objec=ves  through  mobile

• where,  and  how,  does  mobile  fit  in  the  marke=ng  mix
• what  are  the  opportuni=es  with  mobile,  brand  building,  retail,  CRM  
and  customer  experience,  adver=sing  and  marke=ng

• user  expecta=ons  and  psychology  of  best  prac=ce  in  mobile  

engagement

• how  to  mobilise  exis=ng  assets

• how  to  plan  for  the  future  of  mobility:  likely  behaviours  and  usage  of  
mobile  devices  in  public,  what  are  the  emerging  trends  and  
technologies
pulse

pulse  is  a  unique  service  that  combines  knowledge  with  consul=ng,  

ensuring  that  decisions,  and  ac=on,  are  taken  from  a  posi=on  of  
understanding,  and  are  based  on  the  right  advice  and  recommenda=ons  

pulse  follows  a  process  that  takes  informa=on  and  turns  it  into  
knowledge.  the  knowledge  is  subsequently  turned  into  insights  that  are  
delivered  in  a  con=nuous  and  engaging  way.  the  final  step  is  to  facilitate  
understanding  into  ac=on  through  powerful  and  ac=onable  
recommenda=ons  
high  level  pulse  
example  for  FMCG

trend:  due  to  flexible  pricing  gaining  ground  a  main  compe=tor  announce  
that  a  selec=on  of  their  brands  will  have  flexible  pricing  based  on  consumer  
level  of  influence

ques+on  you  should  be  asking  yourself:  how  does  this  impact  marke=ng  of  
fixed  price,  compe==ve  items?  

what  it  means  to  you:  disrup=on  on  price  shils  the  compe==ve  landscape  
even  more  towards  the  rela=onships  that  food  brands  have  with  people

strategic  advice  and  recommenda+on:  establish  cleaner,  more  qualified  

databases.  increase  ac=vity  in  fan-­‐club  ac=va=on  to  inves=gate  ways  of  
interac=ng  more  regularly  with  fans  to  strengthen  links.  create  a  valua=on  
system  of  fans  to  establish  which  ones  are  most  valuable  to  food  brands,  
connect  and  reward  
high  level  pulse  example  for  FMCG

trend:  a  new  technology  development  has  enabled  mass-­‐market  ‘smart  

fridges’  to  auto-­‐populate  shopping  lists  via  internal  computer  chips

ques+on  you  should  be  asking  yourself:  how  can  your  brands  ensure  share  
of  (fridge)  voice?

what  it  means  to  you:  the  ability  to  posi=vely  influence  the  contents  of  a  
fridge  is  even  more  important  if  the  free-­‐will  of  consumers  is  less  func=onal

strategic  advice  and  recommenda+on:    consider  partnerships  with  

manufacturers  of  smart  fridge  technology  and  inves=gate  linkage  between  
chipsets,  stock  control  systems  and  consumer  tools,  enabling  automa=c  
popula=on  of  shopping  lists  and  the  querying  of  stock  levels  in  prepara=on  of  
purchase  
for  more  informa=on  please  contact

info@thisfluidworld.com

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