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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
- Veröffentlichungsjahr: 2023
An eye-opening discussion of the future of marketing, from four of the leading minds in the field
In Entrepreneurial Marketing: Beyond Professional Marketing, a renowned team of marketing leaders, including the “Father of Modern Marketing,” Professor Philip Kotler, delivers a groundbreaking and incisive redefinition of entrepreneurial marketing. In the book, some of the marketing sector’s brightest minds explore the increasingly essential initiative to build new capabilities beyond the mainstream marketing approach that also consider the effect of digital connectivity on consumers and companies everywhere. This book also discusses what marketers need to do to break the stagnation of normative marketing approaches that are often no longer effective in dealing with dynamic business environments.
The authors introduce a fresh entrepreneurial marketing approach, converging dichotomies into a coherent form. The book also includes:
- A post-entrepreneurial-marketing view of the commercial landscape which puts the operational aspect at the center of the action, converging marketing and finance, and adopting technology for humanity
- Discussions of the strategies and techniques that will drive the actions of the marketing departments to create value with values that will lead the company to success through the year 2030
- Explorations of the paradox between the development of core competencies and collaboration with various parties, including competitors
The latest publication from some of the foremost minds in marketing—and in business, generally—Entrepreneurial Marketing: Beyond Professional Marketing is a must-read combination of unique insight, concrete advice, and implementable strategies that introduce a new mindset for every professional marketer, entrepreneur, and business leaders worldwide.
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Table of Contents
Cover
PRAISE FOR ENTREPRENEURIAL MARKETING
Title Page
Copyright
Dedication
Foreword
Prologue: Marketing in the Post‐Normal Era
Notes
Acknowledgments
CHAPTER 1: The Omnihouse Model: A Holistic Perspective of Entrepreneurial Marketing
Overcoming Marketing Blind Spots
Note
CHAPTER 2: From Professional to Entrepreneurial Marketing: The Core Elements of the Omnihouse Model
Understanding Professional Marketing
Advantages and Disadvantages of Professional Marketing
The Entrepreneurial Approach
The Entrepreneurship Model for Marketing
Comparing Professional and Entrepreneurial Marketing
Key Takeaways
Notes
CHAPTER 3: Rethinking Competition: Collaborating for Sustainability
What's Shifting Our Marketing World
Change Is in the Air
Competing amid the Drivers
The Future of Competition
Balancing Competition and Collaboration
Greater Challenges, Stronger Collaboration
Key Takeaways
Notes
CHAPTER 4: Navigating Customers: Progressive Approach for Stronger Market Position
The Connected Customers
Customer Management Toward 2030
Navigating Customers
The Choice: Conservative or Progressive
Key Takeaways
Notes
CHAPTER 5: Unifying Capabilities: Converging Mindsets Within an Organization
Creativity and Innovation Mindset
Entrepreneurship and Leadership Mindset
Productivity and Improvement Mindset
Professionalism and Management Mindset
Key Takeaways
Notes
CHAPTER 6: Integrating Functions: Converging Departments Within an Organization
Connecting Marketing and Finance
Coupling Technology and Humanity
The Importance of Unification
Reasons to Unify
Phases Toward Sustainability
Key Takeaways
Notes
CHAPTER 7: Converging Creativity and Productivity: From Idea Generation to Capital Optimization
The Problem with Creativity
The Problem with Productivity
Attracting Customers and Investors
Key Takeaways
Notes
CHAPTER 8: Creativity and the Balance Sheet: Securing Funding for Imaginative Capabilities
Lender Perspective
Investor Perspective
The Essence of Creativity
Measuring the Productivity of Creativity
Creativity for Productive Capital
Key Takeaways
Notes
CHAPTER 9: Converging Innovation and Improvement: Solution‐Centric Approach for Higher Profit Margin
The 4C Analysis
Conservative Versus Radical
Innovative Solutions for Improved Margins
Ways to Innovate
The Three Strategic Suitabilities
Incremental Versus Drastic Change of Profit Margin
Reciprocal Relationship of Innovation and Profitability
Key Takeaways
Notes
CHAPTER 10: Converging Leadership and Management: Maintaining Values and Increasing Market Value
Leadership and Entrepreneurial Marketing
Leadership and Entrepreneurship
Leadership and Marketing
Leadership and Management
Leadership and Market Value
Key Takeaways
Notes
CHAPTER 11: Finding and Seizing Opportunities: From Business Outlook to Marketing Architecture
From Outlook to Choices
Translating Choice into Marketing Architecture
The Positioning‐Differentiation‐Brand Triangle
Key Takeaways
Notes
CHAPTER 12: Building Omni Capabilities: From Preparation to Execution
Preparation and Execution
Developing the Omni Talent
Building Creative Capability
Building Innovation Capability
Building Entrepreneurial Capability
Building Leadership Capability
Building Productivity Capability
Building Improvement Capability
Building Professionalism Capability
Building Managerial Capability
In Practice
Key Takeaways
Notes
CHAPTER 13: Securing Future Trajectory: From Balance Sheet to Market Value
Cash Is Still King
Past, Present, and Future
The Balance Sheet and Income Statement Loop
Financial Ratios: The Counterclockwise Approach
Understanding Cash Flow and Market Value
Anticipating Investors
Cash Flow and Market Value Loop
Key Takeaways
Notes
CHAPTER 14: Uniting Marketing and Finance: From Separation to Integration
Historically Important but Separate Pillars
Efficiency, Effectiveness, and Productivity Revisited
Standard Financial Statements Are Not Enough
Stages of Unification
The Finance–Marketing Loop
Key Takeaways
Notes
CHAPTER 15: Technology for Humanity: High Tech, Higher Touch1
The New Level of Touch
Implications of Tech‐Driven Marketing
Customer Management
Product Management
Brand Management
Key Takeaways
Notes
CHAPTER 16: Technology and Stakeholders: Leveraging Tools to Increase Value
Technology for People
Technology for Customers
Technology for Society
The Impact on a Company
Key Takeaways
Notes
CHAPTER 17: The Post‐Operational Excellence: Balancing Rigidity and Flexibility
Rigidity Is Natural
The Value Chain Is Not Dead
Continual Adjustment of Value Chain
The Supply Chain Is Even More Relevant
Integration and Strategic Flexibility
Integration, Bargaining Position, and QCD
Insufficiency of Linear Relationship
The Business Ecosystem Is the Ultimate Domain
Advantages of a Business Ecosystem
Operations at the Center Stage
New Character of Operational Excellence
Stretching the QCD
Managing Rigidity and Flexibility
Key Takeaways
Notes
Epilogue: Visioning the Next Curve
What Are We Facing Now?
What Lies Ahead Does Matter
The Next Curve
Policies on Resources, Capabilities, and Competencies
Notes
Appendix: Punokawan and Pandava: The Indonesian Mythic Symbols of CI‐EL and PI‐PM in the Omnihouse Model
Punokawan as the Symbol of CI‐EL
Pandava as the Symbol of PI‐PM
Notes
About the Authors
Index
End User License Agreement
List of Tables
Chapter 3
TABLE 3.1 Advantages and Disadvantages of Competition and Collaboration
Chapter 4
TABLE 4.1 Summary of Conservative and Progressive Company Characteristics
Chapter 8
TABLE 8.1 The Value of Coefficient t1
TABLE 8.2 The Value of Coefficient t2
Chapter 9
TABLE 9.1 First Group (Tech‐Based Companies) with Revenue Under US$200 Billi...
TABLE 9.2 First Group (Tech‐Companies) with Revenue over US$200 Billion20...
TABLE 9.3 Second Group (Automotive)21
TABLE 9.4 Third Group (Various Industries)22
Chapter 10
TABLE 10.1 Price‐to‐Earnings Ratio (P/E Ratio) and Price‐to‐Book Ratio (P/B...
Chapter 12
TABLE 12.1 Summary of CI‐EL Capability Building
TABLE 12.2 Summary of PI‐PM Capability Building
Chapter 13
TABLE 13.1 The Impact of Discount on Unit Sales Increase to Maintain Same Gr...
TABLE 13.2 Summary: Preparation to Anticipate Investors
Chapter 14
TABLE 14.1 Marketing‐Specific Nonfinancial Metrics
TABLE 14.2 Marketing‐Specific Financial‐Related Metrics
TABLE 14.3 Examples of Financial Activities on Customer, Product, and Brand...
Epilogue
TABLE E.1 Global Economic Growth (%)8
TABLE E.2 Company's Performance and Options for the Next Steps
List of Illustrations
Chapter 1
FIGURE 1.1 The omnihouse model
FIGURE 1.2 Marketing versus market.
Chapter 2
FIGURE 2.1 Entrepreneurship model for marketing
FIGURE 2.2 The shifts: More professional, more entrepreneurial
Chapter 3
FIGURE 3.1 The “dynamics” section of the omnihouse model
FIGURE 3.2 The 4C diamond model
FIGURE 3.3 Challenges versus sources of advantages
Chapter 4
FIGURE 4.1 Customer element in the “dynamics” section and 4C diamond model
FIGURE 4.2 Conservative–progressive firmographic continuum
Chapter 5
FIGURE 5.1 Dichotomous elements in the omnihouse model
Chapter 6
FIGURE 6.1 Dichotomous functions in the omnihouse model
FIGURE 6.2 Marketing and finance dichotomy in the omnihouse model
FIGURE 6.3 Technology and humanity dichotomy in the omnihouse model
FIGURE 6.4 Summary of start‐up stages and its potential problems
FIGURE 6.5 Company phases toward sustainability
Chapter 7
FIGURE 7.1 Creativity and productivity elements in the omnihouse model
FIGURE 7.2 Several critical considerations from problem to solution
FIGURE 7.3 From input to impact13
Chapter 8
FIGURE 8.1 Lender and investor perspectives
FIGURE 8.2 Divergent and convergent approach in the creative process
FIGURE 8.3 People, creative ideas, and realization of creative ideas
FIGURE 8.4 The value of coefficient t1 in a timeline
FIGURE 8.5 The value of coefficient t2 in a timeline
FIGURE 8.6 Ranges of investments in creativity
Chapter 9
FIGURE 9.1 Innovation and improvement elements in the omnihouse model
FIGURE 9.2 Customer, competitor, and company analysis
FIGURE 9.3 The 4C model for a market‐driven company
FIGURE 9.4 The 4C model for a market‐driving company
FIGURE 9.5 Impact of strategic suitability on profit and loss
FIGURE 9.6 Incremental versus drastic change of profit margin
FIGURE 9.7 Revenue, R&D expenditures, and R&D intensity18
Chapter 10
FIGURE 10.1 Leadership and management in the omnihouse model
FIGURE 10.2 Values and the PDB triangle
FIGURE 10.3 Leadership and management: From values to market value
Chapter 11
FIGURE 11.1 The dynamics and competitiveness elements in the omnihouse model...
FIGURE 11.2 External and internal sections of the 4C model
FIGURE 11.3 From TOWS analysis to choices
FIGURE 11.4 Simple VRIO analysis of IKEA
FIGURE 11.5 From outlook to marketing architecture
FIGURE 11.6 The PDB triangle
Chapter 12
FIGURE 12.1 Horizontal relationship of CI‐EL and PI‐PM elements
FIGURE 12.2 Framework of preparation and execution
FIGURE 12.3 Summary of the preparation section
FIGURE 12.4 Summary of the execution section
Chapter 13
FIGURE 13.1 The financial components of the omnihouse model
FIGURE 13.2 The formula of assets
FIGURE 13.3 The balance sheet and income statement loop
8
FIGURE 13.4 Components to calculate return on sales and net profit margin
FIGURE 13.5 Various types of risks that affect profitability
13
FIGURE 13.6 Components to calculate asset turnover
FIGURE 13.7 Return on assets as a measure of productivity
FIGURE 13.8 Components to calculate equity multiplier ratio
FIGURE 13.9 The components of return on equity
FIGURE 13.10 How to calculate return on equity
FIGURE 13.11 General stages of corporate valuation
FIGURE 13.12 Simple illustration of cash flow and market value virtuous cycl...
Chapter 14
FIGURE 14.1 Marketing and finance elements in the omnihouse model
FIGURE 14.2 Productivity matrix
FIGURE 14.3 From separation to integration of the marketing and finance depa...
FIGURE 14.4 Simplification of finance–marketing loop
Chapter 15
FIGURE 15.1 Technology and humanity elements in the omnihouse model
FIGURE 15.2 The phygital lifestyle
33
FIGURE 15.3 Implications of technology‐based marketing on marketing manageme...
Chapter 16
FIGURE 16.1 Technology for humanity model
FIGURE 16.2 The CPS cycle
Chapter 17
FIGURE 17.1 Operations element in the omnihouse model
FIGURE 17.2 The impact of integration and bargaining position on QCD
FIGURE 17.3 The linear relationship between a companyʼs value chain and supp...
FIGURE 17.4 Business ecosystem
17
FIGURE 17.5 The flexibility frontier
FIGURE 17.6 Stretching the limit of QCD
Epilogue
FIGURE E.1 The next curve 2022–2030
Appendix
FIGURE A.1 The Punokawan
FIGURE A.2 The Pandava
Guide
Cover
Table of Contents
PRAISE FOR ENTREPRENEURIAL MARKETING
Title Page
Copyright
Dedication
Foreword
Prologue
Acknowledgments
Begin Reading
Epilogue
Appendix: Punokawan and Pandava
About the Authors
Index
End User License Agreement
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PRAISE FOR ENTREPRENEURIAL MARKETING
“Kotler and colleagues are at it again. There are no parts of marketing that Phil and his collaborators have not had their imprint. This book takes us from the previously established omnichannel literature on how we go to marketing through a multiplicity of interrelated channels to an inner perspective on the need in 2023 to redesign the organization on how we work in an omnihouse model. They outline how the interconnectedness of every part of the organization is essential with all the changes in the world and how we operate today. They define the new structure for today's firm to survive and thrive. Bravo!!!”
—David J. Reibstein
Professor of Marketing
The Wharton School, University of Pennsylvania
“Marketing people often get caught up merely in tactical matters. This book provides a holistic perspective so that business people, especially marketers, can understand things more strategically in providing solutions for customers and other stakeholders while maintaining satisfactory profit margins and being concerned about the company's market value.”
—Hermann Simon
Founder and Honorary Chairman
Simon‐Kucher & Partners
“I love the fundamental idea of having an entrepreneurial mindset and tools to augment the existing professional competence rather than replace it. This book shows how an entrepreneurial mindset, with its creativity, agility, and ‘can‐do' attitude, needs to augment the professional competence of the modern firm faced with dynamic marketing places.”
―David Aaker
Professor Emeritus
University of California, Berkeley's Haas School of Business
“Marketing Entrepreneurship is an expertly‐conceived book that puts front and center the role of marketing in the success of new enterprises. It is a “must‐read” for entrepreneurs, new and seasoned alike.”
―Stanley F. Stasch
Professor Emeritus
Loyola University Chicago
“The horizons of marketing science are continuously expanding. Entrepreneurial marketing is also developing, more strongly intertwined with many aspects, and showing a progressively crucial role in business performance. I am happy that this book can simplify those complexities and take us to the new frontier of entrepreneurial marketing.”
—Marc Oliver Opresnik
Chief Research Officer Kotler Impact and
Distinguished Professor of Marketing and Management
Technical University of Lübeck
PHILIP KOTLER
HERMAWAN KARTAJAYA
HOOI DEN HUAN
JACKY MUSSRY
ENTREPRENEURIAL MARKETING
BEYOND PROFESSIONALISM TO CREATIVITY, LEADERSHIP, AND SUSTAINABILITY
Copyright © 2023 by John Wiley & Sons, Inc. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per‐copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750‐8400, fax (978) 750‐4470, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748‐6011, fax (201) 748‐6008, or online at http://www.wiley.com/go/permission.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Further, readers should be aware that websites listed in this work may have changed or disappeared between when this work was written and when it is read. Neither the publisher nor authors shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.
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Library of Congress Cataloging‐in‐Publication Data:
Names: Kotler, Philip, author. | Kartajaya, Hermawan, 1947– author. | Hooi, Den Huan, author. | Mussry, Jacky, author.
Title: Entrepreneurial marketing : beyond professionalism to creativity, leadership, and sustainability / Philip Kotler, Hermawan Kartajaya, Hooi Den Huan, Jacky Mussry.
Description: First edition. | Hoboken, NJ : Wiley, [2023] | Includes index.
Identifiers: LCCN 2022054469 (print) | LCCN 2022054470 (ebook) | ISBN 9781119835202 (hardback) | ISBN 9781119835448 (adobe pdf) | ISBN 9781119835431 (epub)
Subjects: LCSH: Marketing—Management. | Organizational change. | Decision making. | Strategic planning. | Creative ability in business.
Classification: LCC HF5415.13 .K635 2023 (print) | LCC HF5415.13 (ebook) | DDC 658.8—dc23/eng/20221110
LC record available at https://lccn.loc.gov/2022054469
LC ebook record available at https://lccn.loc.gov/2022054470
Cover Design: Paul McCarthy
Author Photos: Courtesy of the Authors
“To my nine granddaughters and grandsons: Jordan, Jamie, Ellie, Abbie, Olivia, Sam, Saffire, Shaina, and Dante.”
—Philip Kotler
“To Joko Widodo, the president of the Republic of Indonesia (2014–2024), who leads the G20 Indonesia Presidency (2022) and ASEAN Chairmanship (2023), which will bring Indonesian wisdom to world humanity. I am very proud of you.”
—Hermawan Kartajaya
“To my wonderful parents, wife, daughters, and sisters.”
—Hooi Den Huan
“To my family who always believed in me, teachers, and those who passed away too soon due to COVID‐19.”
—Jacky Mussry
Foreword
This book is a timely gift to the next generation of marketers. Entrepreneurial Marketing could be the playbook for what Henry David Thoreau described as “a conscientious corporation … a corporation with a conscience for humanity.”
The book lays out pragmatic and proven frameworks for 21st‐century marketers to create a collaborative and sustainable civilization. Its intellectual rigor is impeccable.
I recommend you keep Entrepreneurial Marketing within arm's reach (as a sequel to Kotler's renowned Marketing Management, now in its 16th edition!). Entrepreneurial Marketing is a must‐read for CEOs, CFOs, CIOs, and other senior staff people. It does an excellent job with accounting and financial analytical tools. It does an insightful job in looking at future developments in marketing and how to remain flexible and alert for the inherent managerial tensions inside any firm.
—Russ Klein, former ad agency executive, Leo Burnett; Foote, Cone & Belding; former CMO of Inspire Brands (Arby's, 7‐Eleven, Dr Pepper/7UP, Church's Chicken); former global president Burger King
Former CEO American Marketing Association
Prologue: Marketing in the Post‐Normal Era
So much has changed in the last years, from technological advances that revolutionize the way we communicate to globe‐shaking events like COVID‐19. Although much uncertainty surrounds these shifts, one factor remains clear. Business will never be the same.
And that includes marketing. In the past, a traditional or procedural approach to marketing might have produced reliable results, time and again. In this book, we'll refer to this setup as professional marketing. It is often associated with concepts such as segmentation, targeting, positioning, and product and brand management. The slow‐moving, one‐step‐at‐a‐time methodology may have been a great fit for a less connected era.
That's no longer the case. Today's fast‐paced, shifting world calls for a marketing strategy that can fit in everywhere—and be agile enough to move when needed. An entrepreneurial approach may be the ticket for organizations to be interconnected, flexible, and results‐driven.
Although the concept of entrepreneurial marketing isn't necessarily new, a more expanded version is essential. Its original definition referred to a combination of marketing and entrepreneurship elements. However, due to recent developments around the world, this approach must encompass a broader scope, a holistic perspective, if you will. One that integrates all the other departments of a company. One that doesn't remain in a silo, as marketing (and other functions) has often done in the past. It also converges an entrepreneurial mindset and a professional mindset.
This new genre of entrepreneurial marketing takes the center stage as we consider how our world has been disrupted by the pandemic. It remains important as we evaluate the technologies currently available that can connect us. When we look ahead to the coming years, we see approaching finish lines for initiatives like the Sustainability Development Goals. The United Nations adopted these in 2015 as a framework to end poverty and protect the planet. Their time line aims to achieve these goals by 2030.
In some ways, the foundation has been laid for this new version of entrepreneurial marketing. Think of online technology, for instance. Customers can easily search for what they want, get to know companies, and make purchases. Small and large companies alike can get involved in this interactive communication. The arrangement creates paths for stronger engagement, increased customer retention, and higher levels of loyalty.
Entrepreneurial marketing takes these capabilities to the next level. It seeks ways to not only connect with customers but also to speak directly to them. It is more hands on. (Want to know if a solution is working? Rather than running a report, just ask the customers!)
In addition, digital advances have made it easier than ever to integrate various functions of an organization. Entrepreneurial marketing interacts with other areas, including finances, technology departments, and operations. It supports leadership (and takes on a leadership role itself) and strategizes initiatives. It advocates for innovation and responds quickly to change. Effectively, it adds value for the organization and its shareholders.
If you're starting to think the new genre of entrepreneurial marketing sounds quite a bit like an entrepreneur, you are correct. This methodology encourages risk‐taking and is results‐oriented.1 It craves productivity and is always on the lookout for opportunities to improve.2 There are so many great potentials in the new genre of entrepreneurial marketing that you can take advantage of.
Notes
1
Retrieved August 20, 2022, from
https://www.marketing-schools.org/types-of-marketing/entrepreneurial-marketing/
2
Based on several definitions as explained in Robert D. Hisrich and Veland Ramadani, “Entrepreneurial Marketing: Entrepreneurship and Marketing Interface,”
Entrepreneurial Marketing
(Elgar, 2018).
Acknowledgments
The authors are grateful for the invaluable support and encouragement from the entire management team of MarkPlus, Inc., especially the leadership team: Michael Hermawan, Taufik, Vivie Jericho, Iwan Setiawan, Ence, Estania Rimadini, and Yosanova Savitry.
A special thank‐you and highest appreciation to Richard Narramore, who has been very patient and committed to overseeing and directing the preparation of this book from the beginning until its publication. Without Richard, this book would not exist.
The authors would like to thank the editorial team at Wiley for their amazing attention and collaboration at every stage of the writing process for this book: Angela Morrison, Deborah Schindlar, Susan Geraghty, and Rene Caroline. Our thanks also go to Kevin Anderson at Kevin Anderson & Associates and his editorial team, who helped ensure that each chapter would be much more concise and easy to read: Emily Hillebrand, Amanda Ayers Barnett, and Rachel Hartman.
We would also like to thank and give thumbs up to the MarkPlus Institute team, who have worked tirelessly for almost two years to help conduct research, brainstorm with authors, and prepare many valuable materials: Ardhi Ridwansyah, Giovanni Panudju, and Thasya Fadilla.
We also wish to acknowledge, with deep appreciation, the support from the World Marketing Summit and the following member organizations of the Asia Marketing Federation and the Asia Council for Small Business (ACSB):
Member Organizations of the Asia Marketing Federation:
China Council for the Promotion of International Trade – Commercial Sub‐Council
Hong Kong Institute of Marketing
Indonesia Marketing Association
Institute of Marketing Malaysia
Japan Marketing Association
Macau Marketing Institute
Marketing Association of Cambodia
Marketing Association of Thailand
Marketing Institute of Singapore
Marketing Society of Bangladesh
Marketing Society of Korea
Mongolian Marketing Association
Myanmar Marketing Society Institute
Nepal Marketing Association
Philippine Marketing Association
Sri Lanka Institute of Marketing
Taiwan Institute of Marketing Science
Vietnam Marketing Association
Member Organizations of the Asia Council for Small Business
ACSB Bangladesh
ACSB China
ACSB Indonesia
ACSB Philippines
ACSB Sri Lanka
ICSB Laos
ICSB Macau
ICSB Taiwan
ICSB Thailand
ICSB Vietnam
ICSMEE Malaysia
ICSMEHK
Korea ICSB
SEAANZ
CHAPTER 1The Omnihouse Model: A Holistic Perspective of Entrepreneurial Marketing
The rapidly changing business environment, especially after the world was hit by the COVID‐19 pandemic, demands a new, more holistic marketing approach—a concept that can be a strong foundation for organizations when facing various challenges in the present and especially in the future. In this chapter, we look at the various elements that are part of the new genre of entrepreneurial marketing.
To make it easier to understand this new genre of entrepreneurial marketing concept, we'll use a framework called the omnihouse model (see Figure 1.1). This model demonstrates our vision of how entrepreneurial marketing should be carried out. It also shows how the approach integrates with an entire organization. We will use it as a guide throughout this book.
Omni―which comes from the Latin omnis―means “to combine.” In the model's name, it is used with the word house, which represents a place, facility, or business. Thus, omnihouse refers to an organization that combines multiple elements. Each of these components plays an individual role and also collaborates with the other parts of the business.
The omnihouse model is a framework that can be used to implement strategies and achieve specific goals. We'll discuss it briefly here. We'll also refer in depth to its different components in the following chapters.
The core of this model is housed in two clusters. The first cluster is the entrepreneurship group, comprising four elements: creativity, innovation, entrepreneurship, and leadership (CI‐EL). The second cluster is professionalism group, which also comprises four components: productivity, improvement, professionalism, and management (PI‐PM).
FIGURE 1.1 The omnihouse model
Notice these clusters are surrounded by other functions and interact with them. They are affected by dynamics (see the top left of Figure 1.1), which constitutes five drivers: technology, political/legal (including regulations), economy, social/cultural, and market. These drivers, which collectively are called change, affect the other 4Cs elements: competitor, customer, and company.
This dynamics component serves as the foundation to develop marketing strategies and tactics, as outlined in the competitiveness triangle at the top right of the model. Within the triangle, PBD stands for positioning, differentiation, and brand. This is the anchor for the other main elements of marketing: segmentation, targeting, marketing mix, selling, service, and processes.
The dynamics element is also the basis for developing ideas, which leads to creativity. These ideas can be converted into innovation in the form of tangible solutions for customers. These creative ideas must use various company's capital productively. The solutions provided to customers need to result in improvements, as reflected in the company's better profit margins. Thus, the convergence of creativity/innovation and productivity/improvement elements affects the balance sheet (listed as B/S) and income statement (listed as I/S).
Elements of creativity and improvement can generate competitiveness only if we involve people with solid mindsets of entrepreneurship and leadership to manage them. Value creation is the responsibility of entrepreneurs, and leaders maintain values. However, we also need to support entrepreneurship and leadership with solid professionalism and management. This condition, in turn, can propel the company forward.
What we see in the balance sheet and income statement is a result of the past. What we are doing now, especially through the strong convergence of entrepreneurship/professionalism and leadership/management elements, will determine a company's cash flow (listed as C/F) and market value (listed as M/V). Thus, we gain a picture of how the organization will perform in the future.
As laid out in the omnihouse model, it is essential to integrate marketing with finance and also integrate technology and humanity. The term humanity refers to main stakeholders, namely, people, customers, and society. Collectively, these functions support the actions that lead to financial and nonfinancial results.
Note that in the heart of the model we have operations. This function takes marketing objectives and places them into action and, at the same time, ensures financial goals can be achieved. Operations that also bridge that use of technology will ultimately be impactful for humanity. The operations capabilities interact with the other capabilities to keep a company moving forward and competitive within its industry. The operations capabilities also enable the organization to adapt quickly to any changes in the business environment.
Overcoming Marketing Blind Spots
The term marketing myopia refers to a condition in which a company is too focused on producing goods or services. It overlooks the customer's actual needs and desires. Theodore Levitt introduced the concept in 1960, and it became widespread during the following decades.
In response to this issue, many companies adopted a customer‐centric approach. This places the customer as the starting point in product and service development. It prioritizes the client experience across multiple touchpoints.1
The question is, did it work? Perhaps for some. However, this new focus actually led to another set of issues, which we'll call marketing blind spots. Let's define it and look at how it can be problematic. We'll then see how entrepreneurial marketing can solve these challenges.
We can define a marketing blind spot as a condition in which a company has carried out various marketing management processes properly but did not realize there are still many unconnected elements. No one has looked around at other dynamics that could play a role in how marketing is carried out. In turn, these blind spots hamper the company and ultimately cause it to lose its ability to compete.
Some of the common marketing blind spots are discussed in the next sections.
Ignoring the Macroenvironment
What happens in the macroenvironment can affect the microenvironment. In marketing science, there are aspects of strategy and aspects of tactics. The formulation of a marketing strategy must refer to the corporate strategy. Meanwhile, corporate strategy is shaped by, among other things, the existing macroeconomic conditions. However, marketing in practice often does not pay sufficient attention to the macroeconomic aspects. For instance, it may be challenging for marketing executives to link phenomena in the macroenvironment with the tactical policies in the company.
We define marketing as market‐ing (not marketing), which means how we deal with the very dynamic and ever‐changing market. If marketing within a company develops at a slower pace than the actual very fast market pace in which a company competes, an advantage is lost. It is ironic: we call it marketing, but it is ineffective in dealing with the market. Figure 1.2 illustrates this condition well.
FIGURE 1.2 Marketing versus market.
Source: ZEEVA ZENITHA ʼ22
Misalignment of Marketing and Finance
This classic blind spot often causes a disconnect. Marketers may focus solely on nonfinancial performance, such as increasing brand awareness, forming specific perceptions, and communicating value propositions. These metrics may not hold significance for financial professionals, as they struggle to see the actual value that marketing is trying to achieve.
Financial executives may ask how much the return from an allocated marketing budget is and when it occurs. This question can be difficult for marketing people to answer. It is especially tough if the marketer's mindset doesn't refer to the concept of return, which most financial people always refer to.
A Disharmonious Marketing and Sales Relationship
When marketing and sales aren't fully aligned, it often looks like a “Tom and Jerry” cartoon show. Sometimes they might get along very well. At other points, they could be at odds with one another.
Weak Integration of Online and Offline Marketing
Many brick‐and‐mortar (offline) companies also have online platforms. Moreover, online companies are adopting offline practices by opening physical stores to strengthen their existence. However, some online companies that do their business purely online can still compete well. If that is the case, what about offline companies that only stay offline? If an offline company decides to remain offline forever, then perhaps soon, they would be off, too. Therefore, we must pay attention, for example, not only to showrooming but also to webrooming.
Overlooking Human Capital
This blind spot may start at the beginning of the recruitment process in a company. It doesn't serve to recruit people whose only purpose is to do limited work as ordered without any initiative. Strong companies need people who have a strong passion and love their work. These candidates should be creative and innovative and, at the same time, individuals who are productive and can make significant improvements.
We are at the end of the era of people who have an “employee mentality”—someone who only wants to work nine‐to‐five and only on weekdays, follows the job description rigidly, and doesn't want to work extra miles. Therefore, the HR team can no longer look for simple ordinary employees but rather replace them with talented and passionate people who show a calling for their duties and have similar characteristics to the company's character, values, and brand.
Lack of Humanity in Marketing
In the past, we occasionally heard that marketing was being misused by some irresponsible marketers solely for the company's benefit and not for customers' well‐being, let alone for broader social interests. In such a situation, the company considers marketing only as a tool for making profits. The company “persuades” customers to buy their products without paying sufficient attention to the employees' well‐being, the environment, and other relevant considerations.
Therefore, some of today's companies are trying to incorporate social elements into their business models in an effort to be more human. They may make corporate social responsibility (CSR) efforts merely to be acceptable in the public's eyes and flash CSR as a tool to cover up misuses. Adopting fake CSR is not sustainable, and marketing practices should return to their noble values.
Entrepreneurial marketing solves for these blind spots. By integrating functions, it is able to better track macroeconomic developments and implement strategies that align with the company's overall goals. It helps departments stay connected and even communicate in a similar way. It resolves issues related to talent management and human capital, because it seeks players who are ready to work in a collaborative environment. Finally, it helps a company communicate its social role as a contributor to a community, society, and the planet.
In the pages that follow, we'll look closely at the shift from professional marketing to this new era of entrepreneurial marketing. We'll discuss the changing marketing landscape and how it affects competition, customers, and the company itself. We'll lay out how entrepreneurial capabilities and marketing strategies can be implemented in today's environment, and how an organization ideally should be organized to face the future.
In each chapter, we'll refer to the omnihouse model. It will serve as a guide on our journey toward a more enlightened take on entrepreneurial marketing. By the end, you'll have a better grasp of the potential that your own organization contains. Better yet, you'll know how to address pain points and be fully prepared to take a leading role in a changing world.
Note
1
According to Accenture, this experiential concept has undergone an evolution that has pushed beyond the customer experience philosophy and organized the whole business on delivering exceptional experiences, and is called
business of experience (BX)
. Please refer to Baiju Shah, “An Experience Renaissance to Reignite Growth.” Retrieved January 2021 from
https://www.forbes.com/sites/paultalbot/2020/12/07/accenture-interactive-advocates-the-business-of-experience/?sh=78c54bb22ca4
CHAPTER 2From Professional to Entrepreneurial Marketing: The Core Elements of the Omnihouse Model
In 2010, Instagram launched a photo‐sharing platform that focused on offering photo‐based social media networks. Two months later, it could boast of 1 million downloads.
At its core, Instagram is a fast‐moving platform that takes advantage of the latest trends by adding new features, including short‐lived content (stories) and short videos (reels). In a crowded social media platform market, the company has taken a leading position with a current focus on four elements: creator, video, shopping, and messaging. In 2022, Instagram's value stood at US$100 million, making the platform Facebook's highest‐performing investment with a return on investment more than 100 times.
What can be gleaned from the story of Instagram? Perhaps a good starting point lies in the chance to see that in very dynamic conditions, it's not enough to rely on an overly procedural approach to obtain the desired results. The business environment changes rapidly and companies that want to perform highly will be ready to pivot—often and swiftly. Instagram followed this strategy and on execution developed into a behemoth figure that dominates its industry.
A facile mindset tends to contradict the professional approach that so frequently prevails in the marketing segment. In the past, the marketing department might have set up a plan, outlined the steps to follow, and moved forward. This approach may have seemed appropriate at one time, especially before the internet and technologies took off and created an interconnected, fluid space.
In today's world, the professional method of marketing faces several key risks. First and perhaps foremost, it may not be ready to move with the changes in demand. It might not have the capability to keep up with an agile and changing market. When the tides turn, a marketing department that continues to march down the same path will likely fall short of its goals.
This contradiction in marketing—namely, the “professional” approach versus the entrepreneurial mindset that Instagram exemplified—is precisely what we'll look at in this chapter. Let's explore what's behind each of these marketing methods. In doing so, we'll see that there is value in each. At the same time, companies need to know which method (or combination of the two) is appropriate for their situation and how they can best be used to propel growth and expansion in the years to come.
Understanding Professional Marketing
When we use the term professional to describe marketing, it's often to refer to tendencies toward procedures and bureaucracy. In an established organization with clear‐cut responsibilities, we typically expect each team member to carry out a specific role within a particular function. In this scenario, executing cross‐functional activities can take several routes to gain approval.1 As such, it can be natural for departments, including marketing, to work in a mindset of “following the procedures.” There may be little crossover, and there might be few—or no—attempts to carry out multiple tasks simultaneously.
This approach comes with several notable benefits and drawbacks. Let's start by sifting through the positives that stem from the professional approach of marketing. Then we'll look at a few of the key downsides.
Advantages and Disadvantages of Professional Marketing
In the history of marketing, there is a long line of successful companies that have followed a professional mindset. The following describes some of the main perks that professional marketing brings to the table:
Understanding business models.
The professional team sees the value proposition of the product or brand. It can identify where the company's revenue stream is coming from, master the calculation of various costs incurred, and ensure smooth cash inflow. For example, Netflix developed an effective business model to accumulate 220 million paid subscribers in 2021 and generate US$7.7 billion in revenue in 2022.
2
Ability to manage resources.
The professional marketing approach determines which resources and capabilities are required. The objective is to ensure that there can be an exchange of value with customers.
Capacity to coordinate activities.
The professional team understands the interrelationships and interdependencies between the different functions of the company. It organizes procedures so that activities, when carried out, are well coordinated and synchronized with the set direction.
Ability to manage collaboration.
The professional team formalizes all forms of cooperating with clear terms and conditions. Tasks follow an established protocol and avoid overlapping or conflicting with other activities.
Knowing how to communicate.
The professional team can effectively and efficiently carry out internal and external marketing. They are able to generate strong awareness and appeal as an essential starting point for penetrating the market.
Ability to answer questions.
The professional team comprehends the product at a detailed level, including its features, benefits, the buying process, and how it is delivered. Marketers also know how to explain the use of their products so that they can be used optimally by customers.
Ability to provide customer support.
The professional team provides support services, including handling customer complaints, repeat purchases, cross‐ or upsell services, consulting, managing customer loyalty and advocacy, and maintaining a sustainable relationship.
In addition to these skill sets, there are additional advantages that surface when professional marketers have the right attitude. Following are some of these best practices:
Avoiding bias.
All thinking and decision‐making are free from personal biases such as political views, gender, and social and cultural background. All analysis is fact‐based. There isn't prejudice or a personal interest portrayed.
Respecting others.
Successful professional marketers appreciate coworkers' opinions, including those of superiors, peers, and subordinates, according to existing boundaries. They treat customers humanely and are aware that these individuals support the company's livelihood. They comply with company regulations, including established company values.
Demonstrating accountability.
The professional team is consistently responsible for all the thoughts, words, and actions they carry out according to the scope of the assignment given. They take ownership for the decisions made, along with their repercussions, both on individual and team levels.
Showing integrity.
Professional marketers fulfill their responsibilities correctly and adequately, upholding honesty internally among colleagues and externally with customers and business partners.
Focusing on the task.
Professional marketers demonstrate discipline in completing tasks according to a predetermined schedule. They use working hours for productive purposes and do not mix personal matters with business.
Although there are certainly significant advantages that result from a professional mindset, it's important for our balanced discussion to observe several common drawbacks:
Slow to change.
There can be a tendency to keep leaders and leadership styles in place, even as times change. If executives unfit for their roles remain in place, it can hinder the company's overall progress. It may also dampen company culture and the spirit of employees.
3
Grand planning.
Spending ample time laying out procedures and processes often leads to slow implementation. When the world around us changes quickly, it can be difficult to keep up.
Becoming stagnant.
Organizations that focus on procedures may not spot upcoming opportunities and risk not being ready to pivot when needed.
A nine‐to‐five attitude.
Professional marketers may perceive that their work in the company must take place during set hours. It can be challenging to ask employees to remain for extra hours outside of this time frame.
Inability to adjust priorities.
When following procedures and maintaining the bureaucratic status quo, it is often challenging for marketing teams to think and act outside of the box. Even if an opportunity is identified, they might be hesitant to change their priorities and move in a different direction. This hesitancy can put a company at risk of falling behind competitors who are shifting strategies and meeting market demand.
4
Being reactive.
Marketing teams might respond to changes they see over time and follow others instead of leading the way into new markets and segments.
The Entrepreneurial Approach
Now let's open our minds and consider a different mindset to marketing, one that perhaps aligns with Instagram's approach. Because the term entrepreneur has long been associated with start‐ups and disruptors, along with high successes (and potential for failure), it's worth starting out this section with a review of the definition. After looking at what it encompasses, we'll apply the term to marketing.
For decades, visionaries have leveraged opportunities, regardless of how small those opportunities might be. When moving forward, someone with an entrepreneurial spirit is fully aware of the risks they will face. At the same time, they have the courage and optimism to give their plans a trial run.
Those who apply an entrepreneurial approach know how to identify the gaps, dare to make decisions, face the consequences of their actions, and collaborate with multiple parties. From this explanation, there are at least three very prominent capabilities related to entrepreneurship, namely, the attitude and ability to see opportunities (opportunity seeker), a mindset that dares to take risks (risk‐taker), and the ability to cooperate with other parties (network collaborator). Let's look more closely at each one.
Opportunity Seeker
The opportunity seeker has the ability to adapt and view the positive side of a given situation. They don't dwell on a pessimistic point of view, which can divert a leader's focus from seeking opportunities.5
Risk‐Taker
Uncertainty surrounds new initiatives. The risk‐taker evaluates the circumstance at hand, the options available, and the potential for failure. A decision is then made based on those calculated risks.
Network Collaborator
The network collaborator recognizes they are unable to operate entirely on their own. As such, they build an extensive network and collaborate with other experts who can contribute to areas in which the entrepreneur cannot.
