Material de clase del Módulo 6 (Estrategia de marketing) diplomado de marketing interactivo del IAB y el Tec de Monterrey.

1. Estrategia de marketing
Interactive Advertising Bureau
Tec de Monterrey
Gustavo Ross Quaas
gustavo.ross@activamente.com
@gustavo_ross
mayo 2016

2. Temas
1. ¿Qué es estrategia?
2. Alineación estratégica
3. Conceptos básicos
4. Metodología simple
5. Conceptos avanzados
6. Tendencias

3. 1. Estrategia

6. El Plan Estratégico…

7. Bluetooth
Online TV channels
Sponsorhips
Branded gaming
Events
Shopper Mktg
Loyalty / Affiliate Programs
Contextual
Search (SEO/SEM)
Info Sites
Brand Sites
Social media
Advertising
CRM / Loyalty
Inverse
Response
Direct
Social
Brand
Experience
On/Off TV
On/Off Radio
Out of Home
Graphic / Banners
Social Ads
Public relations
Answers
Viralcasting
Newsletters / Podcasts
Street / Guerrilla
SMS & MMS
Direct eMail
Call centers
Direct to home
Community mgmt.
Promotion
Group buying
Raffles
In Store innovation
Contests
Couponing
Support tools
Geo. Inf. Syst.
(foto/video) blogs
Packaging
Polls
Panels
Focus groups
Analytics
RSS
Ad Words
Listening
Viral actions
ActivaMente
Call centers

8. 8
¿Cuál es tu
combinación?

9. 9
¿Cuál es tu
combinación?

10. 10
¿Cuál es tu
combinación?

11. 11
¿Cuál es tu
combinación?

12. 2. Alineación estratégica

14. VISIÓN
CORPORATIVA
ESTRATEGIA
NEGOCIO
ESTRATEGIA
MARKETING
TÁCTICAS
MÉTRICAS
IMPLEMENTACIÓN
TRANSACCIÓN
OBJETIVOS
NEGOCIO
3D strategic alignment - ActivaMente

15. http://www.activamente.com/los-remedios/
Los Remedios: #Pretextos

16. 3. Conceptos básicos

17. Misión, Visión y
Valores

19. Marketing

20. Crear productos, servicios y
experiencias que satisfagan las
necesidades de un mercado con
mayor efectividad.

23. “La clave del marketing
es la diferenciación”.
Philip Kotler

24. http://www.youtube.com/watch?v=ciSrNc1v17Mhipervínculo

25. “What helps
people, helps
business.”
Leo Burnett
(1891-1971)

26. Energía Potencial
Energía Cinética
CONSTRUCCIÓN
EJECUCIÓN

27. Interactivo Vs. Digital

28. DIGITAL

29. INTERACTIVO

30. ATL Vs BTL

31. La Famosa “Línea”

32. Red Social

33. www.activamente.com

34. Robin Dunbar
150

35. Red de contactos
Comunidad
Red Social
?

36. Medios Sociales

38. Ver: http://www.merca20.com/crunch-mexico-y-su-lamentable-tweet-gravisimo-
problema-de-gestion-de-la-comunicacion/

39. Marca

40. MARCA
EXPERIENCIA
OPINIÓN
MENSAJE

41. Awareness

42. Conocimiento de Marca

43. Top of Mind

44. Ejercicio

45. Posicionamiento

46. Robado de: http://marketisimo.blogspot.mx/2011/11/marca-posicionamiento-y-branding-son.html

48. Robado de: https://randaldobbs.wordpress.com/2013/03/17/how-to-write-a-brand-positioning-statement/

49. Brand Response

50. Brand Response
(Respuesta de Marca):
Conjunto de acciones que una marca realiza
para responder de manera efectiva e
inmediata a las preguntas, iniciativas y
necesidades que sus compradores tienen
para adquirir su producto o servicio.

51. 4. Metodología Simple

58. ¿Cómo se comporta tu mercado?

71. 5. Conceptos avanzados

72. Start With Why

73. 73
Simon Sinek
www.startwithwhy.com
WHY?
HOW?
WHAT?

74. AM
CASO: FREITAG
74

90. Consumer Journey

91. 2.1 Plan Estratégico de Comunicación…
The Consumer Journey in the Digital Era

92. Crowdsourcing

97. Sharing Economy

101. Amanda Palmer
The art of asking

102. Marketing Beta

104. Innovación

105. AM 105
Innovación ≠ Modernidad

106. AM 106
Digital ≠ Innovación

107. AM
Creatividad ☛
107
Inventar
Innovar

108. AM
Invención
Invento o invención (del latín
invenire, "encontrar") es un
objeto, técnica o proceso que
posee características novedosas
transformadoras.
108

109. AM
Innovación vs. invención
Innovación se refiere al uso de
una nueva idea o método,
mientras invención se refiere a
su creación.
109

110. AM
Oceanos rojos Océanos azules
Enfoque en compradores Enfoque en no-compradores
Reglas establecidas Juego diferente
Ganar participación Crear mercados
Ganar a la competencia Competencia es irrelevante
Mejora continua Reconstrucción total
Commodity > Precio Innovación > Valor
Atayde Hermanos Cirque du Soleil
Antes fueron azules... También se volverán rojos...

111. AM
Innovación Disruptiva Vs
Sostenedora
111

112. Value Proposition
Canvas

113. Gain Creators
Describe how your products and services create customer
gains.
How do they create benefits your customer expects, desires
or would be surprised by, including functional utility, social
gains, positive emotions, and cost savings?
Do they…
Create savings that make your customer happy?
(e.g. in terms of time, money and effort, …)
Produce outcomes your customer expects or
that go beyond their expectations?
(e.g. better quality level, more of something, less of
something, …)
Pain Relievers
Copy or outperform current solutions that delight
your customer?
(e.g. regarding specific features, performance, quality, …)
Make your customer’s job or life easier?
(e.g. flatter learning curve, usability, accessibility, more
services, lower cost of ownership, …)
Create positive social consequences that your
customer desires?
(e.g. makes them look good, produces an increase in power,
status, …)
Do something customers are looking for?
(e.g. good design, guarantees, specific or more features, …)
Fulfill something customers are dreaming about?
(e.g. help big achievements, produce big reliefs, …)
Produce positive outcomes matching your
customers success and failure criteria?
(e.g. better performance, lower cost, …)
Help make adoption easier?
(e.g. lower cost, less investments, lower risk, better quality,
performance, design, …)
Rank each gain your products and services create according to
its relevance to your customer. Is it substantial or insignificant?
For each gain indicate how often it occurs.
Describe how your products and services alleviate customer
pains. How do they eliminate or reduce negative emotions,
undesired costs and situations, and risks your customer
experiences or could experience before, during, and after
getting the job done?
Do they…
Produce savings?
(e.g. in terms of time, money, or efforts, …)
Make your customers feel better?
(e.g. kills frustrations, annoyances, things that give them
a headache, …)
Fix underperforming solutions?
(e.g. new features, better performance, better quality, …)
Put an end to difficulties and challenges your
customers encounter?
(e.g. make things easier, helping them get done, eliminate
resistance, …)
Wipe out negative social consequences your
customers encounter or fear?
(e.g. loss of face, power, trust, or status, …)
Eliminate risks your customers fear?
(e.g. financial, social, technical risks, or what could go
awfully wrong, …)
Help your customers better sleep at night?
(e.g. by helping with big issues, diminishing concerns, or
eliminating worries, …)
Limit or eradicate common mistakes customers
make?
(e.g. usage mistakes, …)
Get rid of barriers that are keeping your customer
from adopting solutions?
(e.g. lower or no upfront investment costs, flatter learning
curve, less resistance to change, …)
Rank each pain your products and services kill according
to their intensity for your customer. Is it very intense or
very light?
For each pain indicate how often it occurs. Risks your
customer experiences or could experience before, during,
and after getting the job done?
Products & Services
List all the products and services your value proposition is
built around.
Which products and services do you offer that help your
customer get either a functional, social, or emotional job
done, or help him/her satisfy basic needs?
Which ancillary products and services help your customer
perform the roles of:
Buyer
(e.g. products and services that help customers compare
offers, decide, buy, take delivery of a product or service, …)
Co-creator
(e.g. products and services that help customers co-design
solutions, otherwise contribute value to the solution, …)
Transferrer
(e.g. products and services that help customers dispose of
a product, transfer it to others, or resell, …)
Products and services may either by tangible (e.g. manufac-
tured goods, face-to-face customer service), digital/virtual
(e.g. downloads, online recommendations), intangible (e.g.
copyrights, quality assurance), or financial (e.g. investment
funds, financing services).
Rank all products and services according to their
importance to your customer.
Are they crucial or trivial to your customer?
Gains
Describe the benefits your customer expects, desires or would
be surprised by. This includes functional utility, social gains,
positive emotions, and cost savings.
Which savings would make your customer happy?
(e.g. in terms of time, money and effort, …)
What outcomes does your customer expect and what
would go beyond his/her expectations?
(e.g. quality level, more of something, less of something, …)
How do current solutions delight your customer?
(e.g. specific features, performance, quality, …)
Pains
Customer Job(s)
Describe negative emotions, undesired costs and situations,
and risks that your customer experiences or could experience
before, during, and after getting the job done.
What does your customer find too costly?
(e.g. takes a lot of time, costs too much money, requires
substantial efforts, …)
What makes your customer feel bad?
(e.g. frustrations, annoyances, things that give them a
headache, …)
How are current solutions underperforming
for your customer?
(e.g. lack of features, performance, malfunctioning, …)
What are the main difficulties and challenges
your customer encounters?
(e.g. understanding how things work, difficulties getting
things done, resistance, …)
What negative social consequences does your
customer encounter or fear?
(e.g. loss of face, power, trust, or status, …)
What risks does your customer fear?
(e.g. financial, social, technical risks, or what could go awfully
wrong, …)
What’s keeping your customer awake at night?
(e.g. big issues, concerns, worries, …)
What common mistakes does your customer make?
(e.g. usage mistakes, …)
What barriers are keeping your customer from
adopting solutions?
(e.g. upfront investment costs, learning curve, resistance
to change, …)
Rank each pain according to the intensity it represents for
your customer.
Is it very intense or is it very light.?
For each pain indicate how often it occurs.
Describe what a specific customer segment is trying to get
done. It could be the tasks they are trying to perform and
complete, the problems they are trying to solve, or the needs
they are trying to satisfy.
What functional jobs are you helping your customer
get done? (e.g. perform or complete a specific task, solve a
specific problem, …)
What social jobs are you helping your customer get
done? (e.g. trying to look good, gain power or status, …)
What emotional jobs are you helping your customer
get done? (e.g. esthetics, feel good, security, …)
What basic needs are you helping your customer
satisfy? (e.g. communication, sex, …)
Besides trying to get a core job done, your customer performs
ancillary jobs in different roles. Describe the jobs your
customer is trying to get done as:
Buyer (e.g. trying to look good, gain power or status, …)
Co-creator (e.g. esthetics, feel good, security, …)
Transferrer (e.g. products and services that help customers
dispose of a product, transfer it to others, or resell, …)
Rank each job according to its significance to your
customer. Is it crucial or is it trivial? For each job
indicate how often it occurs.
Outline in which specific context a job
is done, because that may impose
constraints or limitations.
(e.g. while driving,
outside, …)
What would make your customer’s job or life easier?
(e.g. flatter learning curve, more services, lower cost of
ownership, …)
What positive social consequences does your
customer desire?
(e.g. makes them look good, increase in power, status, …)
What are customers looking for?
(e.g. good design, guarantees, specific or more features, …)
What do customers dream about?
(e.g. big achievements, big reliefs, …)
How does your customer measure success and
failure?
(e.g. performance, cost, …)
What would increase the likelihood of adopting a
solution?
(e.g. lower cost, less investments, lower risk, better quality,
performance, design, …)
Rank each gain according to its relevance to your customer.
Is it substantial or is it insignificant? For each gain indicate
how often it occurs.
strategyzer.com
The Value Proposition Canvas
Value Proposition Customer Segment
The makers of Business Model Generation and Strategyzer
Copyright Business Model Foundry AG
Produced by: www.stattys.com

114. 5. Tendencias

115. Integración multicanal y multipantalla

116. Video

117. de 70
Evolución de la TV
117
TV 2.0
Cable / Satélite
Pay TV
TV 1.0
Over the Air
Broadcast
TV 3.0
Online
Over The Top
Estableció la base
de Televidentes
Expandió la base de
contenidos
Publicidad en TV Pago por contenido
Longtailizó al
contenido
Híbridos
1940’s 1980’s 2010’s

118. En 2016 inició declive de TV Lineal
2015 último año de
crecimiento
2016 decrecerá 1.6%
Zenith Optimedia
Global Internet Ad Spend To Overtake Traditional TV By 2020

119. Consumo de video en móviles
creció 44% en 2015
Mobile TV
Es principal canal para video online
con el 58% del total en 2017
http://www.zenithoptimedia.com/mobile-drive-19-8-increase-online-video-consumption-2016/

120. 3.8 M desde 2010
1.4 M de ellos en 2014
2.8 M de hogares con
broadband, sin TV de
Paga
Cord-Cutters en EUA:

121. 82 millones de
suscriptores
40+ países
3 millones en MX
Market Cap: $38 bn
• Amazon Fire TV, Kindle Fire, Kindle Fire HD, Kindle Fire HDX
• Android smartphones and tablets
• Android TV devices
• Apple TV, iPad, iPhone, iPod Touch[139]
• Barnes & Noble Nook Color, Nook Tablet, Nook HD
• D-Link Boxee Box[140] (only supports Netflix USA and Canada; not Netflix in other countries)
• Google Chromecast can receive a Netflix stream from a supported mobile device or Chrome
• Insignia Blu-ray Disc players and home theater systems
• LG Electronics: some Blu-ray players, TVs, and home theater systems
• Google TV devices
• YouView set-top boxes in the UK.
• Microsoft Surface RT, Surface Pro, Windows Phone, Xbox 360, Xbox One[141]
• Nintendo Wii,[142] Nintendo 3DS[143] and Wii U
• Panasonic: some Blu-ray Disc players, televisions and home theater systems
• Philips: some Blu-ray disc players and TVs[144]
• Roku streaming player[145]
• Samsung: some Blu-ray disc players, home theater systems, smartphones, TVs, and tablets[146]
• Seagate FreeAgent Theater+ HD Media Players
• Sharp: some LED/LCD TVs and Blu-ray Disc players[147]
• Sony Blu-ray Disc players, televisions, PlayStation 3, PlayStation Vita and PlayStation 4[148]
• TiVo DVRs (HD, HD XL, Series3, Premiere, Premiere XL and Roamio boxes)[149]
• Viewsonic VMP75
• Vizio: some Blu-ray Disc players and TVs
• Western Digital WD Live plus Media Player
• Yamaha BD-A1020[150]

122. Lanzado en 2005
10+ millones de
suscriptores
OTT IPTV Lineal
150+ canales
PC, iPhone, iPad, Android, Windows Phone 7, Xbox, Samsung SmartTV, LG SmartTV

123. Derivado de Justin.tv
Adquirido por Amazon
$970 MDD
43 millones de
espectadores / mes
4ª mayor fuente de tráfico
en EUA

124. Publicidad Programática en TV
Targeting Compra Medición Gestión Optimizaci

125. AdSmart
Segmentación por
demográficos,
geográficos y otros
basados en datos del
suscriptor
Permite medir audiencias
en programas de rating
“cero”

127. 2020
Convergencia del acceso y transporte
‣ Ubicuidad: Toda la TV en IP
‣ Desaparece OTT, competencia
global
‣ 100% publicidad segmentable y
programática
‣ Brand Casting
‣ De suscriptores a seguidores
‣ Co-watching y social TV
‣ Analíticos de contenido y metadatos
‣ No buscaremos contenidos, nos encontrará
1.5b TV hogares
50b dispositivos
TV: $750 Bdd

128. Publicidad en video en México…
Inversión en agencias de comunicación
Fuente: IAB México 2015

129. Implantes y biónica

131. Hacedores

132. Vida sintética y
reprogamación
genética

133. Impresión
de órganos

134. Singularidad

135. Singularidad

136. INTELIGENCIA COLECTIVA
Y BIG DATA

141. Social TV Ratings
Quiénes dicen
qué, cuándo,
sobre quién, y en
qué contexto, en
qué programa?

143. “El futuro está
aquí, pero está
mal distribuido.”
William Gibson

145. ¡Bonito fin de semana!
@gustavo_ross
gustavo.ross@activamente.com
55 2699 3804