3. "”Daniel Ek and Martin Lorentzon have
by Spotify made a significant footprint
throughout the entire international music
industry, and have thereby accomplished
solutions that safeguard the interests of
musicians, songwriters och music
producers.”
4. "I have a friend who is a songwriter, and he
had a song that got over a million plays on
Spotify, and he received 12 pounds, about
$18-$19. That really sums it up. It's as bad as,
if not worse, than the whole Napster thing and
downloading when it started."
24. Top 10 valuable brands (according to Forbes 2015)
Rank Brand Brand value Brand revenue
#1 Apple $145.3 B $182.3 B
#2 Microsoft $69.3 B $93.3 B
#3 Google $65.6 B $61.8 B
#4 Coca-Cola $56 B $23.1 B
#5 IBM $49.8 B $92.8 B
#6 McDonald’s $39.5 B $87.8 B
#7 Samsung $37.9 B $187.8 B
#8 Toyota $37.8 B $171.1 B
#9 General Electric $37.5 B $129.1 B
#10 Facebook $36.5 B $12.1 B
30. Basic requirements for delivering
authentically great customer experiences:
Understanding of customer needs and brand mission
Ability to deliver on customer needs and brand mission
Motivation to deliver on customer needs and brand mission
31. 2) culture & brand-
dialogue
3) culture & brand-
development
4) culture & brand-
activation
cultural beliefs &
motivations
brand building
behaviour
HOW we do
what we do
driver of
profitability
WHY we do
what we do
driver of
demand
1) culture & brand-
analysis
32. The WHY
is a driver of profitability, either by monetary means or by
meaningfulness – as in people understanding our
purpose and wanting to spend time with us.
The HOW
is a driver of demand in that the way we do things is
unique enough to make our customers want to spend
time and money with us.
The WHAT
is a driver of value in that it’s a tangible result of the
WHY and the HOW, and thereby becomes a
measurable asset by which we can define our business.
33. From e-business
to services and store retail.
Understanding that the customer can buy our products
anywhere, especially online.
Ability to deliver a personalized customer experience by
specialized staff in physical stores.
Motivation to deliver a personalized customer experience
based on the mission ”a memory for life”.
34. From e-business
to retail stores.
Understanding that the customer can buy our products
elsewhere, and at a cheaper price.
Ability to deliver a unique customer experience by
outstanding logistics and one-of-a-kind distribution.
Motivation to deliver a unique customer experience based on
the mission ”making it easier for professionals”
From products to service and logistics.
35. Understanding that the customer experience is depending
on every aspect of the business.
Ability to deliver a great customer experience by taking
responsibility for ”the whole journey”.
Motivation to deliver a great customer experience based on
the mission ”everyone wants to travel with us.”
From traffic supply to service agreement.
36. So is disruptive innovation a threat?
Yes, but most of all it’s a catalyst for
unleashing the true potential in brands
with a purpose!
