03-Value Chains

“The handset makers are on a treadmill, trying to turn out hardware every six months that’s innovative and thinner, with bigger displays and lower costs, all having to do the systems integration. The net result is no innovation. They do not have time. And you know what? We make really good software. We can take on all that work.” Andy Rubin, Director, Mobile Computing, Google | Wired, July 2008

“Symbian…will indisputably be the most attractive platform for mobile innovation…Nokia is strongly positioned to realize the benefits of open innovation, as well as accelerating time to market, enabling us to meet and exceed customer expectations for leading converged devices and experiences”. Olli-Pekka Kallusvo, CEO, Nokia | Financial Times, 25 June 2008

“That phone you’re carrying around, we think of it as a phone, but it’s really a computer, right? We’ve learned from computers that its really nice to have complete connectivity, to be able to connect anything in a kind of open way, we’ve also learned that it’s really nice to be able to run any application you want to run, also in an open way. For a lot of people and a lot of time during your life, the phone is your main computing platform. We look at those technologies and say wow, we can do a whole lot more.” Larry Page, Co-Founder, Google | Wired, July 2008

“You have a significant challenge in mobile, in that the screens are much smaller, so you can’t display nearly as much advertising, or take as much space. On the other hand, you have much more relevant and timely information, like what location the person may be in, so on balance, that leaves me quite optimistic.” Sergey Brin, Co-Founder, Google | Wired, July 2008

“The goal [of Android, Google's mobile phone software platform] to build a killer app, then monetize it later.” Andy Rubin, Director, Mobile Computing , Google | Wired, July 2008

“People can debate how long it will take us, but I have a hundred percent confidence that we will eventually get there”. Larry Page, Co-Founder, Google | Wired, July 2008

“The key thing for me is directly engaging with your consumers to leave them with an overall impression that changes their perception of your brand. Experiential marketing is designed to do more than just demonstrate the functional benefits of your product…It’s all about immersing the consumer in what we call our experience circle-you bring them into that circle, talk to them for 30 seconds or five minutes, and you help change the way that consumer perceives the brand.” Aiden Tracey, President, Mosaic Experiential Marketing | Marketing, 12 May 2008

“Let the consumer use your product. If you’re a car company, let them sit in it. Let them turn the engine over and hear it. If you’re a wireless company, let them touch the phone and see the features. Getting the product into consumers’ hands is the most influential part of what experiential marketing can do.” Aiden Tracey, President, Mosaic Experiential Marketing | Marketing, 12 May 2008

“All good marketers know that at the heart of a strong brand are consistent, strong experiences. A bigger task is showing our clients we can be another part of their mass communications strategy. It’s about getting a seat at the table early on, starting with ‘what’s your strategy in the field to connect with the consumer?’ We then work collaboratively with their advertising AOR [agency of record]. We don’t necessarily get involved with the creative for TV or print, but we do the creative that gets brought to field. In some cases the ideas are strong enough that they become the mass idea.” Aiden Tracey, President, Mosaic Experiential Marketing | Marketing, 12 May 2008

“Invention is just a new product or service. Innovation ties that idea to a better customer experience, and results in increased sales and profits. It lets you make unlikely connections that enable you to solve wickedly hard problems. It is a team sport that uses the expertise of people from a lot of different fields.” A.G. Lafley, CEO, Proctor & Gamble | New York Times, 24 May 2008

“P&G was always really good at branding and commercializing products, but we weren’t better than anyone else at that fragile front end, where the idea is created. So in 2000, we decided to stop being Fortress P&G, and move to an open innovation system that could attract innovations of all stripes from the outside. We set a goal, that half of the innovations we take to market should have external front-end partners. And [writing this] book can help us attract those partners.” A.G. Lafley, CEO, Proctor & Gamble | New York Times, 24 May 2008

“The first thing we did was open the internal innovation architecture. We worked on getting engineers and biochemists to work with marketing, and we got people from our different businesses to work with each other. Each of our businesses used to do its own research. But our core technologies span businesses. We can manipulate surfaces, for example, be they kitchen counters or blouses and hair”. A.G. Lafley, CEO, Proctor & Gamble | New York Times, 24 May 2008

“Human nature is such that, if we push our people to drive the batting average up, they’ll try to hit more safely, take a shorter swing, go for the singles instead of home runs. But we try to set milestones that innovations must meet at every step along the development process. As soon as they miss one, we allocate the resources to another product moving through the funnel. That’s another difference from the old days, when P&G let bad ideas go too far.” A.G. Lafley, CEO, Proctor & Gamble | New York Times, 24 May 2008

“The lifeblood of any application is its third-party ecosystem. The sizing, compatibility, interoperability, and integrations with other applications.” Laura Dideo, Analyst, Yankee Group | SD Times, 15 April 2008

“The web is now a platform. People are writing web applications for everything from Facebook to business programs inside corporations. The business ecosystem is migrating to the web and away from Microsoft.” David Yoffie, Professor, Harvard School of Business | Herald Tribune, 27 June, 2008

“Our conclusion is no, you’re not really looking at a tectonic shift. The next big platform is the union of the clients and the cloud”. Greg Mundie, Chief Research and Marketing Strategist, Microsoft | Herald Tribune, 27 June, 2008

“The threat to any technology company is to miss one of the big shifts in technology, and Microsoft missed the transition to cloud computing and advertising as a revenue source for the Internet.” David Yoffie, Professor, Harvard School of Business | Herald Tribune, 27 June, 2008

“The fans own this team, and when you loose sight of that you’re in trouble.” Derrick Daye, Online Marketing Analyst, Utah Jazz | Customer Relationship Management, June 2008

“One of the challenges in professional sports is that there’s an offseason. There’s one magical day where there are no more tickets to sell and everything gets quiet. With social media, the conversation … continues around the brand, year-round … Now more than ever, the fan wants to be involved.“ Derrick Daye, Online Marketing Analyst, Utah Jazz | Customer Relationship Management, June 2008

“We have created … [for the] Utah Jazz … a fan portal called Jazzbots.com … built and co-branded with [partners]: Yahoo, MyBlogLog, and Flickr. We [created] two new revenue streams: 1) through advertising on the blog; 2) through advertising on MyLifeBrand. We also sell sponsorships of an interactive widget that … delivers real-time news about the Jazz [to our members]. Derrick Daye, Online Marketing Analyst, Utah Jazz | Customer Relationship Management, June 2008

“No one else has the capability of doing what MyLifeBrand does … a social networking platform that … aggregates all other social networking sites [that our fans use]. If one of our fans has a MySpace page with 100 friends, has a Facebook account with 200 friends, and may even a Match.com account, they can easily and free of charge sign up to be a part of the Jazz community, [importing], all of their friends from all of their social sites … they can manage their online life from our special Jazz-branded community.” Derrick Daye, Online Marketing Analyst, Utah Jazz | Customer Relationship Management, June 2008

“Another thing that comes with MyLifeBrand … a revenue share … [where] advertising is served in MyLifeBrand and [the] revenue split with the community.” Derrick Daye, Online Marketing Analyst, Utah Jazz | Customer Relationship Management, June 2008

“We see our reach using social media … for everything we do online. Right now, fans can submit videos … [that] express loyalty to the team. We’re holding video contests … [and] building offline, real-world events. Derrick Daye, Online Marketing Analyst, Utah Jazz | Customer Relationship Management, June 2008

“In the past, it was about product quality. Now it is about brand provenance.”  - Rupert Younger, Director, Centre for Corporate Reputation, Said Business School, Oxford University | Financial Times 30 June 2008

“How a corporation behaves will determine its reputation.” - Bob Wigley, Chairman, EMEA, Merrill Lynch International | Financial Times 30 June 2008

“The way in which a company is perceived has a big impact on the recruitment and retention of staff.” Rober Perry, Chairman, Johnstone Press UK | Financial Times 30 June 2008

“Today’s marketplace is a very competitive one in terms of talent. A company’s employees are its most important stakeholders, its only real asset” - Bob Wigley, Chairman, EMEA, Merrill Lynch International | Financial Times 30 June 2008

“In today’s search-driven world, prospects care more about relevance than they do about sources…That means the giving prospects a portfolio of content tuned to their needs: Ditch the pitch. Eliminate buzzwords. Demonstrate value.” - Paul Gillin, writer and consultant | BtoB Special Issue, Lead Generation Guide 2008

“During the past 30 years, I’ve found that the shorter my quotes or proposals were - the more concise - the more business I got. Think about the junk mail you get: Don’t you read what’s quick and throw out what’s thick and bulky? The same thing is true of proposals.” Hal Becker, Author and trainer in sales and customer service

“The trend is call branded entertainment or branded content, and it is intended to embed a product in the plot of [a TV] show, hoping to making it more more memorable that it would be if it merely made a brief appearance in a scene.”  Stuart Elliot, editor of Advertising, New York Times

“Branded entertainment brings the experience of the brand to the viewer, to the consumer, and does not rely on just a commercial. Putting something on TV is easy. Putting something on TV that’s effective and engaging and builds awareness - that’s the key.”  Mitch Sheiner, VP, Associate Media Director, Dos Equis media agency (Starcom)

“We like being able to be developers of the content, versus being a sponsor of show or just running a 30-second commercial.” Joe Tuza, VP, Marketing, Meow Mix (Del Monte Foods)

“As we explore branded content, the most important issue is  to determine how you get your points across without hitting viewers on the head with the brand.”  Kheri Holland Tillman, VP, Marketing, Dos Equis and Amstel Light, Heineken USA

“What we’ve learned is that loyalty on the PC doesn’t necessarily transfer to the mobile phone.” - Phil Holden, Director, Online Services, Microsoft

“Google is trying to replicate a 20-inch experience on a 2-inch screen, and that’s leaving them, inevitably, about 90 percent short.” Imad Mouline, CTO, Gomez

“Mobile consumers are typically on the run with little time or patience for typing on pint-sized keypads. As for pages of search results - forget about it. There isn’t nearly enough screen space for that.” Sameer Mithal, Principal Analyst, IBB Consulting

“This is about providing answers, not links.” Marc Davis, Chief Scientist, Connected Life, division of Yahoo

“We think that what we do is highly transferable to the mobile device.” Matt Waddell, Chief of Mobile and Developer Products, Google

“Everyone wants to bash the incumbent, but I’d rather take a page out of the playback from judo, leveraging the strengths that they [Google] have and building on top of that.” Brian Lent, CEO, Medio.