Marketing 3.0: Values-Driven Marketing Philip Kotler Kuwait April 4, 2011
Jan 23, 2015
Marketing 3.0: Values-Driven Marketing
Philip Kotler Kuwait
April 4, 2011
Two Recent Books by Professor Kotler
Action-Oriented KnowledgeSession One. How to deal with your company’s
major business challenges and opportunities.
Session Two. How to search for powerful new ideas and innovate successfully.
Session Three. How to improve your branding power.
Session Four. How to develop a superior company reputation through sustainability-driven thinking.
Action-Oriented KnowledgeSession One. How to deal with your company’s
major business challenges and opportunities.
Session Two. How to search for powerful new ideas.
Session Three. How to improve your branding power.
Session Four. How to develop a superior company reputation through sustainability thinking.
On a scale of 1 to 3 (3 = highest), How much is this a challenge to your company?
• Distrust of business
• Globalization
• Economic recession and turbulence
• Technological advances and disruptions
• Environmentalism and climate change
• Customer empowerment and the new social media
• Political conflict and regulatory changes
Times Are BadCEO’s are now playing miniature golf.
Obama met with small businesses - Chrysler, Citigroup and GM, to discuss the Stimulus Package.
People in Africa are donating money to Americans.
The Mafia is laying off judges.
An optimist is a person who sees an opportunity in every calamity.
A pessimist is a person who sees a calamity in every opportunity.
Winston Churchill
Distrust of Business• In a 2009 survey, only 16% of respondents respect the integrity of
business executives. And car salesmen and advertising executives were the least admired by the public.
• Causes– Business scandals: Enron, World Com, Tyco, Madoff, Goldman Sachs– High pay to the few: CEO paid 350 times average workers salary– Anti-capitalist forces– Recession and falling behind
• Solutions– More transparency– Better boards and management– Investing in corporate social responsibility
Is Your Company Going to Fail?Signs to Watch for
• James Collins wrote in How the Mighty Fall : – Stage 1. Successful companies get arrogant and think they
can do many things.– Stage 2. They pursue growth too aggressively.– Stage 3. They ignore early warning signs of failure– Stage 4. Their failure becomes very public. – Stage 5. If they don’t reform, they finally go bankrupt.
• Companies are often blind-sighted by their eagerness to build short-term growth and ignore the risks.
• Most companies are short-lived.
Globalization• Causes
– Advances in information, communication, and transportation now connect the whole world
– Lowering of trade barriers
• Downside– Globalization hurts as many nations as it helps– Globalization increases country inequality– Globalization provokes nationalism and protectionism– Globalization threatens cultural traditions and values
• Upside– New market opportunities if we can offer something better
• Question: Is your company sufficiently globalized?
Economic Recession and Turbulence
• Not all companies were hurt by the fiscal meltdown.• Distinguish between:
– Recession– Disruption– Turbulence
• Risk reduction strategies– Larger reserves– Shared investments– Early warning systems– Scenario planning– Corporate social responsibility
Technological Advances and Disruptions
• Scientific advances and inventions– What is the impact of the birth control pill, Genome
project , digitalization, cell phones, social media, robotics, nanotechnology, biotech, bioenergy…
• Creative destruction– Can you avoid the fate of the music industry, publishing
industry (newpapers , magazines, books), high cost airlines…
• Theory of disruptive innovation– What can happen to your industry or company?
Disruptive Technologies
• OLD
• Photographic film• Wired telephones• Store retailing• Classroom education• Offset printing• General hospitals• Open surgery• Cardiac bypass surgery• Manned fighters• Full service stock brokerage
• NEW
• Digital photography• Mobile telephones• On-line retailing• Distance education• Digital printing• Outpatient clinics• Endoscopic surgery• Angioplasty• Unmanned aircraft• On-line stock brokerage
Source: Clayton M. Christensen, The Innovator’s Dilemma, p. xxix.
Tomorrow Will Be DifferentYesterday Today Tomorrow
Ford Toyota Cherry
Department stores Wal-Mart Internet retail
Digital Equipment Dell RIM Blackberry
Delta Southwest, Ryan Air SkyWest, Air taxis
IBM Microsoft Linux
At&T Cingular Skype
Sony DiskMan Apple iPod Cell Phones
Source: Clayton Christensen
Environmentalism and Climate Change
• Companies need to go “green” to reduce waste, pollution, and water shortage.
• Those companies that go “green” early will establish a strong reputation and following. They will also save money in the long run.
Customer Empowerment and the New Social Media
• Who has the most market power?– Wholesalers– Manufacturers– Retailers– Customers
• What are the best new ways to communicate?– Blogs– Facebook, – Twitter– Linkedin– YouTube– Chat rooms– Rating systems (Edwards, J. D. Power, Rotten Tomatoes, Craig’s List)– Wikipedia
Political and Regulatory Change• Growth of social movements
– Unionization– Anti-capitalist groups– Environmental groups– Religious groups– Gay rights groups
• Political party shifts
• Regulatory interventions– Financial regulation– Anticompetitive regulation– Safety and health regulation
MARKETING’S LOSS OF EFFECTIVENESS
MARKETING will be less effective in the next few
years
MARKETING will be less effective in the next few
years
Marketing budgets will be lower
Marketing budgets will be lower
Companies will want marketers to do more with
less
Companies will want marketers to do more with
less
DISTRIBUTORS TRADITIONAL MEDIA COMPETITION SOCIAL MEDIA
NETWORKSPUBLIC
DISTRIBUTORS will demand more TRADE PROMOTION. This will leave less money for marketing research, advertising and consumer promotion for brand building and ultimately reduce brand equity.
Investors will then downgrade the stock. This will leave the company with fewer resources to prop up demand.
This is a VICIOUS CIRCLE
Traditional media such as TV 30-second spots, newspapers, etc., are growing LESS EFFECTIVE
Categories are so crowded with competitors that heavy price cutting will be UNAVOIDABLE
The public, in its wish to spend less, will be less inclined to pay higher prices for top brands where the quality differences are minimal. There is a strong shift to store brands and sub-brands. This means that top brands are overvalued and there may be a brand bubble.
Social media networks will play an increasingly influential role in shaping brand evaluations
You Need to Build Stronger Marketing into Your Company
• Old definition of marketing– “Act or practice of adverting and selling a product” (Random
House Webster Dictionary of American English 1997)
• New definition of marketing– “Marketing is the activity, set of institutions, and processes for
creating, communicating, delivering, and exchanging offerings that have value for consumers, clients, partners, and society at large.” (American Marketing Association, 2008)
• Offerings include products, services, experiences, places, persons, ideas, and causes.
MUST MARKETING BE RE-INVENTED?MARKETERS are
prisoners of an OLD PARADIGM
MARKETERS are prisoners of an OLD
PARADIGM
MARKETERS are operating in a TIME
WARP
MARKETERS are operating in a TIME
WARP
Companies aim to maximize profits
Company investors are more important than other stakeholders
Customers buy rationally to maximize value
Customers get most of their information from sellers and don’t talk to each other about
products
Don’t acknowledge the growing power of the customers
Don’t acknowledge the growing power of the customers
Don’t acknowledge the growing power of the channels and other
stakeholders
Don’t acknowledge the growing power of the channels and other
stakeholders
Don’t acknowledge the new social media world and their growing
social responsibilities
Don’t acknowledge the new social media world and their growing
social responsibilities
WE NEED TO….
You Need Two Marketing Departments!!
Most marketing departments are engaged in tactical brand-maintenance instead of brand-building.
Strategic marketing is missing in many marketing departments. Strategic marketing requires taking a 3-5 year view of the business.
SOLUTION
SOLUTION
Downstream Marketing
Downstream Marketing
Upstream MarketingUpstream Marketing
Markets TODAY’s Product Create TOMORROW’s Product
Five shifts:
•1st Shift - from creating marketing strategies to driving business impact.•2nd Shift - from controlling the message to galvanizing your network.•3rd Shift - from incremental improvements to pervasive innovation.•4th Shift - from managing marketing investments to inspiring marketing excellence.•5th Shift - from an operational focus to a relentless customer focus.
Company examples:•GE, Wal-Mart, Charles Schwab, Procter & Gamble, Burger King, Zappos, Best Buy and Dell
Involve Your Customers In Your Planning • Four ways to view customers:
– Purchasers of our product– Persons from whom we gain insight and with whom we can test
our planned products– Persons who Influence others to buy our product (net
promotion score NPS)– Persons who co-create product and communication ideas
• Company examples of co-creation:– Lexus invites customers to build their own Lexus by going to
www.Lexus.com and drawing from a complete package of available colors and options packages.
– Lego and Harley Davidson have welcomed their respective enthusiasts to participate in improving their market offerings.
– Doritos ran an online promotion urging fans to create 30-second spots for Doritos and post them for on-line voting to be picked to air in one of the three Super Bowl slots. The user-generated ad won the top spot at the 21st USA Today Super Bowl Ad Meter defeating ads made by professional agencies.
Market to All Your Stakeholders
• Our thinking has shifted from maximizing shareholder value to maximizing stakeholder value.
• Stakeholders include customers, employees, channel members, and investors.– Customers: They need a feeling of gaining superior value from your offering.– Employees: They need to believe in their company’s mission, vision and
values. – Channel members: They must believe that they are receiving equitable
reward for their contributions. – Investors: They need assurance that the company has a viable long run plan
for growth and continued profitability
MARKETING 1.0 vs 2.0 vs 3.0
Product-centric Marketing
Product-centric Marketing
Customer-oriented Marketing
Customer-oriented Marketing
Value-driven Marketing
Value-driven Marketing
Objective
Enabling Forces
How companies see the market
Key marketing concept
Company marketing guidelines
Value propositions
Interaction with consumers
MARKETING 1.0 MARKETING 2.0 MARKETING 3.0
Sell products Satisfy and retain the consumers
Make the world a better place
Industrial Revolution Information Technology New Wave Technology
Mass Buyers with Physical Needs
Smarter Consumer with Mind and Heart
Whole Human with Mind, Heart, and Spirit
Product development Differentiation Values
Product specification Corporate and Product Positioning
Corporate , Vision, Values
Functional Functional and Emotional
Functional, Emotional, and Spiritual
One-to-Many Transaction
One-to-One Relationship
Many-to-Many Collaboration
DeliverSATISFACTION
RealizeASPIRATION
PracticeCOMPASSION
ProfitAbility ReturnAbility SustainAbility
Be BETTER DIFFERENTIATEMake a
DIFFERENCE
Mind Heart Spirit
Mission(Why)
Vision(What)
Values(How)
INDIVIDUAL
CO
MPAN
Y
Values-Based Matrix Model
For SC Johnson, creating sustainable economic value means helping
communities prosper while achieving profitable growth
for the company.
Sustaining Values:SC Johnson Public
Report
We believe our fundamental
strength lies in our people.
MIND HEART SPIRIT
Promoting reusable shopping
bags
Base of the Pyramid
MissionContributing to the community
well –being as well as sustaining and protecting the
environment
VisionTo be a world leader in
delivering innovative solutions to meet human needs through
sustainability principles
ValuesSustainability
We create economic valueWe strive for environmental
healthWe advance social progress
S. C. JOHNSON VALUE-BASED MATRIX
Station Break!
Are there any companies that you love or would deeply miss if they went out of business?
Companies Americans Love
Amazon, Best Buy, BMW, CarMax, Caterpillar, Commerce Bank, Container Store, Costco, eBay, Google, Harley-Davidson, Honda, IDEO, IKEA, JetBlue Johnson & Johnson, Jordan's Furniture, L L Bean, New Balance, Patagonia, Progressive Insurance, REI, Southwest, Starbucks, Timberland, Toyota, Trader Joe's, UPS, Wegmans, Whole Foods.
The researchers found these “firms of endearment” to be highly profitable.
They also found eight characteristics common to these firms.
Characteristics of “Firms of Endearment”
• They align the interests of all stakeholder groups • Their executive salaries are relatively modest• They operate an open door policy to reach top management• Their employee compensation and benefits are high for the
category; their employee training is longer; and their employee turnover is lower
• They hire people who are passionate about customers• They view suppliers as true partners who collaborate in improving
productivity and quality and lowering costs• They believe that their corporate culture is their greatest asset and
primary source of competitive advantage.• Their marketing costs are much lower than their peers while
customer satisfaction and retention is much higher.
Action-Oriented KnowledgeSession One. How to deal with your company’s
major business challenges and opportunities.
Session Two. How to search for powerful new ideas and innovate successfully.
Session Three. How to improve your branding power.
Session Four. How to develop a superior company reputation through sustainability-driven thinking.
How Are You Planning to Grow Profitable Revenue?
• Efficiency– Finance and cost control become important (time and motion
studies)
• Acquisition– Finance becomes important
• Organic growth– Marketing and sales become important
• Innovation– R&D and technology become important
Innovativeness is a Capability
• Innovativeness is a capability; consider Sony and 3M.
• Innovation requires organizing three markets within the firm:
– An idea market
– A capital market
– A talent market
• The best innovations provide solutions to customer problems, not to the company’s product problems.
• Strong market-creating innovations have a long life and create market leadership.
Companies Need an Innovation Strategy
• There are four major types of innovation in business:– Product innovation– Service innovation– Marketing innovation– Business model innovation
• A company first needs to choose an innovation strategy.• The decision should include building an innovation culture
and providing funds for training, incentivizing, and rewarding.
• Each approved innovation project must have an innovation plan, budget, time line, and deadline.
• A high level executive manages the innovation projects portfolio, updates their status, shares with the CEO, and they make further decisions on extending or terminating.
Business Model Innovations
• Amazon and Kindle• Apple and iTunes• Barnes and Nobles bookstores• Dell computer• Ikea• Starbucks
Marketing Innovations• Incentive innovations
– Credit cards– Rebates– Zero-interest financing – Gift certificates– Coupons– Guarantees and warranties– Loyalty awards– Subscription selling (Book of the Month Club)
• Retailing innovations– Self-service stores– Self-checkout– Coupon feeds– Hypermarkets– Category killer stores– Differentiated stores with same chain (Best Buy)– Exclusive lines of merchandise (Target: Michael Graves, Martha Stewart)– Selling on TV (Home Shopping Network)– Selling on the Internet
• Producer innovations– Brand as a platform (Virgin, iTunes)– Customization
Source: Blue Ocean Strategy
Station Break!
How does your company go about getting new product and service ideas? What are the best sources of new ideas? Who is responsible for
collecting new ideas?
Sources of New Ideas• Scientists and Engineers
– Motorola and Philips
• Employees – Whirlpool, – Shell – Samsung
• Customers– Problems in present products– Dream products– Enthusiasts
• Other partners in the company network
CUSTOMER RESEARCH
Ethnographic Studies
Ethnographic Studies
In-store Observation
In-store Observation
Quantitative Surveys
Quantitative Surveys
Focus Groups/ Consumer
Panels
Focus Groups/ Consumer
Panels
NeuroScienceand ZMET
NeuroScienceand ZMET
In home & shopping trips
Orientation & Environment
Why do you buy?
Awareness, Attitudes, &
Behavior
Listening for insights & trends
Customer Research
Action-Oriented KnowledgeSession One. How to deal with your company’s
major business challenges and opportunities. Session Two. How to search for powerful new
ideas and innovate successfully.Session Three. How to improve your branding
power. Session Four. How to develop a superior
company reputation through sustainability-driven thinking.
There are so many brands in some categories that it is difficult to stand out.
The brand name may account for more than half of the brand value on the balance sheet.
Almost 70% of the market capitalization of such brands as Nike and Prada lie in its intangibles, especially the brand.
The former chairman of Quaker Oats said: “If the business were split up, I would take the brands, trademarks, and goodwill, and you could have all the bricks and mortar—and I would fare better than you.”
Marketers Have Lessening Influence in Shaping Their Brand Image
• Person-to-person conversations about many products can exceed the amount of communication under the company’s control.
• Thus a brand can be hijacked (see Alex Wipperfürth, Brand Hijack: Marketing without Marketing, New York: Portfolio, 2005).
• Four possibilities
– Everyone is talking negatively about the company.– There is no talk about the company– The talk is a mix of good and bad comments– Virtually all the talk is favorable
• Marketing 2.0 managers listened to the consumers’ voices to understand their minds and capture market insights.
• Marketing 3.0 is when consumers play the key role of creating the value through co-creation of product and service.
Your Brand Needs to Own a Word
• Mercedes - engineering• BMW - driving• Disney - family fun entertainment• Saturn - no hassle car buying• FedEx - overnight• Wal-Mart - low prices/good values• Hallmark - caring• Nike - performance• 3M - innovation• Volvo - safety• Starbuck - best coffee experience
A Brand Must be More Than a Name
• A brand must trigger words or associations (features and benefits).
• A brand should depict a process (McDonald’s, Amazon).
• A great brand triggers emotions (Harley-Davidson).
• A great brand represents a promise of value (Sony).
• The ultimate brand builders are your employees and operations, i.e., your performance, not your marketing communications.
Brand Asset Valuator Model
ENERGI ZEDDI FFERENTI ATI ON
The brand’s point of difference
Relates to marginsand cultural currency
ESTEEMHow you regard the
brandRelates to perceptions of quality and loyalty
KNOWLEDGEAn intimate
understanding of the brand
Relates to awareness and consumer experience
RELEVANCEHow appropriate the
brand is to youRelates to consideration
and trial
Leading I ndicatorFuture Growth Value
Current I ndicatorCurrent Operating Value
BRAND STRENGTH BRAND STATURE
Figure 2: BrandAsset ®Valuator Model
Score Your Brand (1 to 3)
1 2 3
Product Benefits Distinct Identity
Emotional Values
LEADING B2B BRANDING COMPANIES
•DuPont•Siemens•Bosch•General Electric•Saint-Gobain•UPS•FedEx•Tentra Pak•Microsoft•Caterpillar•IBM•Daimler•Michelin•Tata Steel•Morgan Stanley
The Brand Within the Brand:“Ingredient Branding“ or InBranding
Logos of Ingredient Brands
Find a Way to Brand These Commodities
• Chicken
• Cement
• Bricks“It is possible to brand sand, wheat, beef, bricks, metals, concrete, chemicals, corn grits, bananas, apples, aspirin, …”(Sam Hill, How to Brand Sand).
CAN YOU DESIGN NEW FEATURES FOR AN AUTO INSURANCE POLICY?
Creating genuine customer value: Progressive Insurance
Name Your Price lets customers customize their policy to fit their budget.
“ I want an easier way to see how I can meet my insurance needs at a great price.”
MyRate rewards lower risk drivers with lower rates.
“ I don’t drive a lot of miles, I’m a safe driver, and I’m not usually on the road late at night when accidents are most likely to happen. Since I’m less likely to be in an accident, shouldn’t I pay less for car insurance?”
Develop a Memorable Brand Slogan
• BA, “The World’s Favorite Airline” • American Express, “The Natural Choice” • AT&T, “The Right Choice” • Budweiser, “King of Beers”
WHAT DO YOU THINK OF THESE SLOGANS• Ford, “Quality is #1 Job”• Holiday Inn, “No Surprises”• Lloyds Bank, “The Bank that Likes to Say Yes”
• Philips, “From Sand to Chips”» “Philips Invents for You”» “Let’s Make Things Better”
HYPOTHETICAL STARBUCKS BRAND POSITIONING BULLSEYE
Consumer Target
DiscerningCoffeeDrinker
Consumer Insight
Coffee and the drinking
experience is often
unsatisfying
ConsumerNeed State
Desire for better coffee and a better
consumption experience
CompetitiveProduct Set
Local cafesFast food & convenience
shops
ConsumerTakeawayStarbucks
gives me the richest
possible sensory
experience drinking coffee
BrandMantra
Rich, RewardingCoffee Experience
FairlyPriced
Relaxing, rewarding moments
Responsible, locally involved
Rich sensory consumption experience
Varied, exotic coffee drinks
Fresh high quality coffee
24 hour training of
baristas
Green & Earth Colors
Siren logo
Caring
Contemporary
Thoughtful
Convenient, friendly service
Triple Filtrated
water
Totallyintegrated
system
Stock options/ health benefits
or baristas
What Should Your Measure About Your Brand’s Standing?
• Customer perceived value
• Customer satisfaction
• Customer loyalty
• Customer advocacy
• Customer co-creation
Action-Oriented KnowledgeSession One. How to deal with your company’s major business
challenges and opportunities.
Session Two. How to search for powerful new ideas and innovate successfully.
Session Three. How to improve your branding power.
Session Four. How to develop a superior company reputation through sustainability-driven thinking.
How Will Your Company Be Measured?
Indices now measure how well a company performs in the triple bottom line: profit, planet, and people.
The AIM:To encourage companies to improve their economic, environmental, and social impact on the society.
Company Approach
FTSE4Good Index Good companies work toward environmental sustainability, have positive relationship with all stakeholders, protect universal human rights, possess good supply chain labor standards, and counter bribery practices
Dow Jones Sustainability Index
Corporate sustainability as “a business approach that creates long-term shareholder value by embracing opportunities and managing risks deriving from economic, environmental and social developments.”
Goldman Sachs Introduce the GS Sustain Focus List, which includes the list of companies with sustainable practices
SUSTAINABILITY AND SHAREHOLDER VALUE
There is a link between corporate sustainability and strong share price performance. Companies that put more emphasis on
social and environmental impacts reported annual profit growth of
16% and share price growth of 45% while those from companies
that did not put a lot of emphasis reported annual profit growth of
only 7% and share price growth of only 12%. (Economist Intelligence, 2008)
Moreover, executives believe that the concept of sustainability is good for corporations in attracting consumers and employees and improving shareholder value.
Selling Sustainability to Investors
To convince shareholders, the company needs to provide tangible evidence that the practice of sustainability will improve shareholder value by creating a competitive advantage.
??SustainabilitySustainability
ProfitabilityProfitability ReturnabilityReturnability
The issue is to find a linkage of between
sustainability, profitability, and
returnability
THREE important metrics that can be quantified financially:
Improved cost productivity
Higher revenue from new market opportunities
Higher corporate brand value
(For details, see Marketing 3.0).
Serving the Bottom Third
Stretches disposable income by providing goods and services at lower prices.
Expands disposable income by providing goods and services not previously available for the bottom of the pyramid
Increases disposable income by growing the economic activity of the underserved society. Grameen Phone illustrates this.
Unilever’s Annapurna provides low price affordable iodized salt that is better than cheaper non-iodized salt.
‘House-for-Life’ program offering low-cost housing solutions
Nicholas Negroponte's XO and Nova netPC personal computers.
GlaxoSmithKline and Novo Nordisk providing new essential medicines.
Hindustan Lever’s Project Shakti which “employs” thousands of underprivileged women as its sales force to bring its products to rural consumers and provides them with significant disposable income
Wal-Mart Turns Green
Wal-Mart announced in 2005 that it will be a “good steward to the environment” and will spend $500 million a year to increase fuel
efficiency in Wal-Mart’s truck fleet by 25% over three years; reduce
greenhouse gases by 20% in seven years; reduce energy use at
stores by 30%; and cut solid waste from U.S. stores and Sam’s
Clubs by 25% in three years.
Critics see Wal-Mart’s move being mainly done for economic purposes—to save energy, save costs, and increase revenue from increasing demand for green products. This describes an “Investor Orientation.”
Timberland has a Green DNA
Timberland is a leader in the design, engineering and marketing of premium-quality footwear, apparel and accessories for outdoor consumers. It believes in “doing well by doing good.”
In shoes, Timberland uses recycled materials, non-chemical substances as much as possible, made in energy-saving factories. The label gives consumers information “about the product they are purchasing, including where it was manufactured, how it was produced, and its effect on the environment”.
Timberland gives back to communities. Under the Path of Service program, its employees have contributed over 200,000 total hours of service that benefited over 200 community organizations in 13 countries, 26 states and 73 cities.
To commemorate Earth Day, Timberland plants a tree on behalf of each consumer who spends $150.
Timberland has also done such things as offering $3,000 incentives to employees who purchase hybrid cars.
Other companies in this category are Patagonia, Whole Foods Market, Fetzer Vineyards, and Herman Miller.
Build a Strong Corporate Reputation:Why It’s Important
• Financial Community -> Supports Stock Value
• Employees/Recruits -> A Great Place to Work
• Communities -> A Good Neighbor
• Public Opinion - > Good Will • Public Policy Makers -> Access/Credibility/Influence
95% of CEOs from McKinsey-surveyed global companies believe that “society has greater expectations than it did five years ago that companies will assume public responsibilities.”
The Marketing Mindset• Your company and stakeholders need to embrace a market and customer-orientation.
• Your company needs a CMO who participates in formulating the company’s growth strategy.
• Your company needs to define its mission, vision and values as the starting point for its transformation to Marketing 3.0.
• Your offerings must touch the customer’s mind, heart, and human spirit if they are to win over the customer.
• Your company needs to practice the Triple Bottom-Line: Economic Value, Environmental Health, and Social Progress. This is the key to Profitability, Returnability, and Sustainability.
“Within five years, if you run your business in the same way as you do now, you’re going to be out of business.”
Philip Kotler