In pregatire, un nou post pe http://www.zanescu.ro/blog. Check it out later, today.
Updates from June, 2010
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Pe cat de ireal suna acest titlu, pe atat de adevarat este. Si de aceea, repet: beneficiarul principal al crizei din Romania este consumatorul. Asta este vestea buna. Vestea proasta vine acum: beneficiile se vor simti intr-un spectru de timp situat intre 12 si 18 luni. (More …)
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Interviu cu Sandy Vaci, Adjunct Senior Professor la CEU Business School - partea a doua
Robert ZANESCU
“why do so many managers readily blame people when things go wrong, instead of looking at the circumstances that could have caused it?” – Sandy Vaci.
Acest post este o continuare a interviului realizat cu Sandy Vaci, Adjunct Senior Professor la CEU Business School. In prima parte, publicata ieri, am discutat despre schimbarile pe care trebuie sa le facem pentru a evita greselile dinainte de criza, despre nevoile reale ale consumatorilor si despre simt de afaceri.
In randurile urmatoare, ultima parte a interviului realizat cu Sandy.
Robert Zanescu: Which was in your view a great sales experience that you’ve noticed recently (being exposed to personally or noticed in your research work)? Can you elaborate on the reasons why do you believe it was a great sales experience?
Sandy Vaci: It happened a few weeks ago at the Bucharest Marriott and was delivered by a person called Dan Martinas. (They are not paying me to say this, I actually collect and document these experiences so I can use them as examples!)
I arrived late and needed to make some small changes to my presentation for next morning. I stay at the hotel often, so Dan offered me free use of a PC in their Business Centre. This was already a nice touch – they acknowledged and thanked me for my patronage this way.
But the PC I got at the Centre did not work. Dan came over and started up another one for me. That also did not work. Apparently, all the PCs in the Centre were out of commission, awaiting some system upgrade. Although it wasn’t his fault, Dan personally apologized for this as if it was. He then personally took me up to the Business Lounge (normally reserved for those who booked a suite) and asked the attendant there to give me free access to one of their PCs.
Bad luck. All the PCs had the same problem there. Dan apologized again and offered help finding an internet café nearby to make my changes. He said he would have offered his personal laptop but didn’t take it to work. I told him not to worry, I make the changes in the office next morning and go and have a swim instead. Dan went away and within minutes a pair of slippers arrived in my room (for my trip to the pool), together with a free fruit basket and a personal note of apology from Dan, wishing me a good swim and a healthy snack after a healthy exercise.
I felt… delight. Interesting, isn’t it? At the end, I could not do what I wanted to. But I had an incredibly positive experience. Dan did not blame others. He truly represented his company. He did everything he could to help. And he finished it of with a truly unexpected touch that went beyond customer satisfaction, to customer delight. This is what I call creating a differentiating EXPERIENCE.
Now, you could say that this was service, not sales. But guess what? I return to Bucharest often for seminars, lectures, consulting. Different companies have contacts with different hotels. They would put me up at different places. With this single act Dan has bought my loyalty for years. I will always stay at the Marriott. I said earlier “sales is a higher level of service”. It is also true in reverse: “excellent service is the best sales there is!”
Which are in your view the top 5 abilities/skills that a Transnational Sales Manager should have?
First: Keeping a common sense towards people. Nobody gets up in the morning saying “I’ll go to work today to do a really bad job!” And nobody changes overnight. So why do so many managers readily blame people when things go wrong, instead of looking at the circumstances that could have caused it? Why do I hear so often “oh, yes, he (or she) used to be really good but he changed”? A manager’s job is to both ENABLE and motivate their people to greatness. Let’s look at ourselves first, what we could have done to create a winning environment before we lay the blame elsewhere.
Second: Ability to plan and measure activities and efficiencies which will lead to sales or profit, instead of measuring only profit or sales itself. We need to plan our way to success. We should not drive looking in the rearview mirror. Looking forward means managing the activities that will generate results. Tracking results alone is looking backwards. By the time I get the results there is nothing I can do to change them!
Third: Being “3-D”. I don’t mean being three dimensional. I mean knowing when to Delegate, when to Discuss and when to Decide. The worst decision is not making one, and not allowing others to make it either. This is even more important, and even more difficult, when managing across cultures. A real challenge for transnational managers!
Fourth: Having a good balance of creativity and discipline.
Fifth: Having humor and humility.
What about the Marketing Manager? Could you please enumerate the top 5 abilities/skills that a Marketing Manager should develop in order to keep up with a Transnational Sales Manager?
It’s probably too easy to say that they should have pretty much the same skills… So let me add two more. Then you can pick three you liked from the previous one and add these two to get to the magic five!
One: Ability to see marketing and sales as part of a continuum, not as separate disciplines.
Two: Willingness to understand the sales processes at work. This will allow the marketer to design better tools for the sales people, to treat every sales or service interaction as a marketing opportunity. A wonderful example comes to mind here. Back in Canada we wanted to get bank tellers (those employees who do cashier and transactional activities) involved in a retirement investment campaign. It was difficult. Their focus was reactive, to do what the customer wanted. Do it fast, do it well, don’t keep anyone waiting.
The solution came from one of our colleagues, who spent some of his time in branches and observed how things work in detail. Based on his suggestions we put a glass jar, full of $1 coins in front of every teller, on the customers’ side. There was a sign on it, facing the customer: “Take a coin if I did NOT ask you about our latest retirement savings options!” Then we told all our tellers that whatever money was left in their jar at the end of the campaign was theirs.
You should have seen the enthusiasm this generated. We had thousands of instant sales people, proactively asking every customer if they were willing to discuss their retirement needs with us. This kind of insight only comes from willingness to observe and understand how other areas do their work – then using the knowledge gained, creatively.
On that note, I guess I should add a third point after all: “of course, you should practice the above two skills while keeping your marketing mindset and professionalism”!
It was long said, “money makes the world go round”. If you were to find a replacement for this, what would you say for the post-crisis period?
I honestly don’t think it will change. And there is nothing wrong with that. Money does make the world go round. It is the oil in the engine. Problems happen when we focus so much on the oil that we forget it is only there to make the engine work. If you take the oil out, the engine will stop. But what do you do with a bucketful of oil if you no longer have a working engine to pour it into? All I would ask for is: PLEASE REMEMBER THE ENGINE!
Thank you Sandy for your time and looking forward to the workshops in Bucharest.
Sandy Vaci – Adjunct Senior Professor la CEU Business School (MBA Studies)
Despre Sandy Vaci
Sandy este in prezent Chairman of the Supervisory Board of the Credit Bank of Moscow si Partener la Leaders’ Den – o companie globala de consultanta cu sediul central in Marea Britanie. A publicat doua carti despre practici globale in domeniul vanzarilor la VRL. Un cetatean global, Sandy are ca baze ale activitatilor sale Toronto, Vienna si Budapesta.
Sandy va sustine in Bucuresti doua seminarii de vanzari in organizate de BUSINESS REVIEW.
“Global best Practices in Sales Management” este un semniar dedicat practicilor internationale de management al vanzarilor, practici pe care oricine le poate utiliza pentru a se proteja de efectele recesiunii si pentru a se pregati pentru viitoarea crestere economica.
“The Latest in Channel Innovation- A Practical Guide” este continuarea seminarului “Global best Practices in Sales Management” si va face o trecere in revista a practicilor internationale privind “controlarea unei relatii” in contrast cu “controlarea de active” in scopul cresterii veniturilor cu costuri mici si flexibile.
Mai multe despre seminariile pregatite de catre Sandy la Bucuresti pe site-ul BUSINESS REVIEW.
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Sandy Vaci – Adjunct Senior Professor at CEU Business School (MBA Studies)
“I believe selling, when done right, is a higher level of service.” – Sandy Vaci.
Cu cateva zile in urma am avut un blog post despre doua seminarii pregatite de catre Sandy Vaci, Adjunct Senior Professor la CEU Business School (MBA Studies): “Global Best Practices in Sales Management” (16 Iunie), si “The Latest in Channel Innovation - A Practical Guide” (29 Iunie).
In aceasta saptamana public o discutie avuta cu Sandy despre marketing, vanzari si despre customer experiences.
Robert Zanescu: Sandy, we’ve met at Raiffeisen Bank (you contributed decisively to my hiring decision there as Marketing Director back in 2002, and I say thank you again for this). You were a top ranked Executive at Raiffeisen International, the owner of 15 network banks in Eastern Europe. Now, you became and “academic”. Knowing you as a man that seeks challenges, I cannot start by not asking, what challenges, what hurdles do you have in front of you in your new role?
Sandy Vaci: Being an “academic” gives me wonderful challenges and opportunities in many areas. First, I can develop new managers and share my knowledge. This is something I always enjoyed doing in the “industry”. Second, I get to work with lots of interesting, different companies. I see interesting issues in different industries and work with different people to help solve them. Obviously, I could not do this while working for any specific company. Finally, I get a chance to “blow up management myths”. And without getting fired for it! There are so many fads going around at any given time. Being able to expose them, and learn from this, is great fun. Again, this is hard to do while working in the industry. Your boss may believe too strongly in them…
As for the hurdles, the first one was getting accepted in academia, as someone coming from industry. Luckily, both CEU and MSM (Maastricht School of Management, just opening in Romania) decided to give me a chance. I owe them big thanks for that. The second hurdle is handling the academic bureaucracy which I am not used to. But it’s a small price to pay for doing something I really like.
You are very active in many fields, you teach, you are playing a role in the management board of a bank, you write books. Do you have more than 24 hours in a day? How do you manage your time, is there life after work?
It’s not as bad as it looks. I enjoy everything I do, so that makes it easier. And my board job is actually at the Supervisory board level, which is easier than a full time Management board job. All of that still leaves me time for my wife, for friends, concerts, hikes… and renovating our house. And I like to keep 25 to 30% of my time available for “last minute opportunities” like consulting requests, conference invitations and the like.
My marketing mantra is: “marketing is selling to as many people, as frequent as possible, as profitable as possible” and as a marketeer, I do believe that nothing happens unless someday sells something to somebody. Sandy, your experience spreads over marketing and sales roles in companies that were and are very aggressive on the market. Your current class at CEU Business School is “Transnational Sales Force Management”. You run sales workshops. Our appetite for sales and our consumers delight in buying ended up in quasi-general consumption crisis. What changes should we do in our approach? What really went wrong? Shall we aim towards a transformation of consumers into shoppers (sell them more commodities, rather than brands)?
Wow! That’s a lot of questions in one. Yes, I believe that there is a level of “over-consumption” in some parts of the world. But I think the current crisis is more of a financial one that ended up infecting “real industries” than anything else. And I have my own mantra for how it could be (or should have been?) dealt with.
If someone is trying to sell me something complex I always need to understand it before I buy. If they cannot explain it in simple terms which I understand, I don’t buy. And I always want time to decide. If they push me to give an answer on the spot, my answer is always “no”. Think about it: would we have got into this mess if regulators and consumers had followed these rules when banks tried to sell them those overly complex financial deals that exploded later?
Now, for sales. I believe selling, when done right, is a higher level of service. Good sales is not shoving down something someone’s throat that he doesn’t want. Good sales is understanding the person’s real needs and offering the best solutions for them. My belief is that the world is moving in the opposite direction of what you mentioned: away from selling commodities.
There is a theory about “experience based economy” which says that we keep moving from “resources” to “goods” to “services” to “EXPERIENCE”. Think of cows as “resources”, a cut of meat as “goods”, the steak dinner at a restaurant as “service”. When a restaurant differentiates itself based on its ambience, based on how you feel there – that is creating an “experience”. As we move from the early resource based economies through goods to services and beyond, each new stage turns the offers of the previous ones into commodities. They are differentiated mostly on price, while I differentiate myself by better satisfying consumers’ real needs.
So to me the challenge is to find out what experiences people want and REALLY target our efforts towards satisfying those. I believe this will be the real challenge for both marketers and sales professionals in the coming years. That is what being “consumer centric” should mean. Of course, smart businessmen (and women) will then try to build brands around these “experience offers” to give them a sustainable advantage. I see nothing wrong with that.
Banking industry is among the most hurt ones in the current environment and retail sales have gone from bad to worse. Steven van Groningen, the CEO of Raiffesen Bank Romania says on his blog that “NO CONFIDENCE, NO BORROWING. Consumer confidence fell more in Romania than it did in the EU and other CEE countries. Not only did it fall more, it also remained lower for longer and is still low today.” What would you recommend to a retail bank sales force management to do in such harsh environment?
First of all, understand and focus on the real needs of your customers and prospects. Try to address their needs, instead of feeling depressed because you are not allowed by your Credit department to sell them loans. For example, borrowing is one way to satisfy the need for decent housing by buying a new home. But you are not allowed to grant a large loan. So what about suggesting saving up for a larger downpayment? (And offering a savings product to do so.) Or renovating with a smaller renovation loan? How about taking a loan for a longer term with lower payments to make it more affordable, or actually suggesting that they borrow some of the money needed from family, so that the bank can give them the rest?
Second, keep in contact with your best customers and continue to delight them with service. You need to preserve your ability to sell them something in the future. That means keeping their trust, staying top of mind for them.
Third, try to make sure your bank helps them if they have credit problems. This is not simply being nice and being customer centric. It makes hard nosed business sense. Rule number one of cross selling is: “like to like”. Tobacco companies sell their brands to those who already smoke. Beer companies sell beer to those who are allowed to drink and already do so. Banks can only sell credit to those who are not afraid of it. If your customers have bad experiences with borrowing they will think very hard the next time before they ask for a loan. If you don’t help them today, you will lose them tomorrow.
Continuarea interviului cu Sandy Vaci in blog post-ul de maine.
Despre Sandy Vaci
Sandy este in prezent Chairman of the Supervisory Board of the Credit Bank of Moscow si Partener la Leaders’ Den – o companie globala de consultanta cu sediul central in Marea Britanie. A publicat doua carti despre practici globale in domeniul vanzarilor la VRL. Un cetatean global, Sandy are ca baze ale activitatilor sale Toronto, Vienna si Budapesta.
Mai multe despre seminariile pregatite de catre Sandy la Bucuresti pe site-ul Business Review.
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Daca ati facut cumparaturi repetate la Kaufland in ultimele luni, ati remarcat desigur o intrebare ce revine de fiecare data cand casiera inchide casa de marcat si va inmaneaza restul si chitanta: “a fost totul in regula in magazin?”.Sursa acestei intrebari este departamentul de marketing al Kaufland iar obiectivele celor de la marketing sunt urmatoarele:
- vor un feedback imediat despre nivelul de satisfactie al clientului (sunt sigur ca solicita declaratii cu privire la raspunsuri frecvente ale clientilor);
- vor sa induca clientilor ideea ca magazinul este interesat in a furniza un nivel superior al calitatii serviciilor in spatiul de vanzare catre consumatori;
- vor sa “descurajeze” eventualele plangeri ulterioare ale clientilor. Oamenii au un comportament consecvent in general. Daca au declarat un lucru in mod public, le este destul de greu sa revina asupra acelui lucru. La fel se intampla si cu clientii Kaufland: daca la casierie au raspuns mecanic ca “da, e in regula” (cei mai multi fac asta dintr-un reflex uman – ai petrecut 30 de minute intr-un magazin plin de oameni, ai facut slalom printre rafturi, ai asteptat 10 minute la coada la case, iar tot ce vrei este sa iesi odata de acolo si sa iti vezi de drum), atunci le va fi destul de greu sa revina si sa mearga la punctul de informatii pentru clienti si sa se planga ca a fost foarte frig in magazin in zona alimentelor congelate.
Indiferent de obiectivele departamentului de marketing, pe mine ma deranjeaza intrebarea pusa la casieriile Kaufland: “A fost totul in regula in magazin?”.
In primul rand ma deranjeaza felul in care este adresata aceasta intrebare: denota o lipsa de incredere si interes clara a casierelor in raspunsul primit de la client. E doar un gest reflex, o indatorire de serviciu obisnuita. Performanta lor este evaluata pe baza unor criterii total diferite: ele sunt responsabile de viteza de prelucrare a a tranzactiei, de precizia in furnizarea restului, samd. Alte persoane si departamente sunt responsabile de calitatea serviciilor in magazin. Faptul ca departamentul de marketing forteaza un angajat platit cu 650 de RON lunar sa se implice in colectarea si prelucrarea unor raspunsuri fundamentale pentru esenta brandului Kaufland, mi se pare prea mult.
Si nu in ultimul rand, structura intrebarii este ciudata, cel putin. Cum poti sa iti dai seama daca a fost totul in regula in magazin? Raspunsul meu, invariabil, este: “Nu stiu, nu am avut timp sa verific totul; eu am venit doar la cumparaturi”.
In rest, ieftin si bun!
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Pe http://www.manafu.ro un link foarte util catre “The Razorfish Outlook Report 2010″.Un paragraf extras din acest raport:
New ways to think about media investments
The media department’s job has changed. In the past, media was a job focused, in part, on the purchase of media. While that is still true today, the growth of social media in particular has altered the role of media’s relationship with content providers and creators. And it also requires advertisers to rethink their definitions of what “media dollars” really means. Increasing one’s investments in “earned” and “owned” media means radically shifting how those dollars are spent. Rather than going directly to media companies, dollars need to flow to content creators, social media strategists, community moderators, etc. We can still view the connection between marketing investment and customers similarly — a communication connection with consumers that results in an interaction, whether that is a sale or a more positive impression of the brand — but passive spending on media is quickly becoming a thing of the past.
Capitole din raport care mi-au placut in mod special:
- How to Become a Social Brand (Six Steps to Realign Your Marketing Around Social Media)
- One-to-One Marketing to the Masses (How Can YouExtend Personalized Communication Beyond Your Existing Customers?)
- Retail Therapy (A Guide for Building Shopping Experiences Around Today’s Consumer)
- The Fragmented Consumer (Creating Sustained Engagement Amidst the Chaos)
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Acesta este crezul meu. Aceasta este religia mea.
Iar atunci cand oamenii care au contribuit la convertirea mea sunt in oras, simt nevoia sa impart aceasta bucurie.
In curand vor avea loc doua seminarii tinute de un profesionist in marketing si vanzari, un leader de exceptie, Sandy Vaci. Am avut ocazia sa lucrez cu Sandy la Raiffeisen Bank si pot spune ca si acum, ideile si principiile sale de business (marketing si vanzari) sunt o sursa de inspiratie in activitatea mea profesionala.Cele doua seminarii urmatorul outlook:
Global Best Practices in Sales Management
This one-day seminar will focus on international sales management practices that everyone can use to defend against the effects of the current recession and prepare for the coming upturn.The seminar will cover topics such as:
- How can we quickly diagnose if we have the right sales set up? How to identify the key improvement areas and what we need to do first? How to plan the best reactive and proactive sales processes?
- Sales force improvements – how to plan and track performance using “leading indicators”? How to “guarantee success”?
- What should be the main business requirements for a cost efficient CRM system? What business alignments do we need and what benefits can we plan for? How?
The Latest in Channel Innovation – A Practical Guide
This one-day seminar is a follow up to the previous “Global best Practices in Sales Management” event. It will review international practices that focus on “owning relationships” instead of “owning assets”, to drive revenues with flexible, low cost set ups. It will give practical guidance for their integration into existing set ups and detail execution issues and their solutions.
The seminar will cover topics such as:
- Is it a channel or is it a business? Does it matter and why?
- What are the key issues of channel evolution and channel integration?
- What are the main rules for profitable channel development?
- How to own revenue generating relationships instead of expense consuming channel assets?
About Sandy Vaci
He has over 30 years international experience across 50 countries on 4 continents with Procter & Gamble, Citibank, Raiffeisen International, Neilson / Cadbury and The Royal Bank of Scotland, among others.
He is currently Chairman of the Supervisory Board of the Credit Bank of Moscow and Partner, Board Effectiveness Practice, at Leaders’ Den – a UK based global consultancy.An internationally quoted presenter and advisor, he is the author of two books on global best sales practices, published by VRL in London, UK. Sandy is a “global citizen” with three home bases: Toronto, Vienna and Budapest.Mai multe detalii despre evenimente la:
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Mesaj catre directorii generali: marketing in linia intai sau cum sa vinzi cat mai mult si sa faci si bani din asta.
Robert ZANESCU
In vremuri tulburi, cand conditiile economice sunt incerte, prima masura aplicata de managerii unei companii este de a taia din costuri. Din tot, cate putin, sau mai mult. Atat timp cat taierea costurilor este pe buzele si pe agenda fiecarui membru al echipei de management si nu numai, lucrurile merg intr-o directie buna – aceasta este mantra repetata la nesfarsit de membrii marcanti ai consiliilor de administratie, oglindind perfect obsesiile CEO-ului.Putine companii au inteles ca banii vin nu din reducerea de costuri, ci de la clienti (pe termen scurt si lung). Ceea ce inseamna ca in linia intai trebuie sa fie departamentul de marketing si nu cel financiar. Departamentul financiar traieste si respira “trecutul” unei companii. Nu poti dezvolta o afacere, nu poti creste baza de clienti decit daca in transee se afla departamentul de marketing.
Marketingul inseamna sa vinzi cat mai mult, la cat mai multi oameni, cat mai des posibil si cat mai profitabil. Multe organizatii, fie ele intreprinderi mici si mijlocii sau corporatii multinationale au uitat insa acest lucru si in goana lor pentru optimizarea de costuri au scapat mingea in afara terenului: actiunile lor de marketing seamana a exercitiu financiar facut intr-un colt de masa in Microsoft Excel.
Traim o perioada pe care as denumi-o “perioada consumatorului constient”, constient din ce in ce mai mult de valoarea banilor sai si de ce inseamna viata sa cu adevarat. Avem de a face cu o schimbare a cadrului de referinta. Vorbim de o prioritizare mai buna, constienta, a atentiei pe care acest consumator o da informatiei despre produse primita din piata. Consumatorul nu mai cauta “afluenta aspirationala” ci vrea performanta. Si cel mai important: consumatorul nu vrea lucruri ieftine: vrea pret si calitate.
Eliberati departamentul de marketing! Trimiteti-va oamenii de marketing in linia intai, aruncati-i in lupta! Este momentul pentru a intelege din nou ce inseamna valoare pentru consumator si nu doar preturi mici. Este momentul pentru face intreaga organizatie sa traiasca si sa vibreze la fiecare interactiune cu clientul. Este momentul in care marketingul trebuie activat 360. Investitia in marketing si in consumator este cea mai profitabila investitie pe termen scurt si lung si trebuie aplicata indiferent de ce se intampla in economie la un moment dat.
Cum sa vinzi mai mult si cat mai profitabil cu putinta? Asigurati-va ca marketingul si echipa de marketing are un rol mai mult decat functional in companie. Asigurati-va ca actiunile de marketing nu au caracter sporadic, episodic ci sunt continue, integrate si foarte important, MASURATE.
Atentie la joc. A inceput repriza a doua, si nu se joaca prelungiri.
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Saptamana ce tocmai s-a incheiat mi-a dat ocazia sa observ derularea unui eveniment extrem de important in viata politica a unei tari: demisia unui guvern prin persoana primului ministru si nominalizarea unei alte persoane pentru pozitia de sef al guvernului. Nu va bucurati, nu este vorba de guvernul Romaniei, ci de cel al Marii Britanii.
Demisia guvernului Gordon Brown in Marea Britanie si nominalizarea lui David Cameron de catre Regina pentru formarea unui nou guvern mi s-a parut nu doar un exercitiu democratic ce “respira” traditie, consecventa si continuitate, dar si un exercitiu democratic pregatit, repetat si derulat dupa cele mai stricte reguli de marketing in general si marketing politic in special.
Discursul de demisie al lui Gordon Brown tinut in fata Downing Street 10 si discursul de acceptare al nominalizarii ca sef al guvernului livrat de catre David Cameron la aceeasi adresa cu numai 90 minute mai tarziu (da, atat dureaza in Marea Britanie demisia si nominalizarea unui sef de guvern) reprezinta un model de constructie a unei prezentari ce stabileste clar, fara echivoc, baza unei actiuni politice. De remarcat alaturi de constructia mesajului si modalitatea de livrare. Tonul, ritmul, accentele, enumerarile si pauzele sunt un ansamblu coerent si eficient.
Mi-as dori sa vad cat mai multe mesaje pregatite si livrate astfel in mediul nostru economic, si poate si in mediul nostru politic. Da, sunt optimist. Sau poate doar visator?
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Discursul lui Benjamin Zander (Benjamin Zander at TED) mi-a sugerat urmatoarea legatura: rolul unui om de marketing este in multe aspecte similar cu rolul pe care il are leaderul unei organizatii. Ambii trebuie sa fie capabili sa trezeasca perspectiva “posibilitatii” in oameni. Primul, lucreaza cu clientii companiei, ultimul, cu angajatii companiei.Omul de marketing are o misiune complexa si tinta este in a oferi o experienta completa pentru consumatori. Perspectiva “posibilitatii” inseamna “fericirea” pentru consumatori in cazul unui om de marketing in domeniul bauturilor carbogazoase (Coca-Cola). Sau “creativitatea” in cazul unui om de marketing in domeniul IT (Apple).Perspectiva “posibilitatii” merge dincolo de pozitionarea clasica. Este o arhitectura de comunicare care traverseaza mixul de marketing si care se ancoreaza in punctele de interactiune cu consumatorul.Revenind la discursul lui Benjamin Zander. Va recomand sa alocati 20 de minute si sa-l urmariti. De ce? Pentru ca Benjamin Zander inspira audienta nu numai prin muzica ci si prin pasiunea lui in a descoperi experiente, posibilitati si noi legaturi.
