Top 3 traits identified :

1. Customer Insight Ability : “Ability of marketer to navigate a customer who is connected globally and still deliver something that is relevant contextually”
2. Scenario Planning : Scenario forecasting. Predict what future scenario you are in and market accordingly.
3. Training : How do we train people to Forecast futures and build towards realizing them as opportunities/ neutralizing them as threats

When marketing to them, know that growing up is a gradual process. If you want them to be long-run consumers of your products you must accommodate them:

• Be responsive
• Be friendly
• Be balanced
• Be serious, and think ahead

To conclude, think about people first and not platforms. Before crafting out the strategy, think :
– What are my audience;
– Who is consuming my products;
– Who is consuming my competitors’ products;
– What are they doing;
– Where do they hang out at the digital space;

3 tips to make big data:
1. Identify which type of marketer you are
– Leader/planner: focuses on market performance optimization
– Customer relations: focuses on cross-channel market optimization
– Digital marketer: focuses on digital market optimization
– E-commerce: focuses on customer experience management
– Merchandising and sales: focuses on market mix optimization
2. Define framework to help map out key focus area(s)
3. Identify, what is the gap between brand image and on-ground execution

• The skill sets of marketers’ talent is something we need to cultivate
• Logic
• Magic [creative]
• Commercial

•  What are your compelling strategies
• What is the retailer’s needs?
• What is the end looking like?
• How do you create the perfect store?
• What are the gaps in our insights?

Three driving forces that CMOs need to be aware of moving into the future:

1. Predictable trends in the market place
2. Uncertainty about the future of marketing
3. Changing role of the C-Suite

• For an FMCG company Marketing leads the innovation agenda as at the end of the day it has to be consistent with brand strategy to serve the consumers in a “branded” way.
• For a global organization it is important to have a “innovation” strategy and have key metrics to measure yourself against that strategy (eg : what is the turnover expected from innovations, what are the quality metrics)
• It is important to organize to deliver innovation quickly into the market. The role of marketing is central is central to this. Clear roles and responsibilities needed for each part of the marketing organization
• Quality of innovation process and rigor in testing is very important for Big innovations. This helps to make the right investment decisions in the organization
• The challenges that exist are : Number and timing of innovations. Rigor in ROI measurement. Marketing getting stretched to project management. The “internal selling” of the innovations to ensure bigness in execution.

What differentiates IBM also differentiates IBMers. Our corporate character is aligned with out values. If Coke is “Happiness in every bottle”, then it is ‘Progress’ that defines us

• Different models in China and India
• Learnings about Speed and Scale in China
• Size and Scope are attractive in China, BUT..
• Manufacturing hub to consumption hub
• China – finding right partners important
• India – corrupt but friendly to foreigners
• China: 1st in growth and profitability
• India: low awareness and brutally price sensitive