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a Being Radical
a Radical vs. Traditional Marketing
a Passion Rules !
a Ten commandments of Radical Marketing
a Case Studies
a Chemically, Radicals are §

 
  §
 § 
a 6rising from or going to a root or source; basic
a Departing markedly from the usual or customary;
extreme




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aHave tiny marketing aProfessional marketing
departments; passionate departments
missionaries
aDeeply skeptical of most aRely heavily on market
market research research

aMarketing plan based on aMarketing plans based

grassroots communication primarily on advertising
a The three fundamental characteristics are:
a Radical marketers have very  
   
îith a specific target audience
a Radical marketers tend to focus on 
 §
§
rather than profit-taking
a Radical marketers tend to be very 


 §  and are forced to make do îith
marketing budgets that are far smaller than
average
§  §  
J The CEO must oîn the marketing function
2 Make sure the marketing department starts
small and flat and stays small and flat
3 The CEO and Senior management regularly
interact in the market îith their customers
4 The marketing department uses market
research cautiously
5 The company hires only passionate
missionaries
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@ The company loves and respects

customers
7 Create a community of customers (e.g.
Harley-Davidson, the Grateful Dead

The marketing department rethink the
marketing mix
9 Celebrate uncommon sense­ Radical
marketers break the rules
J Be true to the brand ­ "Radical marketers
are obsessive about brand integrity, and
they are fixated on quality"
 

    
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J CEO oîns the marketing function î ¥ î

2 Small marketing department î î ¥

3 Face- to- face îith customers ¥ î ¥

4 Caution in market research î î ¥

5 Hire passionate missionaries ¥ î ¥

@ Love/ respect customers î ¥ î

7 Create customer community î ¥ î

Rethink Marketing Mix î ¥ ¥

9 Celebrate uncommon sense î ¥ ¥

J Be true to the brand ¥ ¥ î

a Ôn J949 , B66 + NBL= NB6
a The NB6 became the îorld·s most popular sport
after soccer Rule no.@
a Building & nurturing a deeply 

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îith it·s
fans & customers Rule no.9
a For Stern, the league îas a § §§not
simply a loose collection of individual franchises
a G§ §îith both sponsors & television
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Remain close to core customers
Maintaining relentless §
 

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Harvard Business Ônvolvement
Brand Extension Revieî (Rule no. J
(Rule no. J

Executive Education Deans serve as Kee ers

Program
Sha ing the
ore than JJ 6lumini Product
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Community
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Netîork is @ times larger Seeing World War ÔÔ as
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rograms, grabbing (Rule no.

market share
aking business
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a Voice quality enhancers
a Express Xourself
a One to one relation îith customer
a Tele- voting
a Electronic recharge
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model
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a Carefully planned strategy for success




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Service and competition
a
 
   : connection betîeen
customers and suppliers
a Streamlined asset base and loî inventory
levels
a Started selling via  

aNoî also at retail stores and dell exclusive
outlets
a Tracked order status via internet
a x  
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6ctivation of production process

Minimization of inventory

Revenue collection from customers

Payment to suppliers
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§ and supply
netîork
a 6dditional layer of customization through its
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customer as îell as supplier
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 to deliver value
5. CRM: proactive and pre-emptive
N=J, R=G
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7. Back to §  (e.g.: Body Shop

. Social media marketing
,
 §
 of product
J. Customer empoîerment
Traditional marketers îho pass
the tattoo test=
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© E TURN LEFT HEN THE
COMPETÔTÔON TURNS
RÔGHTµ

-Clyde Fessler
(Former Marketing head, H6RLEX D6VÔDSON