What’s my differentiation? Hagel urges marketers to identify ways to differentiate in
a meaningful way that avoids confrontation with competitors. That requires a deep
contextual understanding of the target market and how it and its needs evolve and will
evolve. Differentiation has always been critical, but what is different now is the vast
array of choices that people face. Hagel also warns marketers against superficial dif-
ferentiation via features and to include experiences and/or help customers achieve self-
actualisation or self-transcendence (Almquist et al., 2016).
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How can I maximise my leverage? Hagel, here, is referring to the increasing imperative
of doing more with less: ‘the real power of leverage can only be realized in dynamic
ecosystems where the focus is on how to build relationships that help all participants to
learn faster by working together’. Delivering more with fewer resources can itself be a
differentiator.
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How will we measure success? Here, Hagel is not merely referring to financial KPIs but
critically softer, qualitative ones such as customer churn rate or how long it takes to
introduce new offerings. For example, marketing analytics and consumer insight allow
ideas to be tested very quickly. He further clarifies that ‘the real question is the relative
trajectory of performance. How rapidly are we improving on relevant metrics relative
to others in similar arenas?’ (Hagel, 2016)
Sarkar and Kotler’s ‘ecosystem marketing’ concept reinforces the influence of ecosystems
in strategic marketing thinking. They see its advantages as being:
●
it accelerates the time to market/value;
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it positions the company effectively vis-à-vis its competitors;
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it improves the efficiency of marketing campaigns;
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it improves visibility and awareness with key stakeholders;
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it helps establish category leadership.
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