Peter Fisk

Download summary of Peter Fisk’s Thinkers50 European Business Forum Preview

https://www.slideshare.net/geniusworks/thinkers50-ebf-preview-events-with-peter-fisk-march-2017-summary

Business leaders need a new mindset to win in today’s world.

Explore the changing world, learning from the most innovative companies, and a sneak preview of the best new ideas to explore at the Thinkers50 European Business Forum on 9-10 May in Odense. The preview events are:

• 15th March, 0800 – 0930: Ålborg with Væksthus Nordjylland
• 15th March, 1200 – 1330: Århus with KromannReumert
• 15th March, 1500 – 1630: Kolding with Deloitte
• 16th March, 1200 – 1330: Lederne in Copenhagen with Deloitte
• 16th March, 1700 – 1830: Tivoli Gardens, Copenhagen with IDA
• 17th March, 0900 – 1030: Copenhagen with KromannReumert
• 21st March, 1700 – 1900: Stockholm with Deloitte

Markets of relentless change, exponential technologies, social and political uncertainty, challenge every business leader. Ideas can change the world, but making sense of this change, and making new strategies happen is not easy. In fact, everything you learn’t at business school has probably changed.

In this fast and inspiring CEO briefing, bestselling author Peter Fisk will help you explore:

• How the world has changed for you – and how to find the best new opportunities for growth. West to East, big to small, human and technologies, big data and imagination.

• Who are the world’s most innovative companies – and what you can learn from them. Alibaba and Buzzfeed to Hyperloop and Xiaomi, shaking up every market right now.

• How you can change your game – transform your business, your market, and leadership. How can you lead like Elon Musk, harness the new possibilities and drive exponential growth?

• What are the 50 best new ideas in business – learning from today’s top business gurus. Strategy beyond competition, organisation without hierarchy, progress above profit.

Peter will finish by explaining why you should be at The European Business Forum in Odense on 9-10 May, two incredibly exciting days together with many of Europe’s business CEOs …  including the world’s #1 thinker (Michael Porter), #1 leader (Lars Rebein Sorensen), and #1 coach (Marshall Goldsmith).

“The Davos of Business Thinking” for Europe’s Business Leaders. 9-10 May 2017 

The European Business Forum brings together Europe’s top business leaders and the world’s top business thinkers to explore the big issues and best ideas in business, to build new relationships, and inspire winning leadership:

• What is the new agenda for Europe’s business leaders?
• How to drive smarter innovation and faster growth?
• Where to focus today, to win in the future?

Markets of relentless change, exponential technologies, social and political uncertainty, challenge every business leader. Ideas can change the world, but making the right choices is not easy. To help us, we bring together:

• The world’s #1 business thinker, Professor Michael Porter
• The world’s #1 business leader, Lars Rebien Sørensen
• The world’s #1 leadership coach, Marshall Goldsmith

Odense, birthplace of Hans Christian Andersen and one of Europe’s new tech hubs, is a perfect place to create the future. We call it “the Davos of business thinking”, two days of the very best ideas, business networking, and focus on practical action.

• Inspiring thinkers from top business schools, including Harvard and INSEAD
• The Odense Moonshot, the big ideas to shape business in 2018 and beyond
• Exponential Lab, how to lead for exponential growth by Singularity University
• 2017 European Business Lecture, setting the agenda for business in Europe.

Thinkers50 curates the world’s best management ideas, constantly looking for the new, disruptive, practical concepts that transform business and markets, to drive innovation and growth, through better organisations and the best leadership.

• Creating a bold new agenda for business, from new technology to social progress
• Making sense of the new order, migration and populism, robots and humanity
• The best new approaches to strategy, innovation, projects and leadership

This is no usual event. It will be stretching, provocative, interactive, collaborative, and inspiring. Key speakers include:

• Michael Porter, world’s #1 business thinker, Harvard professor of strategy
• Lars Rebien Sørensen, world’s #1 business leader, former CEO of Novo Nordisk
• Marshall Goldsmith, world’s #1 leadership coach, and author Triggers
• Rita McGrath, the world’s leading growth expert from Columbia University
• Yuri van Geest, from Singularity University, author of Exponential Organisations
• Erin Meyer, professor at INSEAD business school, author The Culture Map
• Jonas Ridderstrale, author of Funky Business, Sweden’s provocative academic
• Mark Esposito, Harvard strategy professor, on entrepreneurship and innovation
• Antonio Nieto-Rodriguez, GSK, and the world’s top project management expert
• Mona Hammami Hijazi, director at the Office of Strategic Affairs, Abu Dhabi
• Alexander Betts, understanding the changing world, from Oxford University
• René Carayol, leadership expert, coach to global CEOs, author of Spike!
• Alf Rehn, Finnish academic disrupting our world view with humor and vision
• Peter Terium, CEO of German utility RWE, on making change happen
• Deborah Rowland, leadership and change coach, author of Still Moving
• Peter Fisk, forum host, innovation and growth expert, author of Gamechangers
• Stuart Crainer and Des Dearlove, Thinkers50 founders, curating the best ideas

“You pressed a few buttons and suddenly you’re Estée Lauder?”

I had been acting a bit cocky after having crafted a new, never-before-seen color via the cosmetics startup Finding Ferdinand, which produces custom-made lipstick shades. I selected a good chunk of fuchsia, a bit of cranberry, with just a hint of mauve. And behold, I gave life to a new shade of lipstick! I am an original. A creator. A genius, really. I had to give my color a name. I went with “The Seduction of John Stamos.”

It was quite a simple process: Finding Ferdinand sends a lip palette in the mail, which you use to mix your preferred shade. Then, you submit a rough estimate of the colors through the company’s website, which allows up to 65,000 color combinations.

It might be just a beauty product, but I felt powerful, like I owned that cosmetic.

“Beauty is a very personal thing,” says Finding Ferdinand founder Nhu Le. “People don’t want to be told. They want to choose what looks good.”

As Le sees it, customization is what today’s consumers desire of all industries, not just cosmetics. “There’s definitely a subset of the market that wants customization, especially with millennials and the ‘selfie generation,'” she says. “They want to dictate what’s [personally] looking good.”

Finding Ferdinand is particularly popular with panicked women who discover their favorite shade is being discontinued, as well as brides who demand their bridal party wear the same exact lip color. The company has grown 150% annually in the last three years and has plans to extend into into eyeshadow, blush, and face products. Currently, Finding Ferdinand produces 10,000 units roughly every four months, but it can handle hundreds of thousands of units through its various factories, should there be consumer demand.

Finding Ferdinand customers can choose among 65,000 possible colour combinations:

https://www.youtube.com/watch?v=-0WwcgsptEY

Consumers are savvier than they used to be, says freelance beauty expert Bahar Takhtehchian. With access to information about every product on the market literally at their fingertips, the public expects record highs of satisfaction. “There is a need to innovate with that in mind,” Takhtehchian says. “Not everyone has the same color skin… It makes sense that companies are stepping outside the box and responding to people’s needs.”

The ability to compose a unique product versus pacing a store floor has inspired a new generation of startups to take aim at the beauty industry. These companies are reimagining how we purchase everything from nail art to hair products.

MatchCo is an app that turns the iPhone video camera into a colorimeter to determine a customer’s skin tone. The company’s technology can blend a perfect color within minutes from its Santa Monica fulfillment center.

Founders Andy Howell and Dave Gross, who share a background in launching customization programs for companies such as Nike, Reebok, and Zazzle, saw how important a perfect color match was to customers. “We’ve essentially built a search engine for makeup with a self-improving algorithm,” says Gross. “We have now collected what we think is the largest database of skin colors.”

While many of their competitors match a customer’s skin tone to an existing product line, MatchCo creates a hue unique to the customer’s specific coloring. “This is not one of 110 colors; this is your color,” Howell says. “Since we started, we’ve never blended the same color twice.”

The company may rely on high-tech software, but its philosophy is old-school. It’s the same approach that once gave us bespoke Louis Vuitton suitcases.

“We believe [customization] is the new form of luxury, which is really a return to the old form of luxury in the idea of having something made just for you,” Gross says. “Except with using technology, we’re able to scale that and address a much bigger market and make it accessible to more people… The phone is uniquely positioned to be at all places at all times—that’s a huge opportunity.”

Since its January 2016 launch, MatchCo has been downloaded over 100,000 times and fulfilled thousands of individual orders. Its list of investors reflects the intersection of tech and beauty, including former Kiehl’s president Jami Morse Heidegger, Clarisonic president Jack Gallagher, and Silicon Valley investor George “Skip” Battle of Netflix and LinkedIn. The young company plans to build new manufacturing plants as close as possible to growing areas of customers, such as Dallas, in an effort to limit shipping time. Eventually, it hopes to expand into retail to let people see how the magic happens.

Howell and Gross initially thought the service would interest a younger, more tech-focused audience, but a good majority of orders come from women in their 30s and 40s, all the way up to the 60s. These are busy women who don’t enjoy the paralyzing paradox of choice and endless hours of testing at beauty stores. Now they not only get a bottle quickly, but it’s also a perfect fit.

MatchCo’s app blends a custom foundation color via a few simple iPhone scans:

MatchCo intends to serve all women, but it is specifically focused on addressing a sensitive issue within the beauty industry: diversity. The founders witnessed satisfied customers cry upon learning they no longer had to spend their lives blending two colors together or tending to a drawer full of unused foundation that didn’t match their skin. “It was a motivational factor for us,” Gross says.

The way Howell sees it, no customer should have a product that almost matches them. “No one should ever say your makeup looks great,” he says. “They should say your skin looks great.”

Industry giants are catching on. Lancôme released a custom-made foundation service called Le Teint Particulier, which is currently available in 11 Nordstrom locations. It too uses patented technology to scan your complexion, but the difference lies in the personal attention you receive thereafter. Since not every woman wants to wear her exact match—some prefer to look tanner, or warmer, or lighter—a brand representative tweaks the product to the client’s liking.

It’s an involved experience that, as Rosemarie Cirminiello, VP of Learning of Lancôme, explains, builds a strong relationship between brand and customer. “We’re starting to see clients stay longer, wanting to play with makeup,” she says. Lancôme plans to expand the service to roughly 30 more Nordstrom stores in the coming year.

Consumer involvement can create strong bonds. Like the do-it-yourself “maker” movement, people increasingly want to create. “From start to finish, you feel like you’re involved and getting a product that you like,” Takhtehchian says.

MatchCo uses this sentiment to further its database. Each time a shopper submits her unique color, it becomes part of their algorithm. “Consumers change when they become co-creators with a brand,” Gross says. “From a customer’s perspective, it’s redefining the way they think about how they should be served…. It’s disruptive in that they’ll never think about beauty the same way again when they know they can have something made just for them.”

Haircare is also benefitting from personalized treatment. Function of Beautysells customized shampoo and conditioner, with users picking everything from its properties (“anti-frizz,” “prevent hair loss”) to color (“amber,” “sage green”) to the scent (“grapefruit hibiscus,” “cucumber mint”). There are over 12 billion possible combinations to allow the company to live up to its official credo: “celebrate individuality.”

Function of Beauty saw 50% month-over-month growth in revenue in its first six months. The company also went through the Winter 2016 Y Combinator and closed with a seed round of $1.5M. According to Function of Beauty founder Zahir Dossa, the entire market is headed toward personalization.

“If you look at any other industry, from social media to fashion, from technology to food, you will notice that customization is definitely the trend and the future,” Dossa says. “Beauty is the only industry that is lagging, and the boom of Birchbox and others demonstrates that people are still searching for the perfect products. The problem is that the only way to make a perfect product for someone is to tailor it just to them.”

Lancôme’s Le Teint Particulier uses patented technology to scan your complexion for a custom-made foundation:

How are these items made? For Function of Beauty, a series of individual computer-controlled pumps are connected to ingredient supplies. Once the client has made her selections in her haircare profile on the company’s website, a computer looks up the precise ingredient amounts from a database and controls the necessary pumps to output the desired amount of each ingredient into the bottle. Next, a machine prints the name of the customer and product directly on each bottle and places a barcode on it. The whole process takes under one minute.

Some companies personalize through curation—or “assembling” several products together into a unique whole. Ittsē allows customers to pick and choose cosmetic staples—like shadows, blushes, lipsticks, and brow powders—into a one-of-a-kind palette. The company launched in May 2015, and as of September 2016, sales had gone up 200% in 12 months.

In many instances, big brands provide more “tweaking” and “mixing” than full-on customization. Makeup brand Cover FX sells Custom Enhancer Drops to alter a pre-existing moisturizer or foundation. Skincare company Kiehl’s recently released their Apothecary Preparations, a line of tailored-made facial concentrates as well as an in-store service to address unique complexion concerns.

Skin Inc., available on Sephora.com, offers a computerized quiz that asks you everything from stress levels to daily hours of sleep to level of pollution exposure. After nearly two dozen questions, an algorithm recommends a serum-based skincare program for individual needs. The program, created in part with Shekhar Mitra, who pioneered technology for popular products such as Crest White Strips, won more than 80 beauty awards worldwide. It entered the U.S. market in 2012 and doubled its revenue last year, becoming a top seller for Sephora.

Over the past five years, the beauty retail giant has seen a dramatic increase in interest for customized products. “The trend of customization reflects how our clients are consuming media in the digital age—at the touch of a button you can access anything and filter to find just what appeals to you,” says Artemis Patrick, SVP of Merchandising for Sephora. Thanks in part to beauty bloggers, brand sites, and social media marketing, the consumer is more educated, more engaged, and super-selective.

Skin Inc. asks customers a host of questions, including lifestyle choices, medications and even how old their parents look:

Sephora also boasts numerous apps targeted to the picky shopper. Most are cross-referenced against thousands of SKUs: The ColorIQ system, built in conjunction with color authority Pantone, uses a scanner to help find the best matching foundation and concealers; Sephora Virtual Artist lets you try on over 3,000 lipsticks and 90 false eyelashes; Skincare IQ is an in-store gizmo that analyzes customers’ dermatological needs.

Even fragrance is seeing a spike in clients requesting bespoke, with artisanal brands releasing multi-scent sets designed for layering. While customized scents aren’t necessarily new, they were primarily restricted to a very small, high-end market, not something you’d see at a mass retailer. “Back in the olden days, you would never layer fragrance,” Patrick says. “But now it’s all about customizing.” To this end, Sephora carries brands like Atelier Cologne, Commodity, and Derek Lam, which offer perfume-blending kits.

Sephora’s myriad efforts will only intensify in the coming years. From apps to in-store services, the company has every intention of maintaining—and building upon—its status as the one-stop-shopping destination for today’s beauty enthusiast.

“We definitely want to ramp up efforts,” Patrick says. “This is not a trend. This is something our clients are wanting and demanding… We’re going to do it the right and meaningful way.”

Making the experience meaningful, according to many companies, comes down to providing customers with the satisfaction that they’ve created something unique. “What would make a woman feel happier than a custom experience?” says Lancôme’s Cirminiello. “It’s like finding your soulmate.”

0900 – 1030    Exploring the future

• Seizing the opportunities of change to shape the future in our own vision
• Learning from the world’s most disruptive innovators –  in tech, telecoms and beyond
• Alibaba to Airbnb, Baidu to Buzzfeed, new markets to cloud services, and much more
• Exploring what drives market disruption and faster growth in today’s markets

1100 – 1230    Changing the game

• Finding your best new opportunities to accelerate growth in Jersey Telecom
• Deep diving for new insights about current and future customers
• More creative approach to business problem solving and ideation
• Exploring innovative strategies to create and shape your better future

1330 – 1500    New Business Models

• Rethinking our propositions, solutions and business models in Jersey Telecom
• Developing new business models to drive new revenues and growth
• Considering new revenue streams, pricing and profit models
• Working in partnerships to make this happen in more effective ways

1530 – 1700    Horizon Planning

• Shaping an inspiring future vision based on what we know, for Jersey Telecom
• Mapping out the growth horizons towards this, working future back
• Considering the practical starting points, and challenges to current priorities
• Agreeing our vision, and the key implications as a business, and as business leaders

Useful links and downloads:

• The New Game of Global Tech, Strategy& 2016
• How telecoms can win in the digital revolution, McKinsey 2016
• Telecoms and other TMT predictions, Deloitte 2016
• How to capture B2B Growth in telecoms, Bain 2016
• 7 Tough Questions for Telecoms CEOs, STL 2016

 

Gamechangers Awards are about finding, ranking and celebrating the most disruptive innovators of local markets. They are either simply for the business that is mostly effectively “changed the game” in the local market, or in some awards, there are more detailed categories. These are based around the 10 big ideas from the Gamechangers book – for the best strategy, the best innovation, the best marketing.

Gamechanger Turkey Awards 2016 takes place today.

Here is a summary video of last year’s winners:

Here are the contenders for the 2016 Awards:

Vision Award 2016

Contender: Adel Kalemcilik Trade and Industrial Corp.

Job Description: Leader of the Turkish stationery sector, Adel Kalemcilik, is producing pencils, paint and copying pencil, ball point, mechanical pencils, pens with liquid inks, marker pen, crayon, water colors, rubbers, finger paint, play dough and gouache paint. Adel Kalemcilik is marketing and selling nearly 4.500 products of Faber-Castell, Graf von Faber-Castell, Adel, Adeland, Eberhard Faber, Atlas, Max which are produced in Turkey and imported and also except from Adeland brand created by itself, Adel Kalemcilik is marketing and selling for world’s leading toy brands like Nenuco, Pinypon, Oddbods, Heidi, Prenses Sofia, Playgro, Auldey, Lotus, WOW, NICI, currently.

Describe your Innovation: Adel Kalemcilik is the first brand come into minds in Turkey for pencils and it is like a tradition, supports education and creation in education by “goodness” value inside. Faber-Castell is carrying out a project with “Creative Child, Creative Brain” seminars based upon the idea of education is a learning outcome more than a system that creates individuals and children’s mental world. Adel Kalemcilik has been carrying out seminars since 2012 is aiming to adopt approaches to teachers who has the most important responsibility in child development, describing the importance of creativity and how it can be developed. Seminars are being given to nursery class, class, visual arts and painting teachers of public and private schools within the scope of District National Education Directorate’s authority.

How this innovation created difference: Adel started with adopting approaches to children for creative minds and transferring the experiences from generation to generation is providing awareness in requirements of education sector.

How it affected the performance: Seminars which are conducted by the co-operation of Faber Castell School Promotion Team and Ministry of National Education’s Provincial Directorate of National Education are re-arranged again by 2015 with Teacher Academy Association. Faber-Castell works for approaching to children in pedagogical perspective and activating creativity of children reached totally 420 schools and 3.000 teachers at 6 cities in 4 years. Creative Children, Creative Brain seminars are aiming to reach 2.000 teachers in Istanbul, Ankara, Izmir, Antalya and Adana by the end of the 2016 and intending to reach more teacher and children day by day as becoming widespread in Turkey more and more. Teachers who participated in trainings are carrying the methods and techniques to their classes because of the reason that they find them useful. In accordance with the results of Educational Evaluation Surveys applied immediately after the training, rate of awareness of participants in basic concepts of creativity and creative thinking, personal creativity potential, effects of learning methods on creativity, techniques that can be used for development of creativity and designing creative lecture plan is 98,7%. In open ended part of the evaluation form, participants are declaring that all methods and techniques explained in training are useful and they will carry these outcomes to their classes. Also they are declaring that they will develop themselves in creativity and innovation, they also want to participate into other trainings.

Brand Award 2016

Contender: ANADOLU ETAP PENKON FOOD AND AGRICULTURAL PRODUCTS TRADE AND INDUSTRIAL / DOAL

Job Description: Anadolu Etap started its way to realize the biggest fruit and fruit juice project of Turkey is changing the rules of the game in fruit sector.

 Describe your Innovation: Turkey is a country of fruit with yearly 18 tons of production. Fruit consumption has a very important place in nutrition pyramid with 14% ratio and higher than world’s average with yearly 120 kg of fruit consumption per person. However, there was no branding because of agricultural activities in divided soils, small and medium sized producers. Researches show that fruits are important part of nutrition in Turkey. Consumers were looking for natural and safe fruits. As Anadolu Etap our aim is to fix this lack of confidence. With “health fruits for healthy generations” slogan we met first and certified fruit brand Doal with consumers.

How this innovation created difference: Before the launch consumers didn’t know any brand and after launch 6% of them said DOAL. This ratio increased to 31% after this logo was seen.

How it affected the performance: Anadolu Etap established with co-operation of Anadolu Group, Ozgorkey Holding and Cutrale Group with “healthy fruits for healthy generation” slogan and we tried to create fruit consciousness and importance of certified fruit consumption and their contributions on health by meeting the consumers with Turkey’s first fruit brand Doal. With the marketing and communication strategies established on consumer expectations; natural, pureness, safety and expertise terms are identified with DOAL. The most important contribution to brand is having the Global G.A.P and Good Agricultural Application certificates and their benefits for consumers explained. About 1 million people have the opportunity to taste our fruits without residue; our sales increased in 58% before the launch. We created brand fruit awareness in consumers and we increased our brand awareness. Before the launch, consumers said that “I don’t know any brand product” and now 6% of them are saying DOAL. When they see the logo, this rate increased to 31%. 66% of this slice defined DOAL as natural, organic and certified. 97% of the consumers said that they will buy DOAL brand.

Vision Award 2016

Contender: Danone Turkey  

Job Description: Danone Turkey started with the idea that food is basis of health and set itself a mission to contribute to human’s health with delicious, healthy and food and drinks that everyone can reach. Danone Group has 4 main branches as Mother Baby Nutrition, Fresh Milk Products, Water and Medical Nutrition and it is the fastest growing food companies in world and it presents more than 190 production facilities in 5 continents for nutrition and health from birth to elderliness.

Describe your Innovation: In developing economies like Turkey, we think that contribution of woman to workforce is very important and as a company working for “Developing healthy generations”, we carried out a research by the participation of 1071 people from different sectors with IPSOS Research Company to support women employment of mothers that we keep in touch one to one, preventing women to quit their jobs after childbirth, and  based on these research results we started “1000 Days of Working Mother” project to evoke companies and start a change both in Turkey and Danone.

How this innovation created difference: By the awareness and applications we have started with our project, we reached 10 million people and we started a change movement for working mothers to hold on the career as being an example.

How it affected the performance: Basis of healthy generations of future are being laid in first 1000 days of life. From the first day of pregnancy to turn 2 years of baby, in other words first 1000 days of baby, nutrition of baby is very important.

Brain and immunity system are developing in this 1000 days, intelligence and immunity system are being used whole life. Lots of development including of fat and nerve cells are being provided within first 1000 days. Human body works with these provided in first 40 weeks. If right development provided then right structure is being created. The most important food in this 1000 days is mother’s milk. No food supplement can substitute for mother’s milk. For this reason we have hard efforts for providing mother’s milk to satisfy baby’s needs. World Health Organization declares ideal breast feeding duration as 2 years and according to our research results it is 10 months in our country, reason of this is mothers cannot provide adequate milk and also only 5% of companies in our country have breast feeding rooms. On the other hand women that quit their jobs are mostly depressed, 43% of them are worried for turning back to work; because they want to share more time with their babies. Fathers are not sharing the load for child care, support of workplaces are very little if any. Despite of managers think that work places are <<mother father friend>> there is very limited policies and applications for parents. As Danone Turkey, we are not limiting our applications and actions in our company with 1000 days of Working Mothers for providing opportunities to mothers who want to work and honor of both working women and mother and also we are sharing this with organizations described in detail with the following. By Parent Friendly Applications, we target to improve our employees loyaly by creating a link with our employer brand. Depending on the research that we have done with IPSOS, we started the change in our group companies to create the difference that we expect and we developed the following Parent Friendly Applications.

• By the “Health first” approach, we started health insurance practice covering whole family. By the year of 2014, whole family can benefit from the health insurance of mother or father, equally. In the first day that a employee starts working his family’s insurance also starts and also their new born baby’s insurance starts.
• Flexible working and working from home are being provided to parents and part-time work opportunity is being provided to mothers turning back from parental leave. In addition to these we flex this practice more for new parents and by the year 2014 we provide opportunity to work from home for 1 day a week for new mothers until their children turn 1 years of age and for new fathers for 6 months after birth of their children. In addition to this we provide the opportunity to new mothers to work at least 3 full days within 3 months part time work after birth.
• As a result of studies we have conducted, for the works they conduct regarding this topic we presented Great Place to Work 2016 Prize in “Sustainability in Women Employment” category to Novartis which is one the companies competing for the prize. The category’s sponsorship is provided by us.

Brand Award 2016

Contender: Elif Plastic Package Industrial and Trade Corp.

Job Description: Flexible Package.

Describe your Innovation: As a brand that providing B2B services, we advertized by a film that shows our place and contributions in people’s lives instead of with our factories, operations, technologies and machines and acting odd. Where we want to be tomorrow, how we want to be perceived? We are global and people oriented. Because as Elif, we are servicing for ‘people’ and we are contributing for them to live happier and healthier. We are in every area of life for ‘people’.

We are next to people while they are having fun with friends, cleaning the house, thinking about baby’s health, being away for a little bit freedom. For cooking delicious foods, feeling ourselves safe…For having fun, for friendship, sharing, love and future…For people! For life! Packaging for Life!

How this innovation created difference: We executed our B2B2B approach. We influenced our customers by describing our people oriented approach instead of overwhelming them with technical information. We created our difference by our closeness to customer.

How it affected the performance: We haven’t encountered any other similar film in package sector. Especially this sense provided us to be one step ahead from our competitors when we are introducing our company to the customers we first met with. ‘Packaging for Life’ film that we introduced its launch in 2015 had serious effects on gaining new customers especially in great scaled global customers.

Who is responsible for Innovation: Marketing Manager. Ece Sancak was graduated from Istanbul Ataturk Scientific High School in 1996 and completed Bosphorus University Department of Mechanical Engineering. She started to work in Fast Moving sector- marketing area after she gained Bachelor’s Degree. She worked in different positions for 7 years in Reckitt Benckiser Turkey and Reckitt Benckiser Germany. She started to work in Turk Telekom by 2008 and worked actively for new structuring of Turk Telekom as Personal Segment Marketing Manager. She continues to work in Elif at Marketing and Personal Communication Department from the year 2011.

Communication Award 2016  

Contender:  Media Markt  

Job Description: Consumer Electronics

Describe your Innovation: We stressed the effect of shopping drive on human psychology and we symbolized and owned the smile on people’s face after a satisfactory shopping.  Pleasure, happiness, fun, smiling etc. taken us to music well known by our target market: “ Smiling suits to you”. From here we defined “Smiling suits to you” as a result of positive shopping experience at Media Markt and determined our campaign slogan.

How this innovation created difference: By this way we designed a shopping experience that gives happiness to people directing them to Media Markt when they need technology.

How it affected the performance: By our “Smiling suits to you” strategy starting from 2016;

• Facebook: Our fans increased to 2.015.362 people at the first 6 months of 2016 as increasing 90% from 2015. Our effect increased 35%.
• Twitter: Our fans increased to 366.238 and increased 52% compared to 2015 and our effect rate increased 12%.
• Instagram: Our friends increased 93% and reached to 26.827.
• 2016 European Championship: During our 2 weeks of competition, participation provided by 619 video and videos were watched for 901.067 times. Our project provided 5 times more participation and 2 times more rating when compared with other Scorp competitions.  

Impact Award 2016

Contender:  Metro Wholesaler Market   

Job Description: As Metro Wholesaler Market by Where are Bonitos project we had been realized to develop protection of bonitos that their stock is unknown and migrating in Mediterranean and Black-sea, support the sustainability of bonitos, update migration routes of bonitos that have commercial importance, and develop protection strategy for bonitos.

Describe your Innovation: As Metro Wholesaler Market we don’t see bonitos only as a commercial product, so that we started “Where are the Bonitos?” project by the year 2012 together with Turkish Sea Research Association (TUDAV). Between 2012-2015 we branded and left 4.500 bonitos to sea, we contributed to migration routes by the feedbacks taken from public. By this project we contributed protection of bonitos that their stock is unknown and migrating in Mediterranean and Black-sea, support for the sustainability of bonitos, update for migration routes of bonitos that have commercial importance, and development of protection strategy for bonitos. Together with these while contributing to sustainable hunting scientifically, we provided information not only to hunters but also to consumers.

How this innovation created difference: We became the first company that signer of attracting projects about accepting the fish as a heritage to be left to future generations instead of a commercial product and taking the attention to sustainable fishing.

How it affected the performance: Polluting that increasing at the seas day by day, climate changes and directional changes in seasonal winds are causing changes in the routes of fishes and creating a threat for future of the fishes. When temperature of the water increases, oxygen amount in water is decreasing more. That causes fishes to stay in Mediterranean less and as a result of that they are less in number and smaller in volume when they turn to north. Changes in migration routes of fishes like bonitos, bluefish and mackerel that has high economical value are effecting the continuance of these types significantly. 50 years ago fishes were moving between Mediterranean-Black sea and nowadays a part of the fish stock stays in Black sea. They are not turning back. In the light of these information Where are Bonitos project started and determination of the routes of bonitos migration routes aimed. Informing posters and brochures in 9 languages as Turkish, English, Bulgarian, Ukrainian, Georgian, Romanian, Russian, Arabic and Greek are prepared and distributed to fisher unions, co-operations and associations. People that sent the photo of branded fish with its date, latitude- longitude, brand number, fork length and weight information to TUDEV are important part of the “Where are Bonitos?” project. At the same we advertised the project on www.palamutlarnerede.org web site and we provided recycling, areas that branded fishes seen, recipes, etc and we provided project to reach larger masses. Our site visited by 30.000 people and detailed information about project transferred. Recycled brands of project shared in the project web site, http://www.palamutlarnerede.com/ address. Functional and Technical Details of project and bonitos have been handled by three methods as fisher, trawl and seine      and after that sizes of fisher had been measured and they left to sea again according to their sizes. Branding studies had been conducted in Bosphorus, Kilyos, Rumeli Feneri, Sile, Agva, amsun, Giresun (Espiye, Tirebolu, Gorele), Izmir (Cesme) regions. Branded fishes in Black Sea are in 82% rate and between 29-35 cm, branded fishes in Sea of Marmara are in 78% rate and between 27-33 cm and branded fishes in Aegean Sea are in 91% rate and between 32-36 cm. Most of the branded fishes had been evaluated as 1 years old. First bonito branding had been done 60 years ago but branding of fishes that hunted by fisher had not been tried. By this project, fisher boats are used at the first time and a new technique had been developed. This technique and experience can be used in later studies. This technique depends on supporting the fishes left to a pool by ice for 20 seconds to prevent their death easily. By the help of second Bonitos branding experiments made after 60 years, more than hundreds of fisher co-operatives are communicated and there are information given to them for updating of bonito routes, sustainable fishing and climate changes. Where are Bonitos? project is the first one and shares especially for hunting (fishing) bans, types must be protected, sea pollution had been won general interest and approval. Between 2012-2015, more than 4.500 fish branded totally and left to sea but still 119 of these turned. 102 of them are at Black Sea. Returns had been taken cities like Trabzon, Ordu, Zonguldak, Giresun, Samsun, Sinop, Bartın, Izmir-Çeşme, Artvin, Canakkale, Istanbul-Sile-Rumeli Feneri-,Şile Agva, Rize. Also brands had been taken from Bulgaria, Ukraine, Georgia and Greece. Number of Branded Fish to Number of Returned Fish is 1473 to 102 and 6.9% in Black sea, 1232 to 10 and 10% in Aegean Sea, 1795 to 7 and 0.4% in Marmara Sea and totally 4500 to 119 and 0.02%.

Who is responsible for Innovation: General Manager of Metro Wholesales Market accepts sustainability as business manner and he is signer of many projects in sustainable agriculture, breeding and fishing. Metro Wholesales Market at the leadership of Kubilay Ozerkan accepts sustainability as business manner and “Where are Bonitos?” project had been actualized together with Turkish Sea Association (TUDAV) to provide more fishes can be eaten in future.

Vision Award 2016

Contender: Metro Wholesaler Market   

Job Description: Gastronometro established in 1.700 meter squares of area in Metro Gunesli store, an education, development and activity center.

Describe your Innovation: Gastronometro opened in May 2015 and Metro Wholesales Market’s important investment for supporting Turkish chiefs to succeed in world and presentation of Turkish kitchen at international arena. This project aims understanding HORECA professionals and their passions, sharing their dreams and visions, inspiring them with innovations in sector and global gastronomy trends. Gastronometro established in Istanbul Gunesli at 1.700 meter square area, there are instructor chiefs are sharing information for different methods and solutions; theoretical and practical trainings provided by the co-operations of Bogazici University and Life Long Training Centre. There is a library in Gastronometro that consists of books coming whole around the world and 295 meter squares of conference saloon is open to kitchen addicts.

How this innovation created difference: Gastronometro is Turkey’s first and only project that designed for exploring Turkish kitchen culture potential and providing our chief’s to reach the place they deserve.

How it affected the performance: Gastronomy is “information” door of eating-drinking; it evaluates foods not only from quality and taste perspective but also from scientific, historic and cultural perspective. Briefly gastronomy considers eating-drinking relations completely. When we are naming our center we based on this “completeness”. Gastronometro project started as a dream three years ago and this dream come true today. As Metro Wholesales Market one of the most mission of ours is to sustain this culture aimed by Gastronometro both in company and sector. In 3 years, we are aiming to educate our friends working in Metro Wholesales Market, our 4500 employer from cashier to receiver personnel, central office personnel to field personnel and we are aiming to sustain this culture in Metro. Our employers are increasing their knowledge by gastronomy information together with product information by the trainings, providing more accurate information to professional clients and also they are providing local values met with Horeca professionals. From sector perspective, Gastronometro is a meeting point for gastronomy professionals and our chiefs are proving their talents combining local information with international experiences. From the starting day of Gastronometro;- 110 people completed 6 modules main training program for two days and contributed their occupational development. -60 people; completed one day Horeca training module successfully. -8 people; working as trainee in Gastronometro within the scope of 3 years trainee training program. -900 people that consists of 200 Horeca professionals, university students and gastronomy writers followed gastronomy world trends by participating to 2 gastronomy seminars and 6 master chief seminars. 240 Metro personnel had recognized products by seeing their kitchen usage performances. -100 new prescriptions had prepared by Gastronometro chiefs for Horeca professionals. -13 recipe; Recipes prepared for Horeca professionals and they had been shared in social media with ‘inspiring recipes series’ and ‘inspiring chiefs series’ names. -8 menu set; our local tastes had been prepared by unique menu sets that modern gastronomy techniques combined with modern gastronomy techniques. -13 banquette and meeting; Gastronometro provided services in sector by institutional meetings, effects, product launches, trainings with 6 different places. – 76 product performance test; significant services has been provided by creation and realization of test procedures to determine the kitchen performance of the products. -35 TV program; Can’lı Tatlar program with Can Oba’s presentation in CNN Turk that combines local tastes with modern recipes and techniques had been shot in Gastronometro master chief studio. -2100 participants; from the first day to today people participated into all organizations in gastronomy area had been explored new information and tastes.

Who is responsible for Innovation: General Manager of Metro Wholesales Market accepts sustainability as business manner and he is signer of many projects in sustainable agriculture, breeding and fishing. Metro Wholesales Market at the leadership of Kubilay Ozerkan accepts sustainability as business manner and Gastronometro project had been actualized by the leadership of Ozerkan that develops new ideas for enrichment of shrinking taste pallet and placing successful chiefs to where they deserve in world and placing them in menus with geographically signed products.

Experience Award 2016  

Contender:  Nef    

Job Description: Real Estate Development

Describe your Innovation: Nef Seyrantepe 39 Project Advertisement: In such a period that real estate communication is too crowded and trust to market is very low, it is stressed that Nef’s projects sold in days or even in hours and creating potential requests for future projects has been aimed. Firstly by WOM and mailing, a great expectation has been created before starting new project of Nef Seyrantepe 39. After starting of sales announced, all of the project has been sold within 1 hour and 48 minutes. This was an important record for real estate sector. In advertisement campaign of this record, contrary to the common, the completion of sales in 2 hours has been announced. As a result of this, both sales of Nef projects completed very fast and more than 14.000 requests has been completed.

How this innovation created difference: More than 14.000 requests collected after the communication for future projects. According to research results, reliability and preferability rates has been shown increase.

How it affected the performance: By the 2015 October, we started booking quietly. When we are doing this we stressed out limited number of stocks and increased charm. Not using common areas was our red line to create the perception we desire. In this phase we proceeded quietly and deeply, this was our essential for sales record communication in this phase. We have to reach maximum amount of people with minimum budget “like whispering to ear” as sales strategy.  We created our buyer population by segmenting 150 thousands of people, looking to their social environment and purchasing power. We used 3 channels to reach 2.100 people that we have chosen;

• Mailing: We sent limited numbers of mails with special coded mailings that have expiration date and we provided this group to share these mails before they expired.
• Face to face meeting: For the customers came to sales office for different projects, Seyrantepe project information given during the presentation, just like giving them hidden information.
• Telephone calls: Sales team called the customers in their own portfolio and provided prior knowledge. But never gave any launch date, increased their excitement and desire more. Our strategy that we coded as “Don’t sell, whisper to ear” provided customer to call again and again and follow this project. We hided the launch even from our sales consulters. One day before the launch, we provided our sales consulters information that we are going to start selling in tomorrow morning. In this direction, we invited our target group booked (pre-requested) at the Saturday morning in 09.00. Our products with varying prices between 280 thousands TL and 360 thousands TL has been sold completely after 1 hour and 48 minutes. We fictionalized an advertisement campaign to announce success and effect of Nef Seyrantepe 39 project, describe difference and quality of Nef brand to customer. We chosen title of the campaign as “What can be fit in 2 hours?” and we listed the things can be done in this time period at normal conditions. We aimed to surprise by providing utopic and extra ordinary information like selling whole project together with ordinary things like watching a movie at cinema, watching a match or eating a good dinner. As visual language, we used a graphics world that can be rarely seen in advertisements and construction sector. In our film that we used CGI technique, we have given our extraordinary message with extraordinary visuals. Almost every brand in sector uses project renders, visuals even in image campaigns but we never used any visuals and this stressed that we have a different brand and a different perspective. While preparing the media plan, we created a communication plan that access based and mass by thinking as focused on target group. As a result of our analysis, we determined points that we can announce our advertisement message that we can reach to 20+ABC 1 target group. When we are determining our TV communication strategy, we determined the channels and programs which are highly accessed by our target group. By using prime time 100%, we provided highest and effective access. As a result of our TV planning strategy we reached to 12 millions of people. In theme channels we used news, sports, economics and platform channels that watched by high purchasing power and target group. Together with TV, we fictionalized a strategy for magazine group simultaneously. We advertised full page in economy and society magazines that have high circulation and high accessibility of target group.   Also by choosing tactical films in cinema saloons of shopping centers that our target groups are especially located and we conducted our message. When we were determining our digital strategy, we planned integrated to the strategy for TV. We recommended for videos in news, finance, series/entertainment categories and we have been conducted our message to our target group. We had 400.000 clicks and views more than 5.6 millions. Measurable Work Goals Nef Seyrantepe 39 Project sales started on 5 December 2015 Saturday at 09:00 and it has been completed in 1 hour 48 minutes.- More than 14 thousands of requests collected for following projects. When we think the average project launch for previous bookings, reaching this number when there is no product to sell, it is a significant success for us. When Nef’s capacity to turn requests to sales as 9% taken into consideration, by the communication of a project that its sales completed, requests collected for all 1260 homes as will be turned into sales.

Communication Award 2016

Contender:  Nef    

Job Description: Real Estate Development

Describe your Innovation: Nef Seyrantepe 39 Project Advertisement: In such a period that real estate communication is too crowded and trust to market is very low, it is stressed that Nef’s projects sold in days or even in hours and creating potential requests for future projects has been aimed. Firstly by WOM and mailing, a great expectation has been created before starting new project of Nef Seyrantepe 39. After starting of sales announced, all of the project has been sold within 1 hour and 48 minutes. This was an important record for real estate sector. In advertisement campaign of this record, contrary to the common, the completion of sales in 2 hours has been announced. As a result of this, both sales of Nef projects completed very fast and more than 14.000 requests has been completed.

How this innovation created difference: More than 14.000 requests collected after the communication for future projects. According to research results, reliability and preferability rates has been shown increase.

How it affected the performance: By the 2015 October, we started booking quietly. When we are doing this we stressed out limited number of stocks and increased charm. Not using common areas was our red line to create the perception we desire. In this phase we proceeded quietly and deeply, this was our essential for sales record communication in this phase. We have to reach maximum amount of people with minimum budget “like whispering to ear” as sales strategy.  We created our buyer population by segmenting 150 thousands of people, looking to their social environment and purchasing power. We used 3 channels to reach 2.100 people that we have chosen;

• Mailing: We sent limited numbers of mails with special coded mailings that have expiration date and we provided this group to share these mails before they expired.
• Face to face meeting: For the customers came to sales office for different projects, Seyrantepe project information given during the presentation, just like giving them hidden information.
• Telephone calls: Sales team called the customers in their own portfolio and provided prior knowledge. But never gave any launch date, increased their excitement and desire more. Our strategy that we coded as “Don’t sell, whisper to ear” provided customer to call again and again and follow this project. We hided the launch even from our sales consulters. One day before the launch, we provided our sales consulters information that we are going to start selling in tomorrow morning. In this direction, we invited our target group booked (pre-requested) at the Saturday morning in 09.00. Our products with varying prices between 280 thousands TL and 360 thousands TL has been sold completely after 1 hour and 48 minutes. We fictionalized an advertisement campaign to announce success and effect of Nef Seyrantepe 39 project, describe difference and quality of Nef brand to customer. We chosen title of the campaign as “What can be fit in 2 hours?” and we listed the things can be done in this time period at normal conditions. We aimed to surprise by providing utopic and extra ordinary information like selling whole project together with ordinary things like watching a movie at cinema, watching a match or eating a good dinner. As visual language, we used a graphics world that can be rarely seen in advertisements and construction sector. In our film that we used CGI technique, we have given our extraordinary message with extraordinary visuals. Almost every brand in sector uses project renders, visuals even in image campaigns but we never used any visuals and this stressed that we have a different brand and a different perspective. While preparing the media plan, we created a communication plan that access based and mass by thinking as focused on target group. As a result of our analysis, we determined points that we can announce our advertisement message that we can reach to 20+ABC 1 target group. When we are determining our TV communication strategy, we determined the channels and programs which are highly accessed by our target group. By using prime time 100%, we provided highest and effective access. As a result of our TV planning strategy we reached to 12 millions of people. In theme channels we used news, sports, economics and platform channels that watched by high purchasing power and target group. Together with TV, we fictionalized a strategy for magazine group simultaneously. We advertised full page in economy and society magazines that have high circulation and high accessibility of target group. Also by choosing tactical films in cinema saloons of shopping centers that our target groups are especially located and we conducted our message. When we were determining our digital strategy, we planned integrated to the strategy for TV. We recommended for videos in news, finance, series/entertainment categories and we have been conducted our message to our target group. We had 400.000 clicks and views more than 5.6 millions. Measurable Work Goals Nef Seyrantepe 39 Project sales started on 5 December 2015 Saturday at 09:00 and it has been completed in 1 hour 48 minutes.- More than 14 thousands of requests collected for following projects. When we think the average project launch for previous bookings, reaching this number when there is no product to sell, it is a significant success for us. When Nef’s capacity to turn requests to sales as 9% taken into consideration, by the communication of a project that its sales completed, requests collected for all 1260 homes as will be turned into sales.

Innovation Award 2016  

Contender: Nef    

Job Description: Real Estate Development

Describe your Innovation: Nef Guaranteed Project: There was a trust problem always in consumer’s mind when entering into a new project. For removing this, Nef launched Guaranteed Project invention. With Guaranteed Project, feasibility of project are being done by an independent company, all of the costs for the project is being kept in bank before starting construction and sales. Thus delivery of the projects are being guaranteed from the first day of the project without any need of sales and investor’s risk is zero.

How this innovation created difference: By Guaranteed Project, Nef projects became a guarantee investment for investor customers.

How it affected the performance: From the first day of our establishment, we asked the “Why better than this one?” question and tried to focus on needs and expectations of people. By our social innovation approach we provide innovational solutions to sector and we gave a new impulse to sector.

• Young, innovative, design oriented and thoughtful Nef brand established in 2011 succeed difference as coming to 11.place with spontaneous brand recognition and total recognition in a market that there is more than 1000 branded home players only in Istanbul by 25 project launches in 5 years (Source: Future Bright Brand Health Research 2014).
• By 2015, Nef placed in leadership position with 2.523 sales of home and 1,218 billion TL endorsement as the most selling brand in branded home sector and it provided increase in endorsement 60% and numbers 25%. By adding 70 thousands requests in 2015 to 90 thousands of requests collected between 2010-2014, it increased customer database 65% in 1 year.
• In 2016 September, we taken 3 prizes in “REAL ESTATE STARS” that arranged by Capital and Economist magazines and we taken prize in all categories. We were at the first place in Most Home Project Conducting Company category. Second place in Turkey’s Most Home Selling companies based on number. *Based on endorsement we are at the second place in Most Home Selling companies category.**Emlak Konut had been at the first place. Thus we want to share that we are also leader in private sector in these categories.
• We had succeed to enter very fast in “Capital 500” list last year that Turkey’s 500 private sector company enters and prepared by Capital magazine each year according to endorsement numbers. Also in this year we placed in this list as Nef that Turkey’s most rooted and prestigious companies enters.
• When other construction companies in this list taken into consideration, Nef placed as having “the highest active size” in other words “total assets” only in real estate development companies. According to 2015 end year numbers our company is also: place in 25 most increased endorsement companies, it is in 112.place this year and it was in 230.place in Istanbul list; it was in 396.place in Turkey order and it is in 167.place this year and Nef is the youngest firm in list. Nef is the highest endorsing company only in real estate development companies and it has 135% growth according to 2014. Placing in Turkey’s greatest companies as 6 years of brand is proving our company’s strength and value clearly.

Innovation Award 2016  

Contender: Nef    

Job Description: Real Estate Development

Describe your Innovation: Foldhome: Social facility areas until nowadays were the areas continuously paid and only for common usage. A new discovery of Nef, foldhome system is adding music room, fitness saloon, party and karaoke room, cinema saloon and many different areas that everyone may not have, despite of other systems. Again different from social facilities system there is no fixed payment required for them, paid only when used and it is becoming a room of the house by reservation system. Foldhome is enriching life with many different room for different groups and lowering the fees by “use-pay” system and these are the main reasons for customers to choose Nef projects.

How this innovation created difference: By Foldhome your 1+1 home turns into 24 room 1+1 home. Not depending upon how much is your home’s meter-square, your life extends to 5000 meter-square.

How it affected the performance: From the first day of our establishment, we asked the “Why better than this one?” question and tried to focus on needs and expectations of people. By our social innovation approach we provide innovational solutions to sector and we gave a new impulse to sector.

• Young, innovative, design oriented and thoughtful Nef brand established in 2011 succeed difference as coming to 11.place with spontaneous brand recognition and total recognition in a market that there is more than 1000 branded home players only in Istanbul by 25 project launches in 5 years (Source: Future Bright Brand Health Research 2014).
• By 2015, Nef placed in leadership position with 2.523 sales of home and 1,218 billion TL endorsement as the most selling brand in branded home sector and it provided increase in endorsement 60% and numbers 25%. By adding 70 thousands requests in 2015 to 90 thousands of requests collected between 2010-2014, it increased customer database 65% in 1 year.
• In 2016 September, we taken 3 prizes in “REAL ESTATE STARS” that arranged by Capital and Economist magazines and we taken prize in all categories. We were at the first place in Most Home Project Conducting Company category. Second place in Turkey’s Most Home Selling companies based on number. *Based on endorsement we are at the second place in Most Home Selling companies category.**Emlak Konut had been at the first place. Thus we want to share that we are also leader in private sector in these categories.
• We had succeed to enter very fast in “Capital 500” list last year that Turkey’s 500 private sector company enters and prepared by Capital magazine each year according to endorsement numbers. Also in this year we placed in this list as Nef that Turkey’s most rooted and prestigious companies enters.
• When other construction companies in this list taken into consideration, Nef placed as having “the highest active size” in other words “total assets” only in real estate development companies. According to 2015 end year numbers our company is also: place in 25 most increased endorsement companies, it is in 112.place this year and it was in 230.place in Istanbul list; it was in 396.place in Turkey order and it is in 167.place this year and Nef is the youngest firm in list. Nef is the highest endorsing company only in real estate development companies and it has 135% growth according to 2014. Placing in Turkey’s greatest companies as 6 years of brand is proving our company’s strength and value clearly.

Discovery Award 2016

Contender:  Nef    

Job Description: Real Estate Development

Describe your Innovation: Foldhome: Social facility areas until nowadays were the areas continuously paid and only for common usage. A new discovery of Nef, foldhome system is adding music room, fitness saloon, party and karaoke room, cinema saloon and many different areas that everyone may not have, despite of other systems. Again different from social facilities system there is no fixed payment required for them, paid only when used and it is becoming a room of the house by reservation system. Foldhome is enriching life with many different room for different groups and lowering the fees by “use-pay” system and these are the main reasons for customers to choose Nef projects.

How this innovation created difference: By Foldhome your 1+1 home turns into 24 room 1+1 home. Not depending upon how much is your home’s meter-square, your life extends to 5000 meter-square.

How it affected the performance: From the first day of our establishment, we asked the “Why better than this one?” question and tried to focus on needs and expectations of people. By our social innovation approach we provide innovational solutions to sector and we gave a new impulse to sector.

• Young, innovative, design oriented and thoughtful Nef brand established in 2011 succeed difference as coming to 11.place with spontaneous brand recognition and total recognition in a market that there is more than 1000 branded home players only in Istanbul by 25 project launches in 5 years (Source: Future Bright Brand Health Research 2014).
• By 2015, Nef placed in leadership position with 2.523 sales of home and 1,218 billion TL endorsement as the most selling brand in branded home sector and it provided increase in endorsement 60% and numbers 25%. By adding 70 thousands requests in 2015 to 90 thousands of requests collected between 2010-2014, it increased customer database 65% in 1 year.
• In 2016 September, we taken 3 prizes in “REAL ESTATE STARS” that arranged by Capital and Economist magazines and we taken prize in all categories. We were at the first place in Most Home Project Conducting Company category. Second place in Turkey’s Most Home Selling companies based on number. *Based on endorsement we are at the second place in Most Home Selling companies category.**Emlak Konut had been at the first place. Thus we want to share that we are also leader in private sector in these categories.
• We had succeed to enter very fast in “Capital 500” list last year that Turkey’s 500 private sector company enters and prepared by Capital magazine each year according to endorsement numbers. Also in this year we placed in this list as Nef that Turkey’s most rooted and prestigious companies enters.
• When other construction companies in this list taken into consideration, Nef placed as having “the highest active size” in other words “total assets” only in real estate development companies. According to 2015 end year numbers our company is also: place in 25 most increased endorsement companies, it is in 112.place this year and it was in 230.place in Istanbul list; it was in 396.place in Turkey order and it is in 167.place this year and Nef is the youngest firm in list. Nef is the highest endorsing company only in real estate development companies and it has 135% growth according to 2014. Placing in Turkey’s greatest companies as 6 years of brand is proving our company’s strength and value clearly.

Discovery Award 2016

Contender:  Nef    

Job Description: Real Estate Development

Describe your Innovation: Nef Guaranteed Project: There was a trust problem always in consumer’s mind when entering into a new project. For removing this, Nef launched Guaranteed Project invention. With Guaranteed Project, feasibility of project are being done by an independent company, all of the costs for the project is being kept in bank before starting construction and sales. Thus delivery of the projects are being guaranteed from the first day of the project without any need of sales and investor’s risk is zero.

How this innovation created difference: By Guaranteed Project, Nef projects became a guarantee investment for investor customers.

How it affected the performance: From the first day of our establishment, we asked the “Why better than this one?” question and tried to focus on needs and expectations of people. By our social innovation approach we provide innovational solutions to sector and we gave a new impulse to sector.

• Young, innovative, design oriented and thoughtful Nef brand established in 2011 succeed difference as coming to 11.place with spontaneous brand recognition and total recognition in a market that there is more than 1000 branded home players only in Istanbul by 25 project launches in 5 years (Source: Future Bright Brand Health Research 2014).
• By 2015, Nef placed in leadership position with 2.523 sales of home and 1,218 billion TL endorsement as the most selling brand in branded home sector and it provided increase in endorsement 60% and numbers 25%. By adding 70 thousands requests in 2015 to 90 thousands of requests collected between 2010-2014, it increased customer database 65% in 1 year.
• In 2016 September, we taken 3 prizes in “REAL ESTATE STARS” that arranged by Capital and Economist magazines and we taken prize in all categories. We were at the first place in Most Home Project Conducting Company category. Second place in Turkey’s Most Home Selling companies based on number. *Based on endorsement we are at the second place in Most Home Selling companies category.**Emlak Konut had been at the first place. Thus we want to share that we are also leader in private sector in these categories.
• We had succeed to enter very fast in “Capital 500” list last year that Turkey’s 500 private sector company enters and prepared by Capital magazine each year according to endorsement numbers. Also in this year we placed in this list as Nef that Turkey’s most rooted and prestigious companies enters.
• When other construction companies in this list taken into consideration, Nef placed as having “the highest active size” in other words “total assets” only in real estate development companies. According to 2015 end year numbers our company is also: place in 25 most increased endorsement companies, it is in 112.place this year and it was in 230.place in Istanbul list; it was in 396.place in Turkey order and it is in 167.place this year and Nef is the youngest firm in list. Nef is the highest endorsing company only in real estate development companies and it has 135% growth according to 2014. Placing in Turkey’s greatest companies as 6 years of brand is proving our company’s strength and value clearly.

Brand Award 2016

Contender:  Nef    

Job Description: Real Estate Development

Describe your Innovation: Nef is creating living spaces to its customers thoughtfully by focusing on their needs and dreams from the first day of its establishment. By its inventions like Foldhome, Foldoffice, Guaranteed Project it is presenting an extraordinary living space concept. Also by believing that everybody deserves design and good life, Nef works with world’s best designer and architects in every detail from door handle to elevator button and not only for frontals. While doing all of these Nef asks itself only one question;  “Why better than this one?”

How this innovation created difference: Nef reached more than 1 billion endorsement only in 5 years and it became the most selling leader real estate firm over and over in 2 years.

How it affected the performance: From the first day of our establishment, we asked the “Why better than this one?” question and tried to focus on needs and expectations of people. By our social innovation approach we provide innovational solutions to sector and we gave a new impulse to sector.

• Young, innovative, design oriented and thoughtful Nef brand established in 2011 succeed difference as coming to 11.place with spontaneous brand recognition and total recognition in a market that there is more than 1000 branded home players only in Istanbul by 25 project launches in 5 years (Source: Future Bright Brand Health Research 2014).
• By 2015, Nef placed in leadership position with 2.523 sales of home and 1,218 billion TL endorsement as the most selling brand in branded home sector and it provided increase in endorsement 60% and numbers 25%. By adding 70 thousands requests in 2015 to 90 thousands of requests collected between 2010-2014, it increased customer database 65% in 1 year.
• In 2016 September, we taken 3 prizes in “REAL ESTATE STARS” that arranged by Capital and Economist magazines and we taken prize in all categories. We were at the first place in Most Home Project Conducting Company category. Second place in Turkey’s Most Home Selling companies based on number. *Based on endorsement we are at the second place in Most Home Selling companies category.**Emlak Konut had been at the first place. Thus we want to share that we are also leader in private sector in these categories.
• We had succeed to enter very fast in “Capital 500” list last year that Turkey’s 500 private sector company enters and prepared by Capital magazine each year according to endorsement numbers. Also in this year we placed in this list as Nef that Turkey’s most rooted and prestigious companies enters.
• When other construction companies in this list taken into consideration, Nef placed as having “the highest active size” in other words “total assets” only in real estate development companies. According to 2015 end year numbers our company is also: place in 25 most increased endorsement companies, it is in 112.place this year and it was in 230.place in Istanbul list; it was in 396.place in Turkey order and it is in 167.place this year and Nef is the youngest firm in list. Nef is the highest endorsing company only in real estate development companies and it has 135% growth according to 2014. Placing in Turkey’s greatest companies as 6 years of brand is proving our company’s strength and value clearly.

Strategy Award 2016

Contender: Nef    

Job Description: Real Estate Development

Describe your Innovation: In such a period that real estate communication is too crowded and trust to market is very low, it is stressed that Nef’s projects sold in days or even in hours and creating potential requests for future projects has been aimed. Firstly by WOM and mailing, a great expectation has been created before starting new project of Nef Seyrantepe 39. After starting of sales announced, all of the project has been sold within 1 hour and 48 minutes. This was an important record for real estate sector. In advertisement campaign of this record, contrary to the common, the completion of sales in 2 hours has been announced. As a result of this, both sales of Nef projects completed very fast and more than 14.000 requests have been completed.

How this innovation created difference: More than 14.000 requests collected after the communication for future projects. According to research results, reliability and preferability rates has been shown increase.

How it affected the performance: By the 2015 October, we started booking quietly. When we are doing this we stressed out limited number of stocks and increased charm. Not using common areas was our red line to create the perception we desire. In this phase we proceeded quietly and deeply, this was our essential for sales record communication in this phase. We have to reach maximum amount of people with minimum budget “like whispering to ear” as sales strategy.  We created our buyer population by segmenting 150 thousands of people, looking to their social environment and purchasing power. We used 3 channels to reach 2.100 people that we have chosen;

• Mailing: We sent limited numbers of mails with special coded mailings that have expiration date and we provided this group to share these mails before they expired.
• Face to face meeting: For the customers came to sales office for different projects, Seyrantepe project information given during the presentation, just like giving them hidden information.
• Telephone calls: Sales team called the customers in their own portfolio and provided prior knowledge. But never gave any launch date, increased their excitement and desire more. Our strategy that we coded as “Don’t sell, whisper to ear” provided customer to call again and again and follow this project. We hided the launch even from our sales consulters. One day before the launch, we provided our sales consulters information that we are going to start selling in tomorrow morning. In this direction, we invited our target group booked (pre-requested) at the Saturday morning in 09.00. Our products with varying prices between 280 thousands TL and 360 thousands TL has been sold completely after 1 hour and 48 minutes. We fictionalized an advertisement campaign to announce success and effect of Nef Seyrantepe 39 project, describe difference and quality of Nef brand to customer. We chosen title of the campaign as “What can be fit in 2 hours?” and we listed the things can be done in this time period at normal conditions. We aimed to surprise by providing utopic and extra ordinary information like selling whole project together with ordinary things like watching a movie at cinema, watching a match or eating a good dinner. As visual language, we used a graphics world that can be rarely seen in advertisements and construction sector. In our film that we used CGI technique, we have given our extraordinary message with extraordinary visuals. Almost every brand in sector uses project renders, visuals even in image campaigns but we never used any visuals and this stressed that we have a different brand and a different perspective. While preparing the media plan, we created a communication plan that access based and mass by thinking as focused on target group. As a result of our analysis, we determined points that we can announce our advertisement message that we can reach to 20+ABC 1 target group. When we are determining our TV communication strategy, we determined the channels and programs which are highly accessed by our target group. By using prime time 100%, we provided highest and effective access. As a result of our TV planning strategy we reached to 12 millions of people. In theme channels we used news, sports, economics and platform channels that watched by high purchasing power and target group. Together with TV, we fictionalized a strategy for magazine group simultaneously. We advertised full page in economy and society magazines that have high circulation and high accessibility of target group. Also by choosing tactical films in cinema saloons of shopping centers that our target groups are especially located and we conducted our message. When we were determining our digital strategy, we planned integrated to the strategy for TV. We recommended for videos in news, finance, series/entertainment categories and we have been conducted our message to our target group. We had 400.000 clicks and views more than 5.6 millions. Measurable Work Goals Nef Seyrantepe 39 Project sales started on 5 December 2015 Saturday at 09:00 and it has been completed in 1 hour 48 minutes.- More than 14 thousands of requests collected for following projects. When we think the average project launch for previous bookings, reaching this number when there is no product to sell, it is a significant success for us. When Nef’s capacity to turn requests to sales as 9% taken into consideration, by the communication of a project that its sales completed, requests collected for all 1260 homes as will be turned into sales.

Experience Award 2016

Contender:  Sensormatic

Job Description: Integrated Electronic Security Solutions

Describe your Innovation: ‘In-store analysis platform project’ that applied for first physical store of Markafoni provides customer to make analysis in physical store that can be made in on-line store. By this way Markafoni can measure customer expectations easily and satisfy them as depending on real data. Sensormatic in-store analysis platform analyzes customer traffic that window shopping and entered into store, demographical information of customer (age and sex), which section they are interested in more, product check-over durations and their return as sales. In consequence of this analysis, retailer can plan what to do for increasing customer satisfaction. By taken actions customer satisfaction increased and maximum performance handled from physical sales area.

How this innovation created difference: Actions taken to increase customer satisfaction and store performance determined according to examination and senses and it has been started to done depending on the data of project.

How it affected the performance: During the store analysis realized by platform; in-store traffic and this traffic to return sales measured and branch with campaign performances compared. In store analysis, by doing personnel and customer separation, personnel shifts have been planned in optimum level according to rush-hour of customers. As a result of analysis made on the platform of Zorlu brand for 9 months, rush days and hours have been determined. Personnel working hours and permissions have been determined according to analysis. After analysis 1 personnel have been evaluated in different store and number of total personnel has been decreased from 6 to 5. By this way 17% source saving has been provided. Customer satisfaction increased due to adequate personnel was present in rush hours. By intensity maps, platform that determines the intense sections and waiting period is providing planning opportunity to realize the maximum amount of sales for retailers. Example; In Markafoni Zorlu store according to February and March data, highest interaction has been realized in Coca Cola souvenirs shop. Used to be presented in different section and low performance products have been presented in Coca Cola department and averagely 16 times endorsement has been provided in hourly sales for these low performance products. By the aid of the platform; example, how charming a window can be for new season, customer profile and habits, which section is the highest time spent, return of these times to sales are being determined. Loreal stand has lower interaction rate when compared to others however waiting duration of customers is high has been started to exhibited next to perfume and cosmetics stands, which have higher sales rates. As a result of this 5 times endorsement have been handled in every month. For women shoe department that has high traffic and exhibition rate but lower visiting duration and efficiency rate, campaign has been conducted for related products in rayon for 2 months and monthly 2,5 times of endorsement in average has been provided.

Who is responsible for Innovation: Sensormatic CEO Ismail Uzelli is responsible for the project. Ismail Uzelli was born in İstanbul at 1969 and he continued to Bilkent University Tourism and Hotel Management after graduated from English High School and after that he became a manager in a family company Uzelli Corporation. Ismail Uzelli established Sensormatic in March 1994, leader in electronic security integrators. In following years he has been activated Y3K, UGM and Bosell Sensormatic group companies. Sensormatic Group Companies provided unionization with Swedish firm Securitas AB leader in security with personnel. Nowadays, Ismail Uzelli is CEO of the group companies that established as a result of unionization. Ismail Uzelli is one of the founder members of GESIDER and also he is member of greatest security association in world, ASIS Turkey. Also Ismail Uzelli is a member of AMPD, TOBB, Private Security Federation, TUYAK and he is married with two daughters.

Innovation Award 2016

Contender: Turkish Economy Bank Corp. (TEB)

Job Description: Bank is an economical institution that accepts assets, aims to use these assets in various credit procedures effectively or taking and giving credits in regular manner.

Describe your Innovation: Measurability of given goals have critic importance on reaching sales goals. Before our TEBSAYAR innovative project, we can see our sales performance after 1-2 days later. In technology age, performance tracing by the numbers of 1-2 days later is not providing effective results. For this reason, measurement of immediate sales from branch or general directorate needed. By TEBSAYAR application, both office computers and mobile devices can be followed with customer/branch/region/business line simultaneously. Actions can be taken from required places and performance increase have been tried to be provided. Example; you are the manager of branch. You are in abroad. Without being in office, you can see stocks and simultaneous unit/volume performance by using tebsayar application’s finger print and face recognition properties.

How this innovation created difference: In banking sector, it is the first that sales numbers and bank balance can be traced on mobile devices and PC 7/24.

How it affected the performance: Measurement of sales performance simultaneously and taking necessary precautions at inadequate points increased our sales in 15%. Excel reports and sales notification mails between branch-region-general directorate decreased in 30% rate. Mail pollution removed in higher percentages.

Who is responsible for Innovation: Turkish Economical Bank Corp. Individual and Star Banking Sales Management is responsible for tebsayar project. Software and development of the project had been made by TEB IT team as in-house.

Strategy Award 2016  

Contender:  Chef Seasons 

Job Description: Our love is beyond creating new tastes… We have a job that can ease consumer’s life and aiming to provide more taste, joy, pleasure and love.

Describe your Innovation: Combining health, taste and happiness…We are working for customers that are using our innovative products continuously in their daily lives, loving them, happy, healthy and satisfied. We are thinking about their budgets, valuable time, being together with them while cooking for tasty and enjoying foods, shortly we are putting our efforts to become a part of their family…We are giving them taste, health and happiness they deserve. Everything is healthy and natural…Our focus point is products that are good for health. We are not betraying to humanity for making more money, instead, we are trying to contribute their happiness and healthy lives, this creates basis to our innovation strategy. We made innovations related with Taste Innovation, Advanced Technology for Foods, Health Innovations and Technological Equipments for Foods. Our innovation strategy is being managed on this 4 basis from design to packaging and product with holistic manner. Beginning point of our success are the products that we developed through Health and Taste Innovation. These products have higher anti-oxidant capacity, they consist of ingredients good for  health and they provide support to customers health with perfect harmony in spices and sauces.   “Anti Aging Seasonings”, “Passionings” (Fruit Seasonings), “New Generation of Salts” are some of the products that we can sale easily by creating new categories without competing due to their newness in food sector. We also succeeded jobs like “CS Smart Kitchen” by technological innovations together with these taste and health innovations and easing the customer life and suiting with our brand commitment. We have not been satisfied by products and services, we also done organizational and management innovations for creating long term contribution to creating value. Especially we succeed our efficiency rate up to 99% by 4.0 applications in industry, we developed software that senses the personnel’s emotional state by taking their photographs automatically in every morning and night and we developed our communication strategies in this manner. We are a company that company coach negotiates with all personnel individually in 2 days of week. We established a bond between our customers and supplier customers beyond the customer relations by our multiple dependency strategy. Briefly, we developed our perspective for creating long term values. By the help of these triggering effects, our High Performance and sustainable work strategy shown up.

How this innovation created difference: Anti-aging Seasonings and New Generation Salts group opened the door of many international chain market’s door. In competing markets we became a trend setter instead of focusing on product and entering into competition and that located us into upper segment that our rivals can’t even get an appointment. Perception that we created between our customers provided a communication model with excitement by the questions like Which product will Chef Season come this year? or which project this time. By this way we started to produce 19 new products with Migros’s M Selection brand. Lots of international customers like Sam’s Club, Wal-Mart, Rewe, Emart, Stockmann Gourmet became key account customers for us. We succeed to adapt these developed products to our customer portfolio products. Lastly, we developed seasonings that increase anti-oxidant amount 7-13 times by Passionings/ Fruit Seasonings. This product group also increased the profit of our related customers and these products became irreplaceable for our customers that following healthy life trends closely. We are still taking feedbacks to change consumption habits with delicious tastes. Together with these innovations, we taken “Best Data base Structure of the Year” from IDC Turkey in Industry 4.0 category. Our indicators that are showing high performance in European Business Awards provided us to become National Champion in Best Organization of the year. We became one of the fastest growing corporations in Turkey that arranged by the leadership of TEPAV and TOBB. Effect of our innovations in holistic manner placed us in a different place than our competitors and triggered our growth.

How it affected the performance: Our growth by endorsement from financial tables realized in 397%. (2012-2015) Our growth in same period for profit is in 2900% level. In addition to financial success; we increased our Efficiency and Performance to 92% and Customer Satisfaction Rate to 95,85%. Our brand value in market, innovative solutions directed to our customers, taking fast actions, increased our brand recognition and loyalty, provided us to become irreplaceable suppliers of many fast food chains. Pizza Hut, Dominos Pizza, Little Ceasers, Popeyes are some of these. By the distributorships in target countries, we are producing for more than 50 millions of people with Chef Seasons and Gizzia brands in 17 countries. By the aid of innovations under our expertise and innovations, we reached to market leader position in export market of many countries.

Who is responsible for Innovation: Our team means everything for us…We are providing trainings to our personnel to make them gain adequate qualities and skills to adapt company growth strategy. Burak Hucuptan is one of our company co-founders. After graduated as an engineer he taken master’s degree on marketing and became an expert on brand management, he worked for 5 years in leading companies of Turkey and then he established his own business and he succeed to develop innovative products and process management by successful work strategy. Taking fast decisions and actions are one of the most important characteristics of Mr. Burak. He makes his customers to feel his energetic and eager approach to customers and he created driving and motivating power of our company. Our team and managers know what they are doing and they make our customers to feel required and adequate equipment in every subject. Love, care and joy are Mr Burak’s work and life philosophy. He is working for creating a global brand from Izmir and he is a person that his work became his life.

Experience and Relationship Award 2016  

Contender:  QNB Finansbank  

Company Address: Buyukdere Cad., Kristal Kule Binası, No: 215 Esentepe Mahallesi, Sisli – Istanbul

Describe your Innovation: As QNB Finansbank, our service quality as Institutional and Commercial Bank, our service quality is in highest level with team culture both in general directorate and field applications. Together with our banking services we have made some innovative touches in 2015 to attract our customers and we accomplished “Istanbul Meetings”. We provided participation of managers from the firms that we work most frequently; Saffet Emre Tonguc participated in first day of our 2 days organization with Fener-Balat and Ayasofya tour, at the second day we provided Economy Conversations and Tanyer Sonmezer conference. Our General Directorate teams supported our customers during organization and transferred that we are open for sharing recommendation/opinions.

How this innovation created difference: Our private customers from different sectors and cities met with new people and caught networking opportunity and also live in Istanbul in different way of look.

How it affected the performance: By 2015, 4 organizations arranged for participation of 200 customers and 6 organizations arranged for 300 customers. These clients;

Who is responsible for Innovation: Omur Tan: Deputy Manager of Institutional and Commercial Banking in QNB Finansbank family from 1998 and he was taken the duties Institutional Branch Customer Representative, Institutional Branch Directorate, General Directorate Key Customer Management Group Directorate and Group Management responsible for Institutional Banking. By 2011 October, he became Deputy Manager of Institutional and Commercial Banking together with Foreign Trade Financing functions.

Vision Award 2016    

Contender:  GittiGidiyor  

Job Description: E-trade

Describe your Innovation:Gittigidiyor WIN is for removing the barriers that women may confront with, taking efficient roles in their career and supporting their potential. GittiGidiyor and Eagle&Beagle stresses out the diversity together with buddy organization for LGBTI and trying  them to provide peaceful living environment. By the year of 2015 an ebay company GittiGidiyor  stressed the powerful structure of Eagle&Beagle (Alliance of Gay/Lesbian Employees & Buddies) in terms of diversity. This established new formations in GittiGidiyor world and GittiGidiyor Eagle&Beagle team has been established by LGBTI individuals and their supporters (buddy). Aim of this group is to increase visibility of LGBTI individuals in business life and provide them an environment that has equal conditions with others. To do this, Eagle & Beagle group is arranging awareness trainings and activities and studying with associations mutually. It is using bulletins, brochures, books, printed materials that inform employees in regular intervals. It is organizing common activities with other employers. This group aims to break down prejudices of managers and team members, strengthening these individuals before institution, disclosing all potential. Together with these, GittiGidiyor WIN (Women Initiative Network) group that aims women to come more efficient and higher positions as bringing diversity &inclusion to make a part of company culture established in 2015 November. One of the most important structure of ebay culture, WIN, covered a lot of distance by its studies focused on women from the day that it established. Aim of this group is to increase number of women employees in organization and provide support to women to take efficient roles in their career. Also not only in company structure, also extending the areas of activity to touch life of all women and supporting them to make their voices to be heard in organizational structures. GittiGidiyor WIN continues to its work to touch lives of women and creating differences in their lives and maintaining its activities.

How this innovation created difference: Today Gittigidiyor called as LGBTI friendly company in LGBTI environments as a result of successful changes achieved both physically and mentally in GittiGidiyor office. We hired LGBTI employers and trainees. In surveys, scores for satisfaction of women working within GittiGidiyor had been shown increases.

How it affected the performance: We taken 5.place as GittiGidiyor in <<Great place to work>> list that arranged in 2016 and Turkey’s best employers has been chosen by its studies on women and diversity. Also we are considered worthy to special prize in <<diversity>>. GittiGidiyor is taking this prize in two years after ebay that always takes this product in international employers list. Many LGBTI individual started to stop hiding their identity /sexual orientation, they had started to effective roles in Eagle&Beagle group. By this formation to create a place for people to express themselves relaxed and freely, GittiGidiyor’s approach to private sector is an example with environment provided to its employees.  Together with this eBay’s customer satisfaction survey that conducted in every 3 years, our satisfaction increases in each period as GittiGidiyor and it passes eBay average. GittiGidiyor WIN had been implemented to support women by taking necessary actions and support them in their career journey. GittiGidiyor has a employee management policy that women are all already happy, met men and women in activities of WIN that serves for same purposes and had stressed the importance of supporting role of men in women’s lives. GittiGidiyor will create difference in women’s life again with many decisions in new period and became a signer of activities that will be mentioned by other companies. Theatre play that lights the problems encountered by men and women is also a project of GittiGidiyor WIN theatre team.

Relationship Award 2016   

Contender:  GittiGidiyor  

Describe your Innovation: As GittiGidiyor we name our self both customer and technology company. In this scope we are locating us at the middle of our work to develop customer experience continuously. Our aim is to provide the best experience to our users and developing this experience continuously. For this reason we restructured our technological infrastructure, process and work flow to develop innovative solutions. With Salesforce Service Cloud we carried our infrastructure to cloud platform. We are aiming to manage different dynamics together with Salesforce Service Cloud and we are aiming to provide perfection by omni-channel approach for customer satisfaction.

How this innovation created difference:We used different applications for customer services, reporting and data management processes before the Sales force Service Cloud solutions. However these applications were not effective for our goals and development and general maintenance expenses were very high. Primarily we adapted all of our communication channels to Sales force Service Cloud and we seen that our customer satisfaction scores increased rapidly. Also we reached more flexible structure to develop customer satisfaction continuously.

How it affected the performance: Sales force Service Cloud platform given us the chance of restructuring our all process and work flow. In this manner we became in a condition that can provide adaptability by our flexibility depending on our goals. By this way we increased our customer satisfaction rates in 51%. Also by the efficiency of Sales force Service Cloud finances we became in a condition that we can use our budget more effectively.

 

 

“Gamechangers Germany” is a fresh, high-energy, inspirational executive development program for business leaders.

It is fast and stretching, bringing together the latest and very best approaches to business strategy, customer insights, value propositions, business model design, customer experience maps, innovative solutions, brand story, and implementation plan.

It is focused on your business, addressing your big issues, and developing new ideas, strategies and solutions, ready to make happen.

Day 1 (June 6): Future Strategies … Developing a better strategy to drive profitable growth in fast-changing markets

Day 2 (June 7): Business Design … Creating more innovative customer propositions and business models.

Practical Action (time to test and shapes ideas) … Applying it all to your own business, ready to test, shape and focus.

Day 3 (September 6): Smarter Innovation … Shaping your business design to deliver a winning customer experience.

Day 4 (September 7): Leading Change … Preparing to implement your new strategy and business model, faster and better.

Business Impact … You now have developed your personal Business Blueprint ready for implementation.

Download the more detailed agenda here

The program can also be completely customised to your business, working with internal teams, enabling us to address specific business issues, and develop more focused outcomes.

Download a free extract of my new book  “Gamechangers” (German Edition)

Explore my new article “German Innovation … from industrial precision to punk entrepreneurship … are German businesses ready to change the game?”

„Es war ein sehr herausfordernder und spannender Tag mit einem emphatischen und enthusiastischen Prof. Peter Fisk. So ein Tag bringt Inspiration für neue Gedanken. Sehr Empfehlungswert!“
Jørgen Sørensen, CEO, IAT A/S

„Prof. Peter Fisk animiert auf positive und beeindruckende Art und Weise, die Grenzen der eigenen Ambitionen in Frage zu stellen und einen neuen Horizont des Machbaren zu mutig entwickeln. Mit vielen und einfachen Praxistests und lebhaften Beispielen untermauert er das Umdenken im Kopf. Motivierend und nachhaltig zugleich, auf jeden Fall direkt umsetzbar!“
Katharina Jahrling, Geschäftsführerin Deutschland, Hans Schwarzkopf & Henkel GmbH

„Ein ausgezeichneter Vortrag von einem ausgezeichneten Experten. Ein „Wake-up Call“ für jeden Unternehmer!“
Dr. Jens-Christian Posselt, Partner, bdp Bormann · Demant & Partner

Contact Henrik Lauridsen at GERBUS for more details.

https://www.youtube.com/watch?v=CRaiadNn_nw

In every sector you can see partners collaborating to add value in new ways. This can often mean sectors coming together in new ways. For example travel insurance built into travel luggage, or ongoing support built into  electronic products. This can quickly differentiate solutions, enhance customer experiences and add new revenue streams.

https://www.youtube.com/watch?v=vTGw_hAjTZc

It is a typical strategy of Gamechangers. We look at case studies to include Moven helping banks to reinvent financial service experiences, Epocrates in healthcare, Square in retail, Guosto in food, Slack in workplaces, and many others.

https://www.youtube.com/watch?v=3xlxK1cci4w&list=PLDctEAS0fw_zzOnWDJA7dZ47Ne1UYEfdH

In this event, for FedEx and its providers, we explore how they can work together to deliver exceptional support to these fast-changing business customers. Starting from the outside in, combining techniques as diverse as design thinking, experience mapping and new business to find more innovative concepts that drive innovation, customer satisfaction and new opportunities the growth of FedEx, its providers, and its customers.

More about FedEx Compatible

Empower your Business … Core FedEx functionality is built in to every certified FedEx Compatible solution, so accessing the shipping and delivery services you need, from the software you use every day, is simple and streamlined.

The FedEx Compatible program allows providers of e-commerce solutions (Shopping Cart, Ecommerce Solutions, Order Management, Enterprise Resource Planning, Transportation Management and Warehouse Management) to integrate core FedEx functionality directly into their solution. This allows users simple, streamlined access to the shipping and delivery solutions they need.

Today, customers of all sizes demand integration. With the FedEx Compatible Program, customers can conveniently access FedEx and, in many cases, other transportation carriers through a single, third-party shipping solution that has passed FedEx certification testing. With the FedEx Compatible Solutions Program, FedEx services are available through these systems.

A FedEx Compatible provider:

• Analyzes customer needs and proposes the appropriate solution.
• Sets prices on FedEx Compatible solution software, integration services and possibly hardware.
• Establishes an integration and installation schedule with the customer.
• Completes integration and installation of a customer’s new shipping solution, including the FedEx functionality.
• If using FedEx Ship Manager Server, guides the customer through the setup process on the registration web site, which allows the customer to agree to the FedEx End User License Agreements, and returns the customer’s meter number for the new shipping solution.
• Configures the customer’s new solution with the newly assigned meter number.
• Provides full support for the FedEx Compatible solution.

Examples of FedEx Compatible Providers:

• Agile Network … A comprehensive enterprise platform that helps some of the largest worldwide commerce/distribution companies save money and ship better, AgileElite replaces disparate manual processes and poorly or non-integrated shipping machines and carrier provided software. Agile offers transportation management software (TMS) product solutions along with professional transportation management systems that implement cost-effective inbound and outbound solutions with one goal in mind: ship better, save money. Whether you ship 3 or 300,000 parcel and freight shipments each day, Agile has the TMS software to fit your needs and budget. Agile delivers simple solutions to complex problems. Simply point and click, and you can measure carrier performance, plan routes, execute shipping, track down to line item detail, and settle carrier invoices with integrated audit and payment services.
• Priorship by Neopost … ProShip software takes multi-carrier shipping automation to the next level. ProShip is engineered to handle multiple origins with complex shipping methods, procedures and business rules. ProShip helps you reduce costs, simplifies the shipping process and gives you that competitive advantage in the shipping world. ProShip has been integrated with most major enterprise software solutions and is specifically designed for and certified by SAP, Oracle and Microsoft Dynamics.  ProShip’s flexible and powerful architecture is currently in use at thousands of locations around the world, in industries ranging from aerospace, automotive and manufacturing, to retail, distribution and electronics. The software is fully scalable, with the ability to provide a shipping solution for a company with a single workstation or to automate an entire omni-channel distribution network.
• ShipStation … ShipStation is a full-featured web-based shipping solution that is built for the multi-channel merchant. Easily connect to wherever you sell and start shipping in mere minutes. Forget about having to copy & paste information; it’s all imported automatically. When you ship, tracking data is automatically synced back to your shopping cart or marketplace as well as to your customer. ShipStation’s customizable and advanced feature set can help online merchant’s reduce their fulfillment time in half or more. Multi-channel: We’ll automatically import your orders from eBay and Amazon, and over 60 others sales channels, into your ShipStation account without you having to copy & paste a thing. Discounted shipping: Connect to your own FedEx account to get live contract rates and easily compare services to determine which will best fit the needs of you and your customer. Batch label creation: Create label batches in hundreds for one-click printing, with or without packing slips.
• Full list here

 

The “Growth Accelerators” will focus on pre-defined big topics, addressed through process and tools to be provided, and facilitated group work. The teams will present their outcomes the following day to business leaders, ready for agreed implementation. In particular, the workshop will stimulate new thinking and behaviours, learning from each other, sharing best practices, and finding best use of resources.

Format

The Growth Accelerator is designed as a high energy, focused and interactive experience. Following an initial session to reflect on the opportunities for innovation and growth, with some external inspiration, most of the day will involve teams working in “Growth Accelerators”. There will be 3-4 (as appropriate) teams, each focusing on one distinctive challenge, and all working through the stages of the growth acceleration process. The process will be facilitated by Professor Peter Fisk, a highly experienced facilitator, consultant and thought leader with vast experience of similar challenges, including in beauty.

Agenda 

Part 1: Launch Pad

• Growth opportunities  – why we need to think and act differently, exploring the opportunities of innovation and faster growth.
• Inspiration from beyond – focusing on other sectors with similar challenges, relevant insights and innovations, how other companies (eg from Amazon to Zipcars, Red Bull to Tesla) have thought and acted differently.
• Key phases of a fast and focused approach to innovation – how to ensure that it is customer-centric, creative and commercial, introducing the key tools and sequence, and why they matter.
• Introduction of three big challenges (to be definined – for example, how to integrate new businesses, how to rethink our channel mix, how to redefine relationships with customers and what they mean locally.
• Participants decide which “growth accelerators” to join for the rest of the day, each with a different challenge (there will be time during day to share ideas across groups too). Briefing of process for next 3 sessions

Part 2: The Opportunity Map

• Each group works independently, guided by a large one page templates with a series of questions to guide their process. This focuses on

1. Growth opportunities – identify options for growth and profit potential
2. Consumer insights – hypothesis of key needs and aspirations
3. Partner insights – hypothesis of key needs and aspirations
4. Define the challenge – establish a clear objective, or problem to solve
5. Priorities for focus – agree which growth opportunities matter most
6. Size of the prize – initial feel for the revenue and profit potential and time.

• Each group shares their one-page “Opportunity Map” with the other two teams, with 5 mins to present, and 5 mins for facilitator/others to give constructive feedback.

Part 3:  The Innovation Canvas

• Each group works independently, guided by a large one page templates with a series of questions to guide their process. This focuses on

1. Fast ideation – generating initial ideas, against priority growth opportinities
2. Stretch stimulus – learn from one non-beauty brand to stimulate new thinking
3. Idea fusion – connect ideas to find richer, and focus on strongest concepts
4. Consumer concept – what each idea means, as products and services
5. Partner concept – what each idea means, as products and services
6. Fast evaluation – H/M/L for revenue, cost, risk, and time to find best concept

• Each group shares their one-page “Innovation Canvas” with the other two teams, with 5 mins to present, and 5 mins for f constructive feedback.

Part 4: The Acceleration Plan

• Each group works independently, guided by a large one page templates with a series of questions to guide their process. This focuses on

1. The big idea – what’s new and better, what’s different and disruptive
2. Value proposition – the benefits to salon partners, and consumers
3. Business model – how it works, how we make money, costs and revenues
4. Implemention roadmap – key phases of deliverables, timeframes in months
5. Commercial check – high level revenues, costs, investment, risks, timeframe
6. Make the case – how to tell the story in 3 minutes using “SCQA” framework

• Each group shares their one-page “Acceleration Plan” with the other two teams, with 5 mins to present, and 5 mins for constructive feedback.

Step 5: Review and next steps

• Review of the Growth Accelerator outcomes and next steps – what else to think about, and work on, before presenting to stakeholders. This will include practical advice in terms of how to best articulate and present.
• Summary of the approach, with participants reflecting on the learning, the process and techniques used, and any key questions. Plus a high energy closing to leave them inspired.
• Groups can work in their own time during the evening to prepare for the following day. Additional blank copies of the one-page templates are availale, or they can choose their own preferred style of presentation.

Date to be finalised.

Download a summary of my “Be the Gamechanger” keynote.

Pfizer is about “applying science to discover therapies that significantly improve and extend people’s lives”.

In the area of oncology, Pfizer is focused on “redefining life with cancer”. At its heart, this is about speeding advances and breakthrough medicines to patients.

Pfizer’s specialist Oncology teams aim to significantly improve the lives of cancer patients worldwide, with approved therapies for a broad array of cancers.

As an example of some of Pfizer’s work, here is Liz Barrett, Global President of Oncology on the Science of Optimism; and Freda Lewis-Hall, Chief Medical Officer, talking about the US’s governments $1bn investment as “a cancer moonshot“.

Be the Gamechanger!

“The best way to predict the future is to create it” said Abraham Lincoln.

The best opportunities for business – to find new growth, to engage customers more deeply, to stand out from the crowd, to improve their profitability – is by seizing the opportunities of changing markets. The best way to seize these changes is by innovating – not just innovating the product, or even the business itself – but by innovating the market.

In the old world we accepted markets as a given – the status quo – and competed within it, with slightly different products and services, or most usually by competing on price. Most new products were quickly imitated, leading to declining margins and commoditisation. Most companies now receognise that this is not a route to long-term success in a rapidly changing world.

Fast-changing markets demand fast-changing businesses.

Winning in this new world requires a bigger ambition – to change the game, not just play the game. Winners recognise that markets are malleable, geography is irrelevant and categories are outdated, that boundaries blur and new spaces emerge, and that practices and perceptions can be shaped to your advantage.

https://www.youtube.com/watch?v=E03HFA923kw

Winning in fast-changing markets – new technologies, new attitudes, new opportunities

• Opportunity of change – power shifts and new capabilities in every market – new drivers of success – new attitudes and influences, expectations and aspirations.
• Winning in new ways – small beats large, humans beat technology, expertise beats experience – what it takes to win in this new world.
• Think different – left brain and right brain, analytical and intuitive, big picture and small detail, future back and now forward.

Changing the game in oncology – inspired by innovators, learning from other places

• Learning from the most disruptive innovators – how companies from Airbnb to Zidisha are audacious, intelligent, networked, collaborative and enabling.
• Deep diving into some more relevant examples – learning from Umpqua’s bank with a difference, Amazon’s personal experience, CVS Retail shift to wellness.
• How do these innovations apply to our world – to help us be experts in new areas, to engage patients in new ways, and partner with HCPs for mutual success?

Personal leadership – how to be the leader of change, innovation and growth

• Gamechangers – shaping markets in their own vision, changing the game of oncology – change the why, who, what, how
• What it means for you, and all of us together – your role as a leader, in driving innovation and growth, creating the future together
• Getting started – some practical starting points to start making the new Pfizer story a reality, to be winners in our world, and make life better.

Download summary of keynote: Changing the Game of Education

“Education 4.0” explores the future of education, in particular

• responding to the needs of “industry 4.0” or the fourth industrial revolution, where man and machine align to enable new possibilities
• harnessing the potential of digital technologies, personalised data, open sourced content, and the new humanity of this globally-connected, technology-fueled world
• designing a blueprint for the future of learning – lifelong learning – from childhood schooling, to continuous learning  in the workplace, to learning to play a better role in society.

“Changing the game” is all about learning from the disruptive innovators

• who are the companies right now who are reshaping their industries, challenging the old rules and creating new ones, new ways of working, new ways of winning
• in my Gamechangers book I explored 100 of them – they are audacious, harnessing the power of ideas and networks to be intelligent, collaborative, and enabling people to achieve more.
• taking the principles of how these companies change the game – how can we apply that to the world of education?

“The future of education” is therefore a new vision for learning, starting right now

“Learning from Thinkers50” bringing the best thinkers, best leaders together to share and create better ideas for the future of business

Download The Best Ideas in Business – Summary of the 50 Thinkers and 50 Ideas

Download The New Business Agenda – Summary of the 6 Ideas Curation Projects

How have the rules of business changed? The concepts of strategy and innovation, the ways to engage and lead your people, the most effective ways to organise and deliver, and most of all, how to be the most effective business leader.

It’s probably 20 years (or more) since you went to business school? Think how the world has changed in that time … customer expectations, digital technologies, global markets, millennial mindsets …

Peter Fisk explores what it takes to lead and win in today’s digital, disruptive and dramatically-changing environment … a business world that is being shaped by innovators from Jack Ma to Elon Musk, enabled by ideas from blockchain to gene editing, and delivered by brands as diverse as 23andMe and Xiaomi.

• Changing the game – how new ideas, new technologies, and new business models are changing every industry – including education.
• 100 new ideas for business – from industry 4.0 to the 100 year life, collaboration and holacracy, nanodegrees and social progress.
• Creating the future with Thinkers50 – how the new knowledge hub in Odense, Denmark, can help you change your world

We look back at where business ideas have come from. But then consider which ideas are still relevant, and which are most important in today’s digital, disruptive world:

We will learn from the world’s top ranked business gurus, according to Thinkers50, and focus on what are their best ideas – why they matter, how they connect, and what they means for you.

Peter will also give you a sneak preview of the the incredibly exciting plans for the Thinkers50 European Business Forum coming to Odense in partnership with Deloitte on 9-10 May next year featuring Michael Porter delivering the European Business Lecture 2017, and many more of the world’s top gurus.

More about Education 4.0

In this context, where the new business agenda is driven by Industry 4.0 (the coming together of man and machine, driven by a rapid growth in artificial intelligence to robotics), then what does this mean for learning?

Global connectivity, smart machines, and new media are just some of the drivers reshaping how we think about work, what constitutes work, and how we learn and develop the skills to work in the future. The concept of a “100 year life” becoming the norm, and the majority of that spent studying and working, means that learning will be a lot more important, and different, for the next generations. Most people will have at least 6 different careers, requiring fundamental reeducating, whilst the relentless speed of innovation will constantly demand new skills and knowledge to keep pace, let alone an edge.

Educationalists debate the many ways in which the content of education – at all levels – and the process of learning, will need to change over the years ahead. Disruptive innovation guru Clay Christiansen, for example, points to the dramatic unbundling of education from its current forms so that it can be personalised, repackaging, peer to peer and continuous. Whether it is classroom or workplace, online or offline, structured or unstructured, taught or learnt, standardised or not, certificated or not, then learning is likely to break free from our old mindsets in the coming years.

Among the many discussions, innovations and general shifts in the world of learning – from school children to business executive – there are 9 trends that stand out:

1. Diverse time and place.
   Students will have more opportunities to learn at different times in different places. eLearning tools facilitate opportunities for remote, self-paced learning. Classrooms will be flipped, which means the theoretical part is learned outside the classroom, whereas the practical part shall be taught face to face, interactively.
2. Personalized learning.
   Students will learn with study tools that adapt to the capabilities of a student. This means above average students shall be challenged with harder tasks and questions when a certain level is achieved. Students who experience difficulties with a subject will get the opportunity to practice more until they reach the required level. Students will be positively reinforced during their individual learning processes. This can result in to positive learning experiences and will diminish the amount of students losing confidence about their academic abilities. Furthermore, teachers will be able to see clearly which students need help in which areas.
3. Free choice.
   Though every subject that is taught aims for the same destination, the road leading towards that destination can vary per student. Similarly to the personalized learning experience, students will be able to modify their learning process with tools they feel are necessary for them. Students will learn with different devices, different programs and techniques based on their own preference. Blended learning, flipped classrooms and BYOD (Bring Your Own Device) form important terminology within this change.
4. Project based.
   As careers are adapting to the future freelance economy, students of today will adapt to project based learning and working. This means they have to learn how to apply their skills in shorter terms to a variety of situations. Students should already get acquainted with project based learning in high school. This is when organizational, collaborative, and time management skills can be taught as basics that every student can use in their further academic careers.
5. Field experience.
   Because technology can facilitate more efficiency in certain domains, curricula will make room for skills that solely require human knowledge and face-to-face interaction. Thus, experience in ‘the field’ will be emphasized within courses. Schools will provide more opportunities for students to obtain real-world skills that are representative to their jobs. This means curricula will create more room for students to fulfill internships, mentoring projects and collaboration projects (e.g.).
6. Data interpretation.
   Though mathematics is considered one of three literacies, it is without a doubt that the manual part of this literacy will become irrelevant in the near future. Computers will soon take care of every statistical analysis, and describe and analyse data and predict future trends. Therefore, the human interpretation of these data will become a much more important part of the future curricula. Applying the theoretical knowledge to numbers, and using human reasoning to infer logic and trends from these data will become a fundamental new aspect of this literacy.
7. Exams will change completely.
   As courseware platforms will assess students capabilities at each step, measuring their competencies through Q&A might become irrelevant, or might not suffice. Many argue that exams are now designed in such a way, that students cram their materials, and forget the next day. Educators worry that exams might not validly measure what students should be capable of when they enter their first job. As the factual knowledge of a student can be measured during their learning process, the application of their knowledge is best tested when they work on projects in the field.
8. Student ownership.
   Students will become more and more involved in forming their curricula. Maintaining a curriculum that is contemporary, up-to-date and useful is only realistic when professionals as well as ‘youngsters’ are involved. Critical input from students on the content and durability of their courses is a must for an all-embracing study program.
9. Mentoring will become more important.
   In 20 years, students will incorporate so much independence in to their learning process, that mentoring will become fundamental to student success. Teachers will form a central point in the jungle of information that our students will be paving their way through. Though the future of education seems remote, the teacher and educational institution are vital to academic performance.

These are exciting, provocative and potentially far-reaching challenges. For individuals and society, new educational tools and resources hold the promise of empowering individuals to develop a fuller array of competencies, skills and knowledge and of unleashing their creative potential.

Indeed, many of the changes underway call to mind the evocative words of Irish poet William Butler Yeats that, “Education is not about filling a bucket but lighting a fire.”

Technology has become integrated into virtually every aspect of work. And because we spend so much time working, work really is the place where we most directly feel the impact of developing technologies. From collaboration to productivity; from new ways of approaching workspace design to the increasing ability to work from virtually anywhere; and from hiring and recruitment to new skill sets—it is a time of experimentation for companies and organizations as trends in technology converge to change what it means to work.

https://www.youtube.com/watch?v=LqYihC12WDM

Download the Envisioning the Future of Education Technology

More useful downloads:

IFTF Future of Work Map

IFTF Future Work Skills 2020 Summary Map

IFTF From Educational Institutions to Learning Flows

IFTF Learning is Earning in the USA Learning Economy

KnowledgeWorks Future of Learning Forecast 3.0 Infographic