July 2020

by Iveta Merlinova

SUSTAINABLE MARKETING MODELS

MOLECULAR MARKETING | Market Leadership Creative Modeling

CINNAM Supports The Sustainable Development Goals

ALDEHYDE Molecular Business Systems®

Forward

CINNAM is a management consulting company and a professional network focused on business innovation and sustainable market leadership enhancement. We support our clients in dynamic moments such as strategic change and transformation, start-upping, emergency and crisis management, new offer launching, customer experience momentum, and service proposal boost, inside profit e non-profit contexts.

CINNAM offers its assistance within both content-oriented (upstream and downstream marketing, bid management, circular economy, innovation management, business modeling and planning), and people-oriented (mentoring, change management, creativity empowerment) projects, interdependent, complementary and usually combined together, with the aim at increasing the overall project efficiency, efficacy, sustainability and people wellbeing.

CINNAM Services include Strategic Advisory, Executive Mentoring, Interim Management, Smart Consulting and Creative Labs. They are activated separately or in a systemic multidisciplinary combination for the following deliverables: Market & Customer Insights; Value Proposition Models; Sustainable Business Strategies; Service & Experience Design; Change & Innovation Programs; Marketing & Communication Plans.

We are agile, creative and consistent: alongside with design thinking, content and management innovation go engineering and performance measurement, respecting people, society, nature and budgets.

Enterprises, both in service and manufacturing, as well as networks and individuals benefit from our approach. We have a wealth of experience in sectors such as facility management, automotive, health care and wellbeing, customer care, delivery and distribution services, fashion, design and food, as well as within the non-profit organizations and business schools.

MOLECULAR MARKETING is our proprietary methodology regarding the market-leadership creative modeling. It refers to the processes of innovation, managing and making decisions for the future direction of a business or other organizational systems, based on information obtained from holistic marketing models that interpret a considered market context.

The Molecular Marketing mindset was set in 2013 through the book written by Iveta Merlinova: MOLECULAR MARKETING - Market Leadership Creative Modeling. The architecture of the book reflects three main areas of concern within today’s marketing innovation: on the first level, the innovation of marketing elements/drivers structured through the Molecular Marketing Table of Elements; on the second level, innovation in marketing processes; on the third level, innovation in marketing models that defines a higher level of competition and innovation than its elements do.

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Molecular Marketing Models

Molecular Marketing Models (MOMA Models) are the expression of the systemic marketing innovation; they intensify innovation of products and services and act as the nuclei of market-oriented and customer-oriented business models.

There are three essential components of the final MM Model: • Marketing Molecule Model (MM Model) that defines the most valuable offering (Marketing Molecule) for

the potentially most valuable customers in a certain market context and scenario; it is aligned to company values, behaviors, and desired/required competitive positioning. The conceptually solid, integrated, and shared MM Model represents a basic working, leading, and decision-making framework for business strategic, commercial and all frontline activities.

• Molecular Marketing Management Model (MM Management Model) that expresses the most valuable approach to the activation and execution of the MM Model from the company’s perspective, in terms of

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efficiency in planning, project management, information and marketing-knowledge management, organizational and personnel change, and other managerial activities and processes. MM Management Model defines the choices made by the executives in terms of marketing objectives, efforts, priorities, and resources; in other words, how they define how work of management gets done (Birkinshaw 2010).

• Molecular Marketing Innovation Model (MM Innovation Model) that defines a company’s marketing innovation and new-offering launch processes and assures a continuity of marketing development. MM Innovation Model establishes the level e the type of innovation, its openness toward stakeholders, its network structure, and its dimension. The MM Innovation Model is based on dynamic, technology-driven, market-driven, and design-driven creative stimulation of external and internal innovation teams; it is a homeostatic organic system that depends on people and their intellectual metabolism, reproduction, and development.

Marketing Molecules, MM Management, and MM Innovation Models are fluid learning systems. The innovation occurs every day and everywhere. It is a flexible, efficient, and measurable process that generates new commercial offerings and prepares their launches.

The integrated MM Model is operating and developing through creative processes, training, internal communication, knowledge management innovation, through best practices and competency sharing. Innovation is definitely not self-starting or self-perpetuating. People make it happen through their imagination, willpower, and perseverance (Kelley, 2005).

Now it is time to put sustainability at the center of the MM Models. The aim of being sustainable - covering in parallel economic, environmental, and socio-cultural dimensions - is no more an option. It has become a standard for all businesses and their commercial and marketing activities.

It is not a simple consideration of sustainability, but its strategic inclusion, development, differentiation and innovation, that will create in the future new competitive advantages for the company business model. Sustainable marketing and business models drive concretely an increase of value addition, encourage greater investments in skills and education, and provide resources to meet broader, inclusive and sustainable development objectives.

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Sustainable Marketing Modeling

SDG Priorities for MM Modeling Methodology The sustainability global priorities and aspirations for 2030 have been delineated by the United Nations through the Sustainable Development Goals (SDGs). Covering a wide spectrum of sustainable development topics, the 17 SDGs help to connect business strategies with global priorities.

In particular, the innovation of the Molecular Marketing Modeling methodology, in terms of sustainability, is mainly conditioned by the following SDGs, in the order of importance:

SDG 09 Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation

SDG 08 Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for allSDG 12 Ensure sustainable consumption and production patterns

SDG 17Strengthen the means of implementation and revitalize the global partnership for sustainable development

All other SDGs, which are secondary from a methodological point of view, retain their primary ethical importance and are essential in defining the content of the MM Model, as a function of the type of business for which the model is designed.

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MM Modeling helps achieve SDG TargetsMM Modeling as a platform methodology for business, management and innovation modeling, helps achieve specific targets concerning the selected SDGs.

The objective to build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation (SDG 09), is put in practice through project activities, design tools and decisions focused mainly on the following SDG Targets:

One of the most important aspects to be observed when modeling is a life-cycle approach, using social, economic and environmental impact assessments as the basis for offering, management and innovation choices and for interactions with stakeholders.

Another relevant business modeling actions to help achieve these targets are:

• improving product design, material efficiency and reuse of materials, manufacturing processes with the aim at supporting the development and diffusion of environmentally friendly technologies and smart solutions;

• working on circular business models with the aim at reducing the own environmental impact and increasing supply chain and resource security;

• fostering open innovation throughout the whole stakeholders environment.

The objective to promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all (SDG 08), is put in practice through project activities, design tools and decisions focused mainly on the following SDG Targets:

MM Modeling has to facilitate entrepreneurship, creativity, innovation, diversification and technological upgrading, and contribute to the global resource efficiency in sustainable consumption and production.

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The objective to ensure sustainable consumption and production patterns (SDG 12), is put in practice through project activities, design tools and decisions focused mainly on the following SDG Targets:

As it has already been indicated for the SDG 08, the development and implementation of circular business models is essential for this purpose. Some additional actions to help achieve these targets could be mentioned:

• incorporating sustainable development into business vision, policies and strategies and developing sustainability targets and indicators across the product and service offering (Marketing Molecules);

• investing in training and change management programs for sustainable business model sharing and its activation throughout the supply chain;

• raising consumer awareness and promoting consumer education to improve their willingness to engage in sustainable consumption;

• including reliable, relevant, clear, transparent and accessible information on the offering price, content, safe use, environmental attributes, maintenance, storage, and disposal of products and services to enable consumers to make informed decisions;

• partnering with stakeholders who are developing sustainable practices.

The objective to strengthen the means of implementation and revitalize the global partnership for sustainable development (SDG 17), is put in practice through project activities, design tools and decisions focused mainly on the following SDG Targets:

These targets bring business modeling towards multi-stakeholder partnerships that mobilize and share knowledge, expertise, technology and financial resources and encourage public-private and civil society partnerships.

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Marketing Change and Innovation Programs

Sustainable Marketing Modeling and Sustainability Modeling should be carried out by human resources professionally prepared for collaborative innovation, system and design thinking, and group creativity. These processes need to be supported by appropriate training and change management programs throughout the whole company value system.

We have a wealth of experience in designing, projecting and executing different scales of Change Management Projects, based upon the integration of three parallel paths: Team Collaborative Workshops, Individual and Group Mentoring, and Knowledge System Building.

In particular, Innovation Team Working Programs are oriented on identifying, developing and deploying the innovation skills and creative talents of participants (innovation personas), with the aim at creating the optimal teams for business innovation.

Our Empowerment Support and Capability Building methodology (ECB-ALDEHYDE MBS®) is focused on resources across the organization that are involved in delivering a convergent and sustainable end-to-end Customer Experience. It ensures the internal alignment and the creation of multidisciplinary teams that can break through silos, foster cross-disciplinary collaboration and guarantee a successful sustainable business leadership.

References

Iveta Merlinova, Molecular Marketing : Market Leadership Creative Modeling, 2°ed., CINNAM, Milano 2015.

SDG Compass:The guide for business action on the SDGs. GRI, UN Global Compact and WBCSD, 2015.

Business Reporting on the SDGs. GRI and the UN Global Compact, 2015.

Challenges and Opportunities in the Post-COVID-19 World, Insight Report. World Economic Forum, 2020.

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Contacts

www.cinnam.com

info@cinnam.com

LinkedIn - Iveta Merlinova

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