how to build a marketing plan 2015

ADVANCED MASTER IN INNOVATION AND MANAGEMENT - STRATEGIC MARKETING- © Prof. L. Bouty 2015 1

STRATEGIC MARKETING

Advance Master in Innovation and Management

Professor Laurent Bouty

Brussels, 2015

© JEN COLLINS @ Flickr

v1.1This document is work in progress and I am waiting to improve it based on your feedbacks

LAURENT BOUTY © 2015 2

WHOISBUILDINGTHEPLAN?


CMOa strange specie today


SOPHISTICATED STRATEGIST

ENTREPRENEURIAL TRAILBLAZER

VS.


BUSINESS LEADER

MARKETING GURU

VS.


SECTOR SPECIALIST

VERSATILE PARTNER

VS.


INNOVATION CHAMPION

VS.

SHOPPER EXPERT


DIGITAL EXPERT

VS.

MARKETING TRADITIONALIST


MARKETING PLANNINGIS A COMBINATION OFART & SCIENCE


MARKETING PLANNING IS A DISCIPLINE


Intended StrategyDeliberate StrategyUnrealized Strategy

Realized Strategy

Strategy is a plan: they are made in advance of the actions to which they apply and they are developed consciously and purposefully

Emer

gent

Stra

tegy

Source: Mintzberg H., The strategy concept I: Five Ps for Strategy, California Management Review 1987

Strategy is a pattern: the successful approaches merge into a pattern of action that becomes our strategy.

DIFFERENT APPROACHES FOR BUILDING A STRATEGY


TODAY, WE ARE IN A VUCA WORLD

VUCA: Volatile, Uncertain, Complex and Ambiguous


WEARE IN ANEW ERA


STRATEGIC PROCESS HAS BEEN SIMPLIFIED


DESIGN PROCESS IS NOW USED IN BUSINESS SCHOOL


TODAY, WE SHOULD BE LEAN & AGILE


WHY DO YOU NEED A PLAN?

ADVANCED MASTER IN INNOVATION AND MANAGEMENT - STRATEGIC MARKETING- © Prof. L. Bouty 2015

REMEMBER…

19


Money

MONEY!


MARKETING IS A DEDICATED MIX OF ART AND SCIENCE BUT THE ULTIMATE FOCUS MUST ALWAYS BE THE BUSINESS

CMO.com (http://www.cmo.com/articles/2011/6/14/10-great-expectations-what-ceos-want-from-their-cmos.html)

http://CMO.com

http://www.cmo.com/articles/2011/6/14/10-great-expectations-what-ceos-want-from-their-cmos.html


MAIN ASSUMPTION OF THE METHODOLOGY

THE MARKETING PLANNING EXERCISE SHOULD START FROM THE MAIN REASON WE DO IT:

DELIVERING THE FINANCIAL OBJECTIVES

THUS ALL ELEMENTS OF THIS STRATEGIC PROCESS SHOULD BE STRONGLY LINKED WITH THESE FINANCIAL OBJECTIVES.


FINANCIAL OBJECTIVES

THE FINANCIAL OBJECTIVES ARE DETAILED IN THE P&L:

REVENUECOGSOPEXEBITDACAPEXFCF


THE PROCESSSTEP 1 - START FROM COMPANY FINANCIAL OBJECTIVES

TOPICS ACTIONS

Group/Company objectives(Constraints)

Revenue, Gross Margin, OPEX (People, Marketing budget, …), EBITDA, CAPEX, FCF

Current Situation(The Game)

WHO (Brand)WHAT (Value Proposition + Price)WHERE (Channels)HOW (Cx, Conversations, Advocacy)FOR (Financial Equation)

Find Growth(Investigation)

What are the Brakes and Accelerators for growing users, transactions and/or Prices?

Define Options(Scenarios)

Option 1 - Generate Growth with the current situationContinue As-Is

Option 2 - Generate Growth through improvement of current situation (improve the game)Improve VP, Price, Channels, Brand, Cx, Conversation

Option 3 - Generate Growth through extension of current situation (extend the game)Extend VP, Price, Channels, Brand, Cx, Conversation

Option 4 - Generate Growth through innovation (change the game)Innovate VP, Price, Channels, Brand, Cx, Conversation

Build RoadmapConsolidate actions identified in Options in a consistent roadmap:GET (New Revenue), KEEP (Existing Revenue), USE (New Transactions)


THE PROCESSSTEP 1 - START FROM COMPANY FINANCIAL OBJECTIVES

When you build your Marketing Plan, You need to know what you are expected to deliver at the end.


HOW TOPLAY THEGAME?


How do you make the link between Company Objectives and Marketing Initiatives?

QUESTION


PROFIT = PRICE - COST

SHAREHOLDER VALUE CREATION IS ABOUT THE FUNDAMENTAL EQUATION


STEP 1 - CONSTRAINTS & OBJECTIVESUNDERSTAND WHERE YOU PLAY AND YOUR OBJECTIVES

PRICE - COST = Profit

SubstitutesThreat of entry Buyer power

--

Supplier powerRivalry

-

-+-


Good Marketing Analysis ties the details of strategy to the financial implications

Source: Barwise, P., Marsh, P., & Wensley, R. (1989). Must finance and strategy clash. Harvard Business Review, (September-October), 85.


YOU NEED

AN EQUATION!!


!"# = %&'"!×)!*+'*,)-.+×/!-,"

AVG PRICE PER

TRANSACTION

# TRANSACTION PER YEAR PER

CUSTOMER

# CUSTOMERS

(or Users)

MY PROPOSAL


MY PROPOSAL

Revenue Y0

U0,T0,P0

Users

Transactions

Price

Revenue Y1

U1,T1,P1Incremental revenue due to user increase∆UxT0xP0

Incremental revenue due to transaction increase

U0x∆TxP0

Incremental revenue due to price increaseU0xT0x∆P

Assumption: Second degree factors are considered not relevant


SO


Marketers are focused on being the

GROWTH engine for the firm

source: Forbes CEO/CMO dilemma


MORE USERS


USERS ARE IMPACTED BY DIFFERENT FACTORS

QUESTION TO ASK:

How is the evolution of our Customer Base?Flat, (Rapid) Growth, (Rapid) Decrease

How can we get more users?How can we loose less users?


MORE TRANSACTIONS


TRANSACTIONS ARE IMPACTED BY DIFFERENT FACTORS

UP-SELL

CROSS-SELL ELASTICITY


HIGHER PRICES


504 BRAND VALUATION

prudence. Its evaluations must be shown to bevalid, coherent and reproduceable. This iswhy, paradoxically, only the brands that havebeen bought individually, or that wereincluded in the price paid for a company, canbe posted in the balance sheet of the acquiringcompany. The overall price paid gives anupper limit to their value. So far, all over theworld, the principle of prudence has lednational and international accounting normsand standards to forbid the posting in thebalance sheet of internally grown brands. It isof course possible to propose brand valua-tions, but as long as the brands have not beenbought and sold, there is too much doubtabout the validity of these estimates. Brandsacquire value through the market.

Accounting for brands: the debate

The debate on the inclusion of all of thebrands, whether they be purchased orcreated, raises basic questions about the veryessence of accounting. Why do balancesheets and company accounts exist? Is it togive an estimation of the true financial value

of the company (which of course is verysubjective) or, following the accountingprudence principle, to include only objectivedata and to assess only past and recordedtransactions? Until now the second idea hasbeen chosen in all countries: therefore onlytransactions involving external brands arerecorded. If the internal brands were to benoted, the principle of reality would berespected at the expense of reliability and ofthe consistency of accounting. In fact, whatwould we think of a balance sheet which wasbased on non-uniform and sometimessubjective methods of evaluation? Theinclusion of an acquired brand does notviolate the principle of bookkeeping athistorical costs, which is a fundamentalaccounting principle. How then can internalbrands be valued? As we will see later on, thevaluation methods, which are based onhistorical costs or replacement costs, are notgood enough. The best methods are thosebased on projections of future income, whichare highly subjective. A certain amount ofuncertainty and heterogeneity, which areagainst the rules of caution, would be createdif these were included in the balance sheet.

Price

Without astrong brand

Volumepremium

Pricepremium

Volume

With astrong brand

Figure 18.1 What is ‘brand equity’?

PRICES ARE IMPACTED BY DIFFERENT FACTORS

OPTIONS

Be Honest, Thank you Customers, Explain Your Costs, Add Features, Give a Lower-Priced Option, Over-Delivered First, Add More Value, Raide Prices for Reasons Other Than Profitability, Explain But Don’t Apologise, Inform Your Customers


BUT THE BUDGET IS NOT UNLIMITED!


!"#$%& = ()*!+×$+&-*&.$#/-×0+#.!1 − ./3*1 − /0!4

SO!

MAXIMIZEMore Users, More Transaction, Higher (Margin on) Price

MINIMIZEAutomation, Purchasing power, Channel

efficiency, Acquisition cost, Retention cost


HOW TOMAXIMIZETHEEQUATION?


You (BRAND) ARE PROPOSING Something (VP)At a (PRICE)To Someone (PERSONA)


You (BRAND) ARE INTERACTING Across (TOUCHPOINTS)And having (CONVERSATIONS)With Someone (PERSONA)


YOU MARKETING

NEEDS FOUNDATION

BRAND VALUE PROPOSITION

PRICE


YOU MARKETING

NEEDS INTERACTIONS

TOUCH-POINTS

CONVER-SATIONS

BRAND


THE PROCESSSTEP 2 - WHAT IS THE CURRENT SITUATION?

TOPICS ACTIONS




WHO (Brand)WHAT (Value Proposition + Price)WHERE (Touchpoints)HOW (Cx, Conversations, Advocacy)FOR (Financial Equation)










SO THEGAMEIS ?


WHO (Brand)WHAT(Value Proposition + Prices)WHERE(Touchpoints)HOW(Cx, Conversations, Advocacy)FOR (Financial Equation)


BRAND

TOUCH-POINTS

DESIGN

PAID

EARNED

OWNED

SHARED

PRODUCTS & SERVICES

GAIN CREATORS

FOUNDATIONSINTERACTIONS

DESIGN

CONVER-SATIONS

VALUE PROPOSITION

PRICES

PAIN RELIEVERS

PRICING MECHANISMS

COST STRUCTURES

MOMENT OF TRUTH

OMNICHANNEL

MICRO-MOMENTS

EXPERIENCES

PERSONAS

GROWTH HACKING

RETENTION

REVENUESOPEX, CAPEX


YOU NEEDSOMEMODELS


YOU MARKETING

NEEDS FOUNDATION

BRAND VALUE PROPOSITION

PRICE


“New exciting ideas and perspectives on brand building are offered that have been absent from our literature.”Philip Kotler, S C Johnson & Sons Distinguished Professor of International Marketing, Northwestern University,

Kellogg School of Management, USA

“Kapferer continues to be on the leading edge.”Earl N Powell, President, Design Management Institute, Boston, USA

“Managing a brand without reading this book is like driving a car without your license.” Haesun Lee, Senior Vice President of Marketing,AMOREPACIFIC Co, Korea

“The best book on brands!”Design Magazine

“One of the definitive resources on branding for marketing professionals worldwide.”The Economic Times, India

“One of the best books on brand management. Kapferer is thought-provoking and always able to create new insights on various brand-related topics.”

Rik Riezebos, CEO Brand Capital and director of the European Institute for Brand Management

Adopted by leading international business schools, MBA programmes and marketing practitioners alike, The New StrategicBrand Management is simply the reference source for senior strategists, positioning professionals and postgraduate students. Over the years it has not only established a reputation as one of the leading works on brand strategy but hasalso become synonymous with the topic itself.

This new edition builds on its impressive reputation and keeps the book at the forefront of strategic brand thinking.Revealing and explaining the latest models used by companies worldwide, author Jean-Noël Kapferer covers all the leading issues faced by brand strategists today, supported by an array of international case studies. With both gravitasand intelligent insight, this book reveals new thinking on crucial topics including:

Moving beyond marketing, The New Strategic Brand Management addresses the bigger picture, integrating other components such as business models, HR and finance into brand building. It analyses the specifics of brands in B2B, services, distribution, the internet and the luxury sector. It extends the brand concept to celebrities, universities, townsand nations.

Jean-Noël Kapferer is one of the very few worldwide experts on brands. His book stands out fromothers with its unique insights, its style of exhaustive analysis and its original perspectives, stemming fromhis strategic vision, and his international background and experience. A professor of marketing strategy atHEC Paris, he holds a PhD from Northwestern University (USA) and is an active consultant to manyEuropean, US and Asian corporations. He also gives executive seminars in the US, China, Japan, Korea and

India. He is the author of six books on branding, advertising and communication, including Reinventing the Brand, also published by Kogan Page. You can contact him at www.kapferer.com.

• growth in saturated markets;• decommoditisation;• innovation in emerging markets;• brand rejuvenation and turn around;• managing brand consistency and diversity;

• positioning private labels and store brands;• globalisation and market adaptation;• co-branding strategies;• internal branding and corporate branding; • financial evaluation of brands.

Kogan Page120 Pentonville RoadLondon N1 9JNUnited Kingdomwww.kogan-page.co.uk

Kogan Page US525 South 4th Street, #241Philadelphia PA 19147USA

£35.00US $70.00

Branding / Business and management

THE NEWSTRATEGICBRANDMANAGEMENT

Creating and sustaining brand equity long term

“New exciting ideas and perspectives on brand building!”Philip Kotler

J N KAPFERER

KA

PF

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TH

E N

EW

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4TH EDITION

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ISBN: 978-0-7494-5085-4

new_strategic_brand_aw:Layout 1 6/12/07 16:25 Page 1


PERSONAS, VP, BRAND AND PRICING

BRAND VP

The Value Proposition Canvas

Customer (Segment) Profile:

copyright: Strategyzer AGThe makers of Business Model Generation and Strategyzer strategyzer.com

Pains

Gains

CustomerJob(s)



Gain Creators

Pain Relievers

Products& Services

Value (Proposition) Map:

appearance is important but it is not all.Nevertheless, the first step in developing abrand is to define its physical aspect: Whatis it concretely? What does it do? Whatdoes it look like? The physical facet alsocomprises the brand’s prototype: theflagship product that is representative ofthe brand’s qualities.

That is why the small round bottle is soimportant each time Orangina islaunched in a new country. The bottleused today is the same as it has alwaysbeen. From the beginning, it has served toposition Orangina, thanks to its uniqueshape and to the orange pulp that we canactually see. Only later was it marketed instandard family-size PET bottles and incans. In this respect, it is also quite signif-icant that there used to be a picture of thefamous Coca-Cola bottle on all Coke cans.It is true that modern packaging tends tostandardise brands, making them allclones of one another. Thus, in using theimage of its traditional bottle, Coca-Colaaims to remind us of its roots.

There are several delicate issuesregarding Coke’s physical facet. Forexample, is the dark colour part of itsidentity? It is certainly a key contributorto the mystery of the brand. If it belongsto the brand’s kernel, key identity traits,then there could never be any such thingas colourless Crystal Coke, even thoughthere is such a thing as Crystal Pepsi.Likewise, would grapefruit Orangina inthe classic round bottle be possible?

Many brands have problems with theirphysical facet because their functionaladded value is weak. Even an image-basedbrand must deliver material benefits.Brands are two-legged value-addingsystems.

2. A brand has a personality. By communi-cating, it gradually builds up character.The way in which it speaks of its productsor services shows what kind of person itwould be if it were human.

‘Brand personality’ has been the mainfocus of brand advertising since 1970.

BRAND IDENTITY AND POSIT IONING 183

PICTURE OF SENDER

PICTURE OF RECIPIENT

Relationship Culture

Reflection

Physique Personality

Self-image

EXTE

RNAL

ISAT

ION

INTE

RNAL

ISAT

ION

Figure 7.4 Brand identity prism

FIT

PERSONASFOUNDATIONS


YOU MARKETING

NEEDS INTERACTIONS

TOUCH-POINTS

CONVER-SATIONS

BRAND


CHANNELS BECOME EXPERIENCES (CX)COMMUNICATION BECOMES CONVERSATION (POSE)

POE stands for Paid, Owned and Earned

ExperiencingPre-Arrival Post-Check Out

PLANNING BOOKING TRAVELING CHECK IN DINING GAMING SHOPPING ENTERTAINMENT RELAXING IN ROOM CHECK OUT TRAVELING SHARING PLANNING

EXCITEMENT

SURPRISE

EMPOWERED

OVERWHELMING

FRUSTRATION

INTENSITY


Touch points




Pains

Gains

CustomerJob(s)

Brand Experience

Channels

Conversations

Pains, Gains, Jobs Alternatives (Competition, Substitution)

Brand Proposition (Externalisation, Internalisation)Service Level Agreement vs CompetitionDoing, Thinking, Feeling

On-line, Off-lineStatic, MobileDirect & IndirectHuman, Automated

Paid, Owned, Earned, SharedStoriesVon Restorff effectAdvocacies


@iacquire

The New Consumer Decision Journey

via Google ZMOT 2012


[email protected]

60


QUESTION Can I deliver growth with the current situation?


STEP 3 - INVESTIGATIONUNDERSTAND CONTRIBUTION OF EACH ELEMENTS

REV USER TRANSACTION REV/TRANS.

BRAND

VP

PRICE

CHANNELS

CONVERSATION

FOUNDATIONS

INTERACTIONS

{{

Accelerators

Brakes


STEP 3 - SCENARIOS FOUNDATIONSWHAT SHOULD BE CHANGED IN THE FOUNDATIONS?

BRAND VP




Pains

Gains

CustomerJob(s)



Gain Creators

Pain Relievers

Products& Services

Value (Proposition) Map:

appearance is important but it is not all.Nevertheless, the first step in developing abrand is to define its physical aspect: Whatis it concretely? What does it do? Whatdoes it look like? The physical facet alsocomprises the brand’s prototype: theflagship product that is representative ofthe brand’s qualities.

That is why the small round bottle is soimportant each time Orangina islaunched in a new country. The bottleused today is the same as it has alwaysbeen. From the beginning, it has served toposition Orangina, thanks to its uniqueshape and to the orange pulp that we canactually see. Only later was it marketed instandard family-size PET bottles and incans. In this respect, it is also quite signif-icant that there used to be a picture of thefamous Coca-Cola bottle on all Coke cans.It is true that modern packaging tends tostandardise brands, making them allclones of one another. Thus, in using theimage of its traditional bottle, Coca-Colaaims to remind us of its roots.

There are several delicate issuesregarding Coke’s physical facet. Forexample, is the dark colour part of itsidentity? It is certainly a key contributorto the mystery of the brand. If it belongsto the brand’s kernel, key identity traits,then there could never be any such thingas colourless Crystal Coke, even thoughthere is such a thing as Crystal Pepsi.Likewise, would grapefruit Orangina inthe classic round bottle be possible?

Many brands have problems with theirphysical facet because their functionaladded value is weak. Even an image-basedbrand must deliver material benefits.Brands are two-legged value-addingsystems.

2. A brand has a personality. By communi-cating, it gradually builds up character.The way in which it speaks of its productsor services shows what kind of person itwould be if it were human.

‘Brand personality’ has been the mainfocus of brand advertising since 1970.

BRAND IDENTITY AND POSIT IONING 183

PICTURE OF SENDER

PICTURE OF RECIPIENT

Relationship Culture

Reflection

Physique Personality

Self-image

EXTE

RNAL

ISAT

ION

INTE

RNAL

ISAT

ION

Figure 7.4 Brand identity prism

1. OBSERVATION OF PERSONAS2. FIT BETWEEN PERSONAS AND

FOUNDATIONS3. CONSISTENCY BETWEEN ELEMENTS4. SIMPLICITY (Ockham’s razor)5. MAXIMIZATION OF FINANCIAL

EQUATION (U,T, P)

FIT

PERSONASFOUNDATIONS

External environment is a constraint


STEP 4 - SCENARIOS AMPLIFICATIONSWHAT SHOULD BE CHANGED IN THE INTERACTIONS?

McKinsey Quarterly 2009 Number 32

An interactive exhibit explores the new consumer decision journey model and describes how marketers can use it to communicate with consumers at key stages in the decision-making process. Find the exhibit on mckinseyquarterly.com.

and more complicated than the funnel suggests. We call this approach the consumer decision journey. Our thinking is applicable to any geographic market that has different kinds of media, Internet access, and wide product choice, including big cities in emerging markets such as China and India.

We developed this approach by examining the purchase decisions of almost 20,000 consumers across five industries and three continents. Our research showed that the proliferation of media and products requires marketers to find new ways to get their brands included in the initial-consideration set that consumers develop as they begin their decision journey. We also found that because of the shift away from one-way communication—from marketers to consumers—toward a two-way conversation, marketers need a more systematic way to satisfy customer demands and manage word-of-mouth. In addition, the research identified two different types of customer loyalty, challenging companies to reinvigorate their loyalty programs and the way they manage the customer experience.

Finally, the research reinforced our belief in the importance not only of aligning all elements of marketing—strategy, spending, channel management, and message—with the journey that consumers undertake when they make purchasing decisions but also of integrating those elements across the organization. When marketers under- stand this journey and direct their spending and messaging to the moments of maximum influence, they stand a much greater chance of reaching consumers in the right place at the right time with the right message.

Q3 2009CDJExhibit 1 of 4Glance: In the traditional funnel metaphor, consumers start with a set of potential brands and methodically reduce that number to make a purchase.Exhibit title: The traditional funnel

Awareness Familiarity Consideration Purchase Loyalty

Exhibit 1

The traditional funnel

ExperiencingPre-Arrival Post-Check Out

PLANNING BOOKING TRAVELING CHECK IN DINING GAMING SHOPPING ENTERTAINMENT RELAXING IN ROOM CHECK OUT TRAVELING SHARING PLANNING

EXCITEMENT

SURPRISE

EMPOWERED

OVERWHELMING

FRUSTRATION

INTENSITY

1. JOURNEY MAPPING2. YOUR BRAND SLA AT EACH

TOUCHPOINT3. CHANNEL EXECUTION AT EACH

TOUCHPOINT4. CONVERSATIONS AT EACH

TOUCHPOINTS5. OMNI-CHANNEL (ALIGNMENT)6. CONVERSION BETWEEN

CHANNELS


THE PROCESSSTEP 3 - INVESTIGATION

TOPICS ACTIONS














4 OPTIONS As IsImproveExtendInnovate


STEP 3 - OPTIONSFIND GROWTH

REV AS IS IMPROVE EXTEND INNOVATE

BRAND Reach Objectives

with current game

Reach Objectives

by improving

current game

Reach Objectives

by extending

current game

Reach Objectives

by changing the game

VP

PRICE

CHANNELS

CONVERSATION


IMPROVEMENT EXTENSION INNOVATION

77

EXAMPLE


THE PROCESSSTEP 4 - OPTIONS

TOPICS ACTIONS














BUILDa plan with your actions


Strategies TargetsBusiness Measures Initiatives

Continue Strong Growth Increase Sales

500 million by 2008

• Conduct on-line training for every rep (Q1)

• Change compensation System (Q3)

Description of your strategic

choice

How this will be

measured and tracked

Expected performance / Improvement

Level

What We Will Do to Achieve This

Performance / Improvement Level

80

STEP 5 - ROADMAPDEFINE YOUR ROADMAP AND BUDGET


Strategies TargetsBusiness Measures

Continue Strong Growth

Increase Sales

Report Annualised Profits

Gain Market share

500 million by 2012

50 million by 2012

33% of Our Market Segment by End of 2012

81

STEP 5 - ROADMAPDEFINE YOUR ROADMAP AND BUDGET


THE PROCESSSTEP 5 - ROADMAP

TOPICS ACTIONS














DIGITALis not a strategy!


DIGITAL FOR BUSINESS IS LIKE WATER FOR FISH!YOU CAN’T SURVIVE WITHOUT IT


THE PROCESS


BRAND

TOUCH-POINTS

DESIGN

PAID

EARNED

OWNED

SHARED

PRODUCTS & SERVICES

GAIN CREATORS

FOUNDATIONSINTERACTIONS

DESIGN

CONVER-SATIONS

VALUE PROPOSITION

PRICES

PAIN RELIEVERS

PRICING MECHANISMS

COST STRUCTURES

MOMENT OF TRUTH

OMNICHANNEL

MICRO-MOMENTS

EXPERIENCES

PERSONAS

GROWTH HACKING

RETENTION

REVENUESOPEX, CAPEX


THE PROCESS

TOPICS ACTIONS


Revenue, Gross Margin, OPEX (People, Marketing budget, …), EBITDA, CAPEX, FCFBrand equity


WHO (Brand)WHAT (Value Proposition + Price)WHERE (Channels)HOW (Cx, Conversations, Advocacy)FOR (Financial Equation)










AND DON’T FORGET!


DO THE BASICS,RIGHT


Marketing is my passion. I am Academic Director at Solvay Brussels Schools in Belgium where I teach Strategy and Marketing.

I am a CMO veteran. I have managed large teams and budgets in real life (not only academic) where I learned the hard way!

I am interested in your views to make this approach better.

Join me on:

Twitter @lboutyFacebook: Laurent BoutyEmail: [email protected]: www.bouty.net

mailto:[email protected]