Chairman’s Series on Growth
Asia Pacific Edition
The CEO’s Marketing Team:
Spearheading Profitable Growth
June, 2009

Today’s Presenters
Craig Baty Michael Buchholz
Global VP, IT Practice VP Marketing, Asia Pacific
Frost & Sullivan Frost & Sullivan
Today’s Moderator:
Hwee Har Tan
Marketing Manager, Asia Pacific
Frost & Sullivan

Agenda
1. Poll Results from Last Months AP CSG
2. Overview: Where We Are in the Series
3. Challenges to the Marketing Career
4. Marketing’s Role on the Growth Team™
5. Case History: Marketing Best Practices
6. Marketing Best Practices Thought Leadership Model
7. Serious About Growth: Next Steps

Polling Responses from April APAC CSG
Does your company currently have a culture focused on Growth, Innovation and Leadership?
Yes
66.6%
No
33.3%
What challenge(s) does your CEO and/or management team face in developing and creating a
culture of Growth, Innovation and Leadership?
The CEO doesn’t have the required leadership skills
66.6%
Getting the entire team on the same page
33.3%
Eliminating the ‘not invented here’ or the challenge of evolving silos
66.6%
Lack of visionary skills to develop a powerful growth strategy
33.3%
Lack of time to engage in the required growth workshops
66.6%
Lack of budget to travel to GIL and or invest in long term growth
33.3%

The Growth Acceleration System

CEO's Growth Team
Building Teamwork and A Culture of Growth Innovation & Leadership

Internal Challenges for the Marketing Function
Marketing’s insular focus and reactive behavior relegate it to a highly
operational role that provides minimal value to the CEO’s Growth Team.
Situation Resulting Challenge
Operational issues dominate the agenda - Soft ROI – budget constraints; undervalued by
CEO and executive team
Lack of goal alignment between marketing and - Combative relationship – weak integration with
sales sales goals
Lack of integration with R&D - Higher risk product strategy – miss market
demand
Lack of input to growth pipeline - Growth pipeline is overly dependent on new
product development for growth

External Challenges for the Marketing Function
Without a 360 Degree Perspective, Marketing can provide minimal value
to the CEO’s Growth Team.™
Situation Resulting Challenge
Technology of marketing is accelerating - Increased pressure on marketing to leverage
Best Practices for growth
Changing economic and political landscape - Assess future growth pipeline
-
Puts your current growth strategy at risk
Increasingly competitive markets - Offer comprehensive picture of competitive
landscape
- Prepare company to address competition
Smarter customers with shorter attention spans - Build accurate audience profiles with effective
messaging

Marketing: Relationship with Leaders
CEO
CEO/Leadership Marketing
Marketing Role CEO’s Role
• Responsible for generating growth opportunities • Open-minded, willing to explore, nurturing of
and ideas innovation
• Instrumental in communicating growth strategy • True collaboration with marketing
and vision to internal team • Supports GIL (Growth, Innovation and
• Communicates to Growth Team™ on progress Leadership) Culture, open forum
of vision • Clearly communicates objectives and vision
• Facilitates strategic communication within • Provides time and budget for long-term strategy
Growth Team™
• Inspires, nurtures and unifies Growth Team™
• Supports growth implementation to create and achieve vision

Marketing: Relationship with Competitive Intelligence
CI
Competitive Intelligence (CI) Marketing
Marketing Role CI’s Role
• Drives Competitive Intelligence programs to • Best Practices within CI function
ensure successful growth opportunities • Proactive not reactive
• Ensures CI is aligned with Growth Team™ • Supports diversification opportunities
on competitive landscape for growth
• Expands CI to all roles on Growth Team ™
and all projects

Marketing: Relationship with Market Research
Market Research
Market
Marketing
Research
Marketing Role Market Research Role
• Identify key customer/consumer and • Develop research agenda focused on growth
marketplace information gaps needed to opportunities
drive growth strategies • Synthesize disparate sources of information
• Prioritise key growth customer segments for to evaluate opportunities
evaluation • Generate “voice of the customer” insights
• Collaborate with Market Research to embed • Support decision making by Marketing with
customer insight into new product data and insights
development, marketing communications
and strategies

Marketing: Relationship with Corporate
Strategy/Development
Strategic Business
Development
Corporate Strategy/ Development Marketing
Marketing Role Corporate Strategy/Development Role
• Responsible for increasing Corporate • Generate and evaluate growth options for the
Strategy/Development activities company
• Creates communication system to optimise • Collaborates on ideas, opportunities, visions
collaboration and strategies
• Aligns short-and long-term ideas • Connects short- and long-term visions
• Provide long-term growth ideas for Corporate • Be measurable
Strategy/Development • Provides strong feedback
• Provides feedback on ideas generated by • Clear role and objectives, building together with
Corporate Strategy/Development marketing

Marketing: Relationship with Research & Development
R&D
Research & Development (R&D) Marketing
Marketing Role Research & Development’s Role
• Supports open collaboration between • Open communications with other business
business units and R&D units
• Identifies market opportunities for R&D – • Capabilities of development, what's possible
Customer Perspective, Competitor • Communicates through all phases of product
Perspective development cycle
• Communicates internally and externally the • Proactive probe for marketing-driven new
growth potential of various R&D activities ideas
• Focus on relationship and teamwork

Marketing: Relationship with Sales Management
Sales Management Sales
Management
Marketing
Marketing Role Sales’ Role
• Building strategies to respond to competition • Captures measurable customer feedback
• Creates marketing communications based on • Key 360 Degree Perspective - feedback to
CEO’s Vision, Growth Team™ collaboration, Growth Team™ and marketing
customers voice, brand promise and • Feedback on message effectiveness
communication channels
• Open communication and collaboration with
• Responsible for partnering with Market Research other business units
to create customer profiles that aid the
segmented selling approach
• Drives competitive benchmarking to enhance
Sales effectiveness

Marketing: Relationship with Investor/Finance
Investors
Investor/Finance Marketing
Marketing Role Investor’s Role
• Collaborates to identify and generate ways to • Collaboration and communication with
leverage 10 Growth Processes marketing and Growth Team™ on costs and
• Provide unbiased and unhyped data from investment criteria
various sources including CRM system and • Feedback on financial analysis on Growth
customer surveys Pipeline
• Help prioritise growth pipeline
• Sharing ROI and IRR calculations with team
• Creates financial model of growth opportunities
• Conducts sensitivity analysis of growth models

Marketing: Current vs. Growth Team MembershipTM (GTM)
Marketing Needs to Evolve to Optimise Impact
Today’s Marketing Role Empowerment Through GTM
• Consumed with Operations • Big Picture Marketing Strategy
• One-way Communication w/ CEO • 2-way Communication w/ CEO
• No Budget or Time for long term • Fights for Budget & Time
• Little Insight into R&D Pipeline • Drives Growth Strategy
• Adversarial Role with Sales • 100% Integration with R&D
• Marketing not on Pipeline • Partnership with Sales on
Implementation
• Marketing thinks Dept is at Best
Practice • Source of 50% of Growth Pipeline
• Marketing has Market Perspective • Team Exposed to Best Practices
• Not Concerned with Culture • Learning 360 Degree Perspective
• Drives Growth Innovation and
Leadership Culture Internally

Marketing’s Impact on the Growth Pipeline
Marketing could fuel 50% of Growth Pipeline opportunity
• Distribution Channel
• Geographic Expansion
• New Applications for Existing Technology
• Customer Segmentation Strategies
• Customer Strategies
• Sales Strategies
• Pricing Strategies
• Merger & Acquisition
• Growth Sourcing
• New Product Enhancements Driven by Customers

Michael Buchholz,
VP Marketing, Asia Pacific
Frost & Sullivan

The Financial Opportunity
Sustainable Profitable Revenue Growth
Sustainable Profitable Revenue Growth
Profit
Profit
Time
Time
Reduce Impact Of Industry Cycle
Reduce Impact Of Industry Cycle

New Strategic Capabilities
Growth Strategy
Strategic
Operational Acquisitions Market
Efficiency and Development
Integration
• Brand Development
• “Helping Customers Complete Their Important Construction Projects”

Growth Team … a collaborative approach to growth
Market Market Research &
Assessment Analysis
New Product R&D
Development
Operational
Integration
Commercial Strategy
and and Planning
Pricing
Sales Strategy
and Sales
Account
Management

Case In Point: Making The Old New Again…
Old Markets… New Value
• Residential • Paving
• Concrete Homes • Recycled Pavements
• 30-50% ↓ Energy Costs • 66%↓Material to Landfill
Increase Use of Cement and Concrete vs. Other Materials

Repositioning Brand to Support Growth
Brand Development
Internal Focus Customer Focus
Rational Rational + Emotional
Products Customer Projects
Innovative Solutions Provider

Ingredients of Success
Making It Happen AND Making It Stick
• Change “Commodity” Thinking
• Develop Compelling Business Case
• Measure and Communicate Results
• Make It a “Big” Team Effort

Definition: What is Best Practice?
Specific activities performed to solve a tough
business challenge that 9 out of 10 companies are
NOT performing but SHOULD, with measurable
results proving effectiveness

Marketing: Best Practices Thought Leadership Models Future
Research Topics
Building and Training the Growth Team™
Developing the Growth Pipeline from Marketing Perspective
The Marketing Function: Top 6 Growth Thought Leaders (GTLs)
Which Companies, Departments and Leaders are at Best Practice Level?
Strategic Actions for Key Challenges in Marketing
Creating a Customer and Competitor Landscape for Growth Evaluation
Customer-driven Marketing Strategy
Competitive-driven Marketing Strategy
Brand Leadership & Change
Strategic Partnering
Lead Generation and Management Systems
Customer Relationship Management
Marketing-driven Product Development Process

www.frost.com/gilglobal
GIL GLOBAL 2009
A global community focused on Growth, Innovation and Leadership
September 2009 October 2009
Kuala Lumpur
Phoenix, Arizona
October 2009
October 2009
Shanghai
Dubai
October 2009 December 2009
Bangalore Sao Paulo
May 2010
London

Next Steps
Request a proposal for Growth Partnership Services to support you and your team to
accelerate the growth of your company.
Attend Frost & Sullivan Executive MindXchange best practice networking events
(http://www.frost.com/cal) to share and address strategic challenges
Consider Conducting a 360 Degree Growth Workshop to support your long-term growth
strategy
Join us at a Growth, Innovation and Leadership 2009: A Frost & Sullivan Global Congress
on Corporate Growth (www.frost.com/gilglobal)
Register for the next Chairman’s Series on Growth: (http://www.frost.com/growthapac)
Schedule a Recession Strategy Session with a Frost & Sullivan Industry consultant (email
us: alvin.chua@frost.com)
Schedule a One-on-One Growth Strategy Dialogue with a Frost & Sullivan Growth
Consultant (email us: alvin.chua@frost.com)
Register for Frost & Sullivan’s Growth Opportunity Newsletter and Growth Team
Membership e Bulletin to keep abreast of growth opportunities in your industry and best
practices in your career track. (www.frost.com)

Contact Us
If you have questions or would like further information about anything we
discussed, please send your query to the email provided below and we will
get back to you shortly.
Alvin Chua
Account Manager
Automotive, Transportation & Logistics
DID: +65 6890 0997
Mob: +65 9199 4566
eMail: alvin.chua@frost.com